Taking The Pain Out of
PERFORMANCE
REVIEWS
6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your employees' performance with the
largest and fastest-growing...
How often does your
organization review
performance?
a. Annually
b. Semi-annually
c. Quarterly
d. Continuously
e. Rarely
BIZLIBRARY.COM
74%
21%
3% 2% 0%
Annually
Semi-annually
Quarterly
Ongoing
Monthly
SHRM Survey Fall 2012: How frequently doe...
What is your biggest
pain with performance
reviews?
a. Infrequent
b. Subjective
c. Not goal focused
d. Inconvenient
e. De-...
How does your
organization currently
conduct performance
reviews?
a. Paper and pen
b. Spreadsheets or word
documents
c. We...
What You’ll Learn:
3
2
1
The role of performance
management.
Why we do performance
reviews?
Key strategies for effective
p...
BIZLIBRARY.COM
of HR Leaders think annual performance
reviews are not an accurate appraisal of
employee’s work.
According ...
Appraisals are where you get
together with your team leader
and agree what an outstanding
member of the team you are,
how ...
Too much at stake.
Too judgmental.
Too often - uncomfortable truths.
Too much fixing blame.
Too few managers are skilled a...
TOP 5 PROBLEMS WITH
PERFORMANCE
REVIEWS
1. Infrequent
2. Subjective
3. Not goal focused
4. Inconvenient
5. De-Motivating
Documenting performance problems.
Recognizing high performers.
Identifying development needs.
Compensation.
Because we’re ...
THE BEST KIND OF
PERFORMANCE REVIEW IS NO
PERFORMANCE REVIEW.
A lot of people won’t tell you this,
but they don’t need to ...
Clearly, the annual performance review
was designed for a work environment
where control of individual employee
performanc...
PURPOSE
Improve
Performance
• Change our mind set to a
COLLABORATIVE/COACHING
mindset
• Learn and then teach 5 best
practi...
MY – WAY MINDSET COLLABORATIVE MINDSET
I am right; you are
wrong.
In every
situation and
in every
relationship
you choose
...
Focus on continuous learning – TOGETHER.
It’s all about improvement.
Mutual conversations about discovery.
Remember, it’s ...
Set clear goals.
Determine key job responsibilities.
Identify and use competencies.
Coach on a day-to-day basis – continuo...
Set Clear
Goals
• Does the goal you are setting
promote goals you’ve set for
the organization as a whole?
• …promote goals...
SETTING PERFORMANCE GOALS
ORGANIZATIONAL GOAL
Become a market leader.
CUSTOMER SERVICE GOAL
Deal with customer complaints ...
Determine
key job
responsibilities
• What does successful
performance look like?
• How do we know?
Managers have unique opportunities in their daily
interactions with employees to empower them to
discover and develop thei...
Identify
and use
competencies
• CORE COMPETENCIES: Industry
and culture
• JOB FAMILY COMPETENCIES:
Business discipline
• J...
Coaching
and
Feedback
• Not training
• Advice, counsel, support,
guidance, boosting
confidence.
I haven’t got the slightest idea of how to
change people, but I keep a long list of
prospective candidates just in case I ...
Objective
appraisal of
performance
• Objective = Fair.
• Timely notes and records.
• Observations.
• Professional judgment.
Organizations with a strong learning culture significantly
outperform their peers…
Innovation
46%
More likely
to be first ...
CONTINUOUS LEARNING
AND DEVELOPMENT
SKILL/CAPABILITY DEVELOPMENT
OPTIONS
MY
DEVELOPMENT
ACTION
TIMING
Leading meetings Vid...
Set clear goals.
Determine key job responsibilities.
Identify and use competencies.
Coach on a day-to-day basis – continuo...
BIZLIBRARY.COM
Course: Handling Tricky Appraisals
“Appraisals can be constructive,
destructive or useless. Your
contributi...
BIZLIBRARY.COM
4 Course Series: Effective
Performance Reviews
It is not enough to simply review
an employee’s performance ...
BIZLIBRARY.COM
Free trial of the BizLibrary Collection
6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your empl...
BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Spec...
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Taking the Pain Out of Performance Reviews - Webinar 05_22_14

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In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization.

