10 Steps For Conducting Effective
Performance Reviews


         A Transformational, Employee-
             a s o at o al,...
THE GOOD, BAD AND UGLY OF REVIEWS!
    GOOD                  REVIEWS!


 What makes a performance
 review a “good” review?...
TEN CHARACTERISTICS . . .
1. Forward looking.
2. More developmental than evaluative.
3 Focused on improvement in
3.
   per...
TEN CHARACTERISTICS . . .
6.   Frequent — conducted as often as necessary to
     keep performance on track and getting it...
10 STEPS TO EFFECTIVE REVIEWS
      p                  g
1. Adopt a Mutual Learning Mindset as a
   performance coach and ...
10 STEPS TO EFFECTIVE REVIEWS
6. Monitor p
           performance outcomes and document
   performance results.
7. Discuss...
Defining what GP is for Customers, Team/Co-
                                                                              ...
TYPES OF PERFORMANCE GOALS
Performance Outcome Goals
1. Maintain performance strengths
2. Improve performance
3 Accept new...
TYPES OF PERFORMANCE GOALS
 Performance Process Goals
 1. Build greater job
    ownership/responsibility
 2. Build greater...
KEY PERFORMANCE REVIEW QUESTIONS
 1. What is going well with the job?

 2. What NOT going well in the job?

 3. Why is/isn...
KEY PERFORMANCE REVIEW QUESTIONS
 5. How might I (your supervisor/coach) help
    you to be more successful in your job?
 ...
Quality is impossible if people are
afraid to tell the truth.
               — W Ed
                 W. Edwards Deming
   ...
Quality is impossible if people are
afraid to tell the truth.
              — W. Ed
                 W Edwards Deming
    ...
WE TEND TO . . .

 Adopt a unilateral control
 mindset that seeks to avoid
 the threat, regain control,
 dodge the bullet,...
UNILATERAL CONTROL— A LOSING PROPOSITION




     © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Gre...
BUT . . . WE DO HAVE A CHOICE!

 We can follow the Unilateral Control
 Mindset and let it lead us toward
 ineffective rela...
MUTUAL LEARNING MINDSET
 Based on an alternative set of core values
 Focuses on understanding and learning
 Assumes that w...
MUTUAL LEARNING— A WINNING APPROACH
       LEARNING—




    © 2009, Russell Consulting, Inc. — Helping Leaders Build and ...
GOVERNING VALUES FOR MUTUAL LEARNING
 Valid Information — All relevant information is shared so
 that everyone understands...
THE ENACTING BEHAVIORS
1. Share all relevant information.
                      information.
2. Identify and test assumpti...
THE ENACTING BEHAVIORS

6. Focus on interests, not positions.
            interests,

7. Develop shared meaning of key wor...
The truth shall make you free . . .
but first it shall make you miserable!
b t fi t      h ll   k       i    bl !
        ...
FINAL THOUGHTS . . .
1. Each employee is responsible for his her own
   performance
2. This includes conducting a self-ass...
FINAL THOUGHTS . . .
6. The coach invites the employee
   to present his/her analysis first

7. The coach completes the fi...
10 STEPS TO EFFECTIVE REVIEWS
1. Adopt a Mutual Learning Mindset.
                           Mindset.
2. Establish an over...
Sometimes I lie awake at night and I ask
                                night,      ask,
       "Where have I gone wrong?...
Thank you for attending this
session on employee-centered
           employee-
performance reviews.

