Taking The Pain Out of Performance Appraisals


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Taking The Pain Out of Performance Appraisals April 7, 2011

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Taking The Pain Out of Performance Appraisals

  1. 1. – KPA CONFIDENTIAL – Taking The Pain Out of Performance Appraisals April 7, 2011
  2. 2. Questions • If you have questions during the presentation, please submit them using the “Questions” feature • Questions will be answered at the end of the webinar
  3. 3. The Average Performance Review 3– KPA CONFIDENTIAL –
  4. 4. Facts about Performance Appraisals • 16% of employees don’t do performance appraisals or have a review process • 58% of employers only do for exempt employee or manager and above level • 75% + tie the review to merit increase • 86% of employee believe that performance appraisal/development are important or highly important to job satisfaction 4– KPA CONFIDENTIAL –
  5. 5. Why Bother? Inaccurate Performance Review + Pay Increase = Decreased Motivation Inaccurate Performance Review + No Pay Increase = Decreased Motivation No Performance Review + No Pay Increase = Decreased Motivation No Performance Review + Pay Increase = Decreased Motivation Accurate Performance Review + Pay Increase = Motivation Accurate Performance Review + No Pay Increase = Motivation 5– KPA CONFIDENTIAL –
  6. 6. Performance Management vs. Annual Review Performance Management Creates a work environment to ensure people to perform to best of abilities and sets them up to succeed Annual Review Answers questions – Impact on income – Skill assessment – Contribution – Career Advancement 6– KPA CONFIDENTIAL –
  7. 7. Performance Management 7– KPA CONFIDENTIAL – • Start with a clear job descriptions • Select the right person • Establish objectives, goals and work plans • Provide effective orientation, education and training • Give on-going coaching and feedback • Conduct quarterly performance development discussion • Design effective compensation and recognition programs • Offer promotional and career development opportunities • Always conduct an exit interview
  8. 8. Performance Checklist • Define – Define the purpose of the job – Define goals with measurable outcomes – Define the priority of each job responsibility and goal – Define performance standards for each responsibility • Prepare – Have interim discussions – Keep records – Use other feedback tools (360 and self evaluations) • Prepare – Setup meeting time – Establish employee pre-work – Collect data – Develop a plan for the meeting – Complete the performance review form 8– KPA CONFIDENTIAL –
  9. 9. The Performance Development Meeting • Private, neutral meeting space • Allow the employee to state goals, success and future development • Review the performance development form • Update with any agreed changes • Set goals, discuss how impact business • If poor performance establish improvement plan and consequences • Sign the form together (provide employee a copy) • Set a time frame for follow up Nothing should be a real surprise to manager or employee at the meeting 9– KPA CONFIDENTIAL –
  10. 10. Performance Management Tools Process Automation • Success Factors • HotlinkHR • Halogen • Authoria • Promatec • Emptrak • Resources • Effective Phrases for Performance Appraisals by James Neal • Performance Appraisal Phrase Book: The Best Words, Phrases, and Techniques for Performance Reviews by Corey Sandler and Janice Keefe • 2600 Phrases for Effective Performance Reviews: Ready- to-Use Words and Phrases that Really Get Results by Paul Falcone 10– KPA CONFIDENTIAL –
  11. 11. Definitions • Documentation: The process of creating a paper trail to record data such as discussions had with employee, results of those discussions, both supervisor and employee comments, agreements between the two. • Objectives or Results: Statements of what an employee is supposed to achieve. • Ongoing Performance Communication :Communication between manager and employee all throughout the year to ensure that problems are identified early, and so there are NO SUPRPRISES during the performance appraisal. • Performance Review :Usually refers to a meeting to review and evaluate performance, involving supervisor and employee. Often done once a year, but to be effective performance reviews, or at least informal meetings to discuss performance should be undertaken at least every few months. • Performance Appraisal : The regular (usual annual) process where an employees performance for the year is assessed by manager and/or employee. It is only one part of the performance management approach. Usually means the same as "performance review". • Performance Diagnosis : Often performance problems are a result of a number of factors, not just the fault of the employee. Performance management aims at improving performance, and to do so both manager and employee need to work together to identify barriers to great performance and work to overcome them. • Performance Management : The larger process of defining what employees should be doing, ongoing communication during the year, linking of individual performance to organization needs, and the evaluating of appraising of performance. • Performance Planning : The process of communication between manager and employee that results in MUTUAL UNDERSTANDING of what the employee is to be doing during the next period of time. Often includes setting objectives and standards of performance. • Progressive Discipline : The process of addressing performance difficulties by first trying to help, then setting up increasingly strong consequences for failure to reach the desired levels of performance. • Ranking Scales : A way of evaluating staff by comparing them to each other, so there is a best, a second best, and so on. This is REAL SERIOUS TROUBLE, and almost always destructive. (see articles section for more information). • Standards of Performance : Mutually agreed upon criteria used to describe how WELL an employee must perform, written to reduce subjective judgment. – KPA CONFIDENTIAL –
  12. 12. Questions and Answers 12– KPA CONFIDENTIAL – QUESTIONS?
  13. 13. Contact Information 13– KPA CONFIDENTIAL – The recorded webinar and presentation slides will be emailed to you today including your local representative’s contact information. www.kpaonline.com kcarlson@kpaonline.com 866-356-1735