Performance reviews which really
add value
by Toronto Training and HR
October 2013
CONTENTS
5-6 Definitions
7-8 Elements of the performance review process
9-10 Uses of performance reviews
11-12 Different a...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
Definitions
Definitions
• Performance review
• Performance
• Appraisal
Page 6
Page 7
Elements of the
performance review
process
Elements of the performance
review process
• Measurement
• Feedback
• Positive reinforcement
• Exchange of views
• Agreeme...
Page 9
Uses of performance
reviews
Uses of performance reviews
• Developmental
• Administrative
Page 10
Page 11
Different approaches to
performance reviews
Different approaches to
performance reviews
• Tell and sell
• Tell and listen
• Problem-solving
Page 12
Page 13
Preconditions for effective
performance reviews
Preconditions for effective
performance reviews
• An open, trusting relationship
between manager and
employee-building tru...
Page 15
Collating information
Collating information
• Objectives
• Competence
• Training
• Actions
Page 16
Page 17
Preparation
Preparation
• Person reviewing
• Discussion guides
• Person being reviewed
Page 18
Page 19
Qualitative attributes
Qualitative attributes 1 of 3
• Adaptability to change
• Analytical skills
• Aptitude and competence
• Communication skill...
Qualitative attributes 2 of 3
• Judgement skills
• Logic skills
• Loyalty to the organization
• Motivation to accomplish
t...
Qualitative attributes 3 of 3
• Professionalism, standards
and ethics
• Quality of work
• Sales skills
• Secretarial and c...
Page 23
Quantitative attributes
Quantitative attributes
• Accomplishment of tasks and
objectives
• Accuracy and precision
• Computer skills
• Cost and res...
Page 25
Bias
Bias 1 of 2
• Horns and halos
• Purposeful
• Performance review
• Self
Page 26
Bias 2 of 2
AVOIDING COMMON BIASES
• Year-round recording and
feedback
• 360 degree reviews
• Benchmarking
• Adjusted rati...
Page 28
Drill
Page 29
Drill
Page 30
Headings for work plans
Headings for work plans
• Key performance objectives
• Output
• Performance standard
• Performance indicators
• Time
• Res...
Page 32
Engaging the individual
being reviewed
Engaging the individual being
reviewed
• Use as many open-ended
questions as possible
• Use conversation starters
• Make s...
Page 34
Tricky situations
Tricky situations
• Handling a defensive
subordinate
• Criticizing a subordinate
• Ensuring improved
performance
Page 35
Page 36
Feedback
Feedback
• Components of a feedback
system
• 360 degree
• Positive and to improve
• Constructive and destructive
• Fearles...
Page 38
Behaviourally-anchored
rating scale (BARS)
Behaviourally-anchored rating scale
(BARS) 1 of 2
• Definition
• Developing a BARS
Page 39
Behaviourally-anchored rating scale
(BARS) 2 of 2
Page 41
Management by
Objectives (MBO)
Management by Objectives (MBO)
1 of 2
• Definition
• Key ideas
• Problem areas
Page 42
Management by Objectives (MBO)
2 of 2
4. Continuing performance
discussions
3. Setting of objectives
2. Development of
per...
Page 44
Other methods
Other methods
• Graphic rating scale method
• Alternation ranking method
• Paired comparison method
• Forced distribution ...
Page 46
Steps to follow with
performance reviews
Steps to follow with performance
reviews
• Review job responsibilities
and performance objectives
• Collect data
• Write a...
Page 48
Case study
Page 49
Conclusion and questions
Page 50
Conclusion and questions
Summary
Videos
Questions
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Performance reviews October 2013

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Half day open training event held in Mississauga, Ontario.

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Performance reviews October 2013