In this webinar we'll discuss:

The role of performance management.
Why we do performance reviews?
Key strategies for effective performance management.
Continuous learning and development.

www.bizlibrary.com

Published in: Business, Technology
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Taking the Pain Out of Performance Reviews - Webinar 05_22_14

  1. 1. Taking The Pain Out of PERFORMANCE REVIEWS
  2. 2. 6,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
  3. 3. How often does your organization review performance? a. Annually b. Semi-annually c. Quarterly d. Continuously e. Rarely
  4. 4. BIZLIBRARY.COM 74% 21% 3% 2% 0% Annually Semi-annually Quarterly Ongoing Monthly SHRM Survey Fall 2012: How frequently does your organization conduct employee performance reviews?
  5. 5. What is your biggest pain with performance reviews? a. Infrequent b. Subjective c. Not goal focused d. Inconvenient e. De-Motivating
  6. 6. How does your organization currently conduct performance reviews? a. Paper and pen b. Spreadsheets or word documents c. Web-based tool d. Something else e. We don’t have a formal process/ system
  7. 7. What You’ll Learn: 3 2 1 The role of performance management. Why we do performance reviews? Key strategies for effective performance management. Continuous learning and development.4
  8. 8. BIZLIBRARY.COM of HR Leaders think annual performance reviews are not an accurate appraisal of employee’s work. According to a 2012 SHRM/Globoforce survey 45% 30% of performance reviews ended up in decreased employee performance. According to an article published in The Psychological Bulletin 1 2 3 U.S. workers are dissatisfied with their job performance reviews. According to a 2009 Reuters poll 5 4
  9. 9. Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved. Guy Browning, British Humorist and Writer
  10. 10. Too much at stake. Too judgmental. Too often - uncomfortable truths. Too much fixing blame. Too few managers are skilled at them. Too much uncertainty. Too little control. Too many one-way conversations. Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn Every Employee into a Star Player, Jeffrey Russell and Linda Russell (McGraw-Hill 2014) THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS
  11. 11. TOP 5 PROBLEMS WITH PERFORMANCE REVIEWS 1. Infrequent 2. Subjective 3. Not goal focused 4. Inconvenient 5. De-Motivating
  12. 12. Documenting performance problems. Recognizing high performers. Identifying development needs. Compensation. Because we’re supposed to…. WHY WE DO PERFORMANCE REVIEWS?
  13. 13. THE BEST KIND OF PERFORMANCE REVIEW IS NO PERFORMANCE REVIEW. A lot of people won’t tell you this, but they don’t need to document your good performance, just your poor one…That way they have written documentation that’ll help them get rid of you without fear of retribution. AUBREY DANIELS • a clinical psychologist turned management consultant • coined the term “performance management” in the 1970s
  14. 14. Clearly, the annual performance review was designed for a work environment where control of individual employee performance was a key function. In today's team and collaborative environment, that perspective no longer makes sense. Ray B. Williams, Wired for Success Reproduced in Psychology Today
  15. 15. PURPOSE Improve Performance • Change our mind set to a COLLABORATIVE/COACHING mindset • Learn and then teach 5 best practices
  16. 16. MY – WAY MINDSET COLLABORATIVE MINDSET I am right; you are wrong. In every situation and in every relationship you choose a position on this mindset continuum. I have something to learn. I’m in charge; you’re not. People are doing their best. My version of the truth is the right one. I only know part of the story. I need to win; you need to lose. We both can win. Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn Every Employee into a Star Player, Jeffrey Russell and Linda Russell (McGraw-Hill 2014)
  17. 17. Focus on continuous learning – TOGETHER. It’s all about improvement. Mutual conversations about discovery. Remember, it’s about helping the EMPLOYEE improve and learn (repeat, but it’s THAT important!) COLLABORATIVE – COACHING MINDSET
  18. 18. Set clear goals. Determine key job responsibilities. Identify and use competencies. Coach on a day-to-day basis – continuous feedback. Honest and objective (data and factual). KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT: A Path To Collaborative And Coaching Mindset 3 2 1 4 5
