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Performance reviews October 2013

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Half day open training event held in Mississauga, Ontario.

Half day open training event held in Mississauga, Ontario.

Published in: Business, Technology
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  • 1. Performance reviews which really add value by Toronto Training and HR October 2013
  • 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. Page 3 Introduction
  • 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. Page 5 Definitions
  • 6. Definitions • Performance review • Performance • Appraisal Page 6
  • 7. Page 7 Elements of the performance review process
  • 8. Elements of the performance review process • Measurement • Feedback • Positive reinforcement • Exchange of views • Agreement Page 8
  • 9. Page 9 Uses of performance reviews
  • 10. Uses of performance reviews • Developmental • Administrative Page 10
  • 11. Page 11 Different approaches to performance reviews
  • 12. Different approaches to performance reviews • Tell and sell • Tell and listen • Problem-solving Page 12
  • 13. Page 13 Preconditions for effective performance reviews
  • 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. Page 15 Collating information
  • 16. Collating information • Objectives • Competence • Training • Actions Page 16
  • 17. Page 17 Preparation
  • 18. Preparation • Person reviewing • Discussion guides • Person being reviewed Page 18
  • 19. Page 19 Qualitative attributes
  • 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. 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. 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. Page 23 Quantitative attributes
  • 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. Page 25 Bias
  • 26. Bias 1 of 2 • Horns and halos • Purposeful • Performance review • Self Page 26
  • 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. Page 28 Drill
  • 29. Page 29 Drill
  • 30. Page 30 Headings for work plans
  • 31. Headings for work plans • Key performance objectives • Output • Performance standard • Performance indicators • Time • Resource requirements • Enabling conditions • General performance factors Page 31
  • 32. Page 32 Engaging the individual being reviewed
  • 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. Page 34 Tricky situations
  • 35. Tricky situations • Handling a defensive subordinate • Criticizing a subordinate • Ensuring improved performance Page 35
  • 36. Page 36 Feedback
  • 37. Feedback • Components of a feedback system • 360 degree • Positive and to improve • Constructive and destructive • Fearless feedback Page 37
  • 38. Page 38 Behaviourally-anchored rating scale (BARS)
  • 39. Behaviourally-anchored rating scale (BARS) 1 of 2 • Definition • Developing a BARS Page 39
  • 40. Behaviourally-anchored rating scale (BARS) 2 of 2
  • 41. Page 41 Management by Objectives (MBO)
  • 42. Management by Objectives (MBO) 1 of 2 • Definition • Key ideas • Problem areas Page 42
  • 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. Page 44 Other methods
  • 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. Page 46 Steps to follow with performance reviews
  • 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. Page 48 Case study
  • 49. Page 49 Conclusion and questions
  • 50. Page 50 Conclusion and questions Summary Videos Questions

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