  1. 1. Performance reviews which really add value by Toronto Training and HR October 2013
  2. 2. CONTENTS 5-6 Definitions 7-8 Elements of the performance review process 9-10 Uses of performance reviews 11-12 Different approaches to performance reviews 13-14 Preconditions for effective performance reviews 15-16 Collating information 17-18 Preparation 19-22 Qualitative attributes 23-24 Quantitative attributes 25-27 Bias 28-29 Drill 30-31 Headings for work plans 32-33 Engaging the individual being reviewed 34-35 Tricky situations 36-37 Feedback 38-40 Behaviourally-anchored rating scale (BARS) 41-43 Management by Objectives (MBO) 44-45 Other methods 46-47 Steps to follow with performance reviews 48 Case study 49-50 Conclusion and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Performance review • Performance • Appraisal Page 6
  7. 7. Page 7 Elements of the performance review process
  8. 8. Elements of the performance review process • Measurement • Feedback • Positive reinforcement • Exchange of views • Agreement Page 8
  9. 9. Page 9 Uses of performance reviews
  10. 10. Uses of performance reviews • Developmental • Administrative Page 10
  11. 11. Page 11 Different approaches to performance reviews
  12. 12. Different approaches to performance reviews • Tell and sell • Tell and listen • Problem-solving Page 12
  13. 13. Page 13 Preconditions for effective performance reviews
  14. 14. Preconditions for effective performance reviews • An open, trusting relationship between manager and employee-building trust takes a lot of time, losing it takes only a second • A joint exploration, with the tone set by using the employee’s self-review as the starting point • A problem finding/ solving/learning approach instead of a judgmental, punishment- oriented approach
  15. 15. Page 15 Collating information
  16. 16. Collating information • Objectives • Competence • Training • Actions Page 16
  17. 17. Page 17 Preparation
  18. 18. Preparation • Person reviewing • Discussion guides • Person being reviewed Page 18
  19. 19. Page 19 Qualitative attributes
  20. 20. Qualitative attributes 1 of 3 • Adaptability to change • Analytical skills • Aptitude and competence • Communication skills • Creativity • Decision-making skills • Dependability and responsibility • Initiative in accomplishing objectives Page 20
  21. 21. Qualitative attributes 2 of 3 • Judgement skills • Logic skills • Loyalty to the organization • Motivation to accomplish tasks and objectives • Negotiating skills • Oral presentation skills • Persuasion skills • Problem-solving skills Page 21
  22. 22. Qualitative attributes 3 of 3 • Professionalism, standards and ethics • Quality of work • Sales skills • Secretarial and clerical skills • Self-improvement and learning skills • Writing skills Page 22
  23. 23. Page 23 Quantitative attributes
  24. 24. Quantitative attributes • Accomplishment of tasks and objectives • Accuracy and precision • Computer skills • Cost and resources management • Knowledge of job and industry • Planning and scheduling skills • Setting objectives • Technical competence • Time management
  25. 25. Page 25 Bias
  26. 26. Bias 1 of 2 • Horns and halos • Purposeful • Performance review • Self Page 26
  27. 27. Bias 2 of 2 AVOIDING COMMON BIASES • Year-round recording and feedback • 360 degree reviews • Benchmarking • Adjusted rating scales • Custom forms • Monitor Page 27
  28. 28. Page 28 Drill
  29. 29. Page 29 Drill
  30. 30. Page 30 Headings for work plans
  31. 31. Headings for work plans • Key performance objectives • Output • Performance standard • Performance indicators • Time • Resource requirements • Enabling conditions • General performance factors Page 31
  32. 32. Page 32 Engaging the individual being reviewed
  33. 33. Engaging the individual being reviewed • Use as many open-ended questions as possible • Use conversation starters • Make sure the employee has read the review before the official meeting Page 33
  34. 34. Page 34 Tricky situations
  35. 35. Tricky situations • Handling a defensive subordinate • Criticizing a subordinate • Ensuring improved performance Page 35
  36. 36. Page 36 Feedback
  37. 37. Feedback • Components of a feedback system • 360 degree • Positive and to improve • Constructive and destructive • Fearless feedback Page 37
  38. 38. Page 38 Behaviourally-anchored rating scale (BARS)
  39. 39. Behaviourally-anchored rating scale (BARS) 1 of 2 • Definition • Developing a BARS Page 39
  40. 40. Behaviourally-anchored rating scale (BARS) 2 of 2
  41. 41. Page 41 Management by Objectives (MBO)
  42. 42. Management by Objectives (MBO) 1 of 2 • Definition • Key ideas • Problem areas Page 42
  43. 43. Management by Objectives (MBO) 2 of 2 4. Continuing performance discussions 3. Setting of objectives 2. Development of performance standards 1. Job review and agreement Page 43
  44. 44. Page 44 Other methods
  45. 45. Other methods • Graphic rating scale method • Alternation ranking method • Paired comparison method • Forced distribution method • Critical incident method • Narrative forms • Computerized and web-based performance review Page 45
  46. 46. Page 46 Steps to follow with performance reviews
  47. 47. Steps to follow with performance reviews • Review job responsibilities and performance objectives • Collect data • Write a draft • Determine ratings • Set the draft aside; review and finalize Page 47
  48. 48. Page 48 Case study
  49. 49. Page 49 Conclusion and questions
  50. 50. Page 50 Conclusion and questions Summary Videos Questions

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