  19. 19. Set Clear Goals • Does the goal you are setting promote goals you’ve set for the organization as a whole? • …promote goals you’ve set for the team as a whole? • Difficult, yet attainable for the employee? • Can you measure it?
  20. 20. SETTING PERFORMANCE GOALS ORGANIZATIONAL GOAL Become a market leader. CUSTOMER SERVICE GOAL Deal with customer complaints efficiently. CUSTOMER SERVICE REPRESENTATIVE GOAL Customer service representatives should be part of the company's effort to become a market leader by dealing with customer complaints efficiently.
  21. 21. Determine key job responsibilities • What does successful performance look like? • How do we know?
  22. 22. Managers have unique opportunities in their daily interactions with employees to empower them to discover and develop their strengths, and they have the ability to position employees in roles where they can do what they do best every day… …employees who feel engaged at work and who are able to use their strengths in their jobs are more productive and profitable and have higher quality work. SOURCE: Gallup Study, 2013 State of the American Workplace
  23. 23. Identify and use competencies • CORE COMPETENCIES: Industry and culture • JOB FAMILY COMPETENCIES: Business discipline • JOB ROLE COMPETENCIES: Level of mastery required
  24. 24. Coaching and Feedback • Not training • Advice, counsel, support, guidance, boosting confidence.
  25. 25. I haven’t got the slightest idea of how to change people, but I keep a long list of prospective candidates just in case I should ever figure it out. David Sedaris, American humorist and author
  26. 26. Objective appraisal of performance • Objective = Fair. • Timely notes and records. • Observations. • Professional judgment.
  27. 27. Organizations with a strong learning culture significantly outperform their peers… Innovation 46% More likely to be first to market Productivity 37% Greater employee productivity Time to Market 34% Better response to customer needs Quality 26% Greater ability to deliver “quality products” Skills for the future 58% More prepared to meet future demand Profitability 17% More likely to be market share leaders BERSIN BY DELOITTE 2012
  28. 28. CONTINUOUS LEARNING AND DEVELOPMENT SKILL/CAPABILITY DEVELOPMENT OPTIONS MY DEVELOPMENT ACTION TIMING Leading meetings Video: Leading Meetings - Create meeting behavior expectations with your team Gather with your team to discuss meeting management and to create meeting expectations that should be applied to all team and project meetings. Review monthly SKILLS DEVELOPMENT PLAN
  29. 29. Set clear goals. Determine key job responsibilities. Identify and use competencies. Coach on a day-to-day basis – continuous feedback. Honest and objective (data and factual). KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT: A Path To Collaborative And Coaching Mindset 3 2 1 4 5
  30. 30. BIZLIBRARY.COM Course: Handling Tricky Appraisals “Appraisals can be constructive, destructive or useless. Your contribution directly impacts the outcome.” Eve Ash Target: Managers Course: Giving Feedback: Emotional Intelligence in Action This is a simple model for formal and informal feedback, and demonstration of an emotionally intelligent approach. Target: All employees
  31. 31. BIZLIBRARY.COM 4 Course Series: Effective Performance Reviews It is not enough to simply review an employee’s performance at the end of the year. Employees know when we are just going through the motions, and in turn, they do not see the review as anything more than a time for their boss to tell them everything they did wrong during the prior year. On the other hand, when a review is conducted effectively, employees become more engaged in the process and, in improving their performance. Target: Managers 1. Purpose Of Conducting Effective Performance Reviews 2. Preparing For The Review 3. How To Conduct A Review Meeting 4. What To Do After The Review Meeting
  32. 32. BIZLIBRARY.COM Free trial of the BizLibrary Collection 6,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
  33. 33. BIZLIBRARY.COM Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary

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