Visit www.RussellCons...
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10 Steps to Performance Reviews

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10 Steps to Performance Reviews

  1. 1. 10 Steps For Conducting Effective Performance Reviews A Transformational, Employee- a s o at o al, Employee- ployee Centered Approach to Performance Assessment Presented by Jeffrey Russell www.RussellConsultingInc.com © 2008, Photograph by Jeff Russell
  2. 2. THE GOOD, BAD AND UGLY OF REVIEWS! GOOD REVIEWS! What makes a performance review a “good” review? g review? What makes the review a “bad” bad or even an “ugly” one? one? © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  3. 3. TEN CHARACTERISTICS . . . 1. Forward looking. 2. More developmental than evaluative. 3 Focused on improvement in 3. performance behaviors and outcomes. 4. Anchored to “Great Performance” h d “ f ” outcomes and goals that are defined early in the performance cycle cycle. 5. Employee-centered. Employee- © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  4. 4. TEN CHARACTERISTICS . . . 6. Frequent — conducted as often as necessary to keep performance on track and getting it back on track if and when problems occur. 7. Conversational and informal leading to a shared g understanding 8. Based upon a Mutual Learning Mindset vs. a Unilateral Control Mindset. il lC l i d 9. Objective and data-based — using observable and data- countable behaviors and results as its foundation foundation. 10. Meaningful . . . both the performer and the supervisor have learned something about themselves and each other. © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  5. 5. 10 STEPS TO EFFECTIVE REVIEWS p g 1. Adopt a Mutual Learning Mindset as a performance coach and as a performer. 2. Establish an overarching framework for defining and managing performance. d i f 3. Evaluate and update the performer’s job description. description 4. Mutually discuss and define great performance outcomes, goals behaviors outcomes goals, behaviors, and measures. measures 5. Discuss and define mutual expectations that each of you have for the performance partnership. y p p p © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  6. 6. 10 STEPS TO EFFECTIVE REVIEWS 6. Monitor p performance outcomes and document performance results. 7. Discuss performance issues as they arise. 8. Follow-through on commitments that each have Follow- made to support the performer in achieving his or her great performance outcomes and goals goals. 9. Prepare for the performance coaching conversation. conversation 10. Navigate the performance coaching conversation. © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  7. 7. Defining what GP is for Customers, Team/Co- Customers, Team/Co- Workers, and the Company. . . Workers, Company. Define • Profoundly positive Great Performance Outcomes RESULTS • People notice! Reinforcing Loop Develop Goals, Strategies, Make and Take Actions to Achieve Outcomes Improvements 1. 1 What worked? ? 2. What didn’t work? 3. Why? 4. What will I keep doing? Do diff differently? l ? Provide Organizational Provide Logical Consequences Support for Performance Outcomes Evaluate www.RussellConsultingInc.com Results © 2009, Russell Consulting, Inc.
  8. 8. TYPES OF PERFORMANCE GOALS Performance Outcome Goals 1. Maintain performance strengths 2. Improve performance 3 Accept new responsibilities or 3. duties. duties. 4. Grow the job to a new level. © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  9. 9. TYPES OF PERFORMANCE GOALS Performance Process Goals 1. Build greater job ownership/responsibility 2. Build greater job/company commitment it t 3. Strengthen the performance partnership 4. Identify 4 Id tif system problems/challenges t bl / h ll g © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  10. 10. KEY PERFORMANCE REVIEW QUESTIONS 1. What is going well with the job? 2. What NOT going well in the job? 3. Why is/isn’t this going well? 4. What changes or improvements could you make in how you do your y y y job to help improve things that are not going well? © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  11. 11. KEY PERFORMANCE REVIEW QUESTIONS 5. How might I (your supervisor/coach) help you to be more successful in your job? t b f li j b? 6. What do you see as performance areas where th h there may b a need f new be d for responsibilities and future growth in performance? 7. How would you assess your overall performance and your performance for each of your job and organizational responsibilities? © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  12. 12. Quality is impossible if people are afraid to tell the truth. — W Ed W. Edwards Deming d D i g © 2008, Photograph by Jeff Russell
  13. 13. Quality is impossible if people are afraid to tell the truth. — W. Ed W Edwards Deming d D i g © 2008, Photograph by Jeff Russell
  14. 14. WE TEND TO . . . Adopt a unilateral control mindset that seeks to avoid the threat, regain control, dodge the bullet, pass the blame, escape the embarrassment, run for cover . . . etc. © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  15. 15. UNILATERAL CONTROL— A LOSING PROPOSITION © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  16. 16. BUT . . . WE DO HAVE A CHOICE! We can follow the Unilateral Control Mindset and let it lead us toward ineffective relationships and results Or . . . We can consciously engage an alternative approach: the Mutual Learning Mindset © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  17. 17. MUTUAL LEARNING MINDSET Based on an alternative set of core values Focuses on understanding and learning Assumes that we know and understand only h k d d d l a part of the puzzle Honors other people’s perspective — especially when there is disagreement Is more likely to lead to effective relationships and positive results © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  18. 18. MUTUAL LEARNING— A WINNING APPROACH LEARNING— © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  19. 19. GOVERNING VALUES FOR MUTUAL LEARNING Valid Information — All relevant information is shared so that everyone understands what they need to know Free and Informed Choice — People make their independent decisions based upon valid information, not on pressure Internal Commitment to Decisions — Individuals take responsibility for the decisions that they participate in Transparency — I di id l feel comfortable with open, T Individuals f l f t bl ith honest, and direct communication with no “hidden agendas” or undiscussables Empathy — Individuals have compassion for others and differing viewpoints and a genuine interest in understanding another’s perspective. g p p © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  20. 20. THE ENACTING BEHAVIORS 1. Share all relevant information. information. 2. Identify and test assumptions and inferences. . 3. Suspend judgment. judgment. 4. Share your reasoning and intent and inquire into others’ reasoning, intentions, perspective, knowledge, perspective knowledge and experience. experience 5. Listen for understanding . © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  21. 21. THE ENACTING BEHAVIORS 6. Focus on interests, not positions. interests, 7. Develop shared meaning of key words, concepts, id t ideas, etc. t 8. Share decision making and action planning. 9. See the parts, understand the whole. whole. 10. Use critical reflection to examine deeply held beliefs, and behavioral patterns beliefs © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  22. 22. The truth shall make you free . . . but first it shall make you miserable! b t fi t h ll k i bl ! — Carl Rogers American psychologist b. 1902 d. b 1902, d 1987 © 2008, Photograph by Jeff Russell
  23. 23. FINAL THOUGHTS . . . 1. Each employee is responsible for his her own performance 2. This includes conducting a self-assessment of his self- or her own performance 3. The coach conducts (independently) his or her own analysis of the employee’s performance 4. The coach asks the employee to considering the following: • What’s going well in your job? • What isn t going well? isn’t • Why is/isn’t it going well? • What changes/improvements could you make in your job to enhance your job performance? • How can I best help you achieve your performance goals? © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  24. 24. FINAL THOUGHTS . . . 6. The coach invites the employee to present his/her analysis first 7. The coach completes the final performance review form following the performance review © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  25. 25. 10 STEPS TO EFFECTIVE REVIEWS 1. Adopt a Mutual Learning Mindset. Mindset. 2. Establish an overarching framework (GPMC). 2 (GPMC) 3. Update the performer’s job description. 4 Mutually discuss and define great performance outcomes 4. outcomes. 5. Discuss and define mutual expectations. 6. 6 Monitor performance outcomes outcomes. 7. Discuss performance issues as they arise. 8. 8 Follow-through on commitments Follow- commitments. 9. Prepare for the performance coaching conversation. 10 Navigate the performance coaching conversation. 10. conversation © 2009, Russell Consulting, Inc. — Helping Leaders Build and Sustain Great Organizations!
  26. 26. Sometimes I lie awake at night and I ask night, ask, "Where have I gone wrong?” Then a voice wrong?” says to me . . . "This is going to take more than one night.” — Charles M. Schulz Charlie Brown in "Peanuts“ American Cartoonist b. 1922, d. 2000 © 2006, Photograph by Jeff Russell
  27. 27. Thank you for attending this session on employee-centered employee- performance reviews. Visit www.RussellConsultingInc.com for a copy of this PPT presentation presentation. For a FREE subscription to our workplace journal, complete the newsletter insert insert. © 2008, Photograph by Jeffrey Russell © 2008, Photograph by Jeff Russell

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