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Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
Performance Reviews
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Performance Reviews

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This presentation offers guidelines on how to conduct employee performance reviews. …

This presentation offers guidelines on how to conduct employee performance reviews.

Scontrino-Powell is a management consulting firm of organizational psychologists who specialize in organizational effectiveness, performance management, and employee selection.

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  • 1. Performance Reviews SCONTRINO  POWELL Organizational Psychologists Consultants in organization effectiveness, performance management, and employee selection www.scontrino-powell.com
  • 2. Agenda <ul><li>Overview & objectives </li></ul><ul><li>A short questionnaire </li></ul><ul><li>Why review performance </li></ul><ul><li>Effective review systems </li></ul><ul><li>What to review </li></ul><ul><li>Who should review </li></ul><ul><li>Performance goals & objectives </li></ul><ul><li>Reducing errors in reviewing </li></ul><ul><li>The review session </li></ul><ul><li>Workshop evaluation </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 3. Scontrino-Powell Organizational Psychologists Performance Reviews Why review performance?
  • 4. Components of successful systems <ul><li>Management support </li></ul><ul><li>Ongoing feedback </li></ul><ul><li>Diary, notes, or performance log </li></ul><ul><li>Action plan to maintain or improve performance </li></ul><ul><li>Regular performance reviews </li></ul><ul><ul><li>Formal </li></ul></ul><ul><ul><li>Informal </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 5. What to review? <ul><li>Results </li></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Project completion </li></ul></ul><ul><ul><li>Etc. </li></ul></ul><ul><li>Behaviors </li></ul><ul><ul><li>Interpersonal skills </li></ul></ul><ul><ul><li>Communication skills </li></ul></ul><ul><ul><li>Cooperation </li></ul></ul><ul><ul><li>Leadership style </li></ul></ul><ul><ul><li>Involvement </li></ul></ul><ul><ul><li>Etc. </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 6. What to review? <ul><li>Two gray areas: </li></ul><ul><ul><li>Personality </li></ul></ul><ul><ul><li>Attitude </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 7. Establishing performance criteria <ul><li>The key question is: </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews What specific things, areas of performance, products, or results should you be reviewed on?
  • 8. Setting performance expectations <ul><li>Two questions to be answered for each of the criteria used for review: </li></ul><ul><ul><li>What performance meets expectations on this criterion? </li></ul></ul><ul><ul><li>What performance is above expectations on this criterion? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 9. Who should review? <ul><li>Who? </li></ul><ul><ul><li>Superiors </li></ul></ul><ul><ul><li>Self </li></ul></ul><ul><ul><li>Peers </li></ul></ul><ul><ul><li>Subordinates </li></ul></ul><ul><ul><li>Others </li></ul></ul><ul><li>Key factor: Has the reviewer actually observed the behavior and the results of that behavior of the person being reviewed? </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 10. Using self review <ul><li>Decide the focus: </li></ul><ul><ul><li>All criteria </li></ul></ul><ul><ul><li>Action plan </li></ul></ul><ul><ul><li>Other </li></ul></ul><ul><li>Determine form and format </li></ul><ul><li>Sharing the supervisor and self review </li></ul><ul><ul><li>Exchange before feedback session </li></ul></ul><ul><ul><li>Exchange at start of session </li></ul></ul><ul><ul><li>Alternate during the feedback session </li></ul></ul><ul><ul><li>Determine in advance who is responsible for which criteria </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 11. Performance development plans <ul><li>Opportunities, problems, or needs </li></ul><ul><li>Objectives or goals </li></ul><ul><li>Employee’s tasks </li></ul><ul><li>Supervisor’s tasks </li></ul><ul><li>Plan for achieving the objective/goal </li></ul><ul><li>Expected results </li></ul><ul><li>Review dates </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 12. Writing performance objectives <ul><li>Remember MAST: </li></ul><ul><ul><li>Measurable </li></ul></ul><ul><ul><li>Achievable or attainable </li></ul></ul><ul><ul><li>Specific </li></ul></ul><ul><ul><li>Time based </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 13. Reviewer errors <ul><li>Reviewer errors refer to inaccuracies in our ratings. Typically reviewers are unaware they are making inaccurate ratings </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 14. Reviewer errors: Type I <ul><li>Memory </li></ul><ul><li>Halo </li></ul><ul><li>Horns </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 15. Reviewer errors: Type II <ul><li>Easy </li></ul><ul><li>Hard </li></ul><ul><li>Middle of the road </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 16. Reviewer errors: Type III <ul><li>Similar to me </li></ul><ul><li>Different from me </li></ul><ul><li>Contrast error </li></ul><ul><li>Stereotyping </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 17. Performance review sessions <ul><li>Review preparation </li></ul><ul><li>Review initiation </li></ul><ul><li>Review structuring </li></ul><ul><li>Review communication </li></ul><ul><li>Review planning </li></ul><ul><li>Review closing </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 18. Review preparation <ul><li>The reviewer’s homework: </li></ul><ul><ul><li>Review job criteria and expectations </li></ul></ul><ul><ul><li>Assess performance on key objectives </li></ul></ul><ul><ul><li>Consider employee development and career development </li></ul></ul><ul><ul><li>Complete the form </li></ul></ul><ul><ul><li>Schedule review session with employee </li></ul></ul><ul><ul><li>Give copy of self-review form to employee </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 19. Review initiation <ul><li>Review initiation refers to supervisor behaviors that set the tone for the review session. They are designed to: </li></ul><ul><ul><li>Show concern for the physical setting </li></ul></ul><ul><ul><li>Express concern for employee comfort </li></ul></ul><ul><ul><li>Convey warmth and receptiveness </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 20. Review structuring <ul><li>Supervisors must communicate: </li></ul><ul><ul><li>How the performance review fits into the organizational framework </li></ul></ul><ul><ul><li>How performance reviews impact the individual employee </li></ul></ul><ul><ul><li>An outline or framework for the review session itself </li></ul></ul><ul><ul><li>A clear definition of the supervisor’s role for each part of the review </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 21. Review communication <ul><li>Attending </li></ul><ul><li>Facilitating </li></ul><ul><li>Clarifying </li></ul><ul><li>Feedback </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 22. Review attending behavior <ul><li>Attending behaviors include but are not limited to: </li></ul><ul><ul><li>Eye contact </li></ul></ul><ul><ul><li>Relaxed physical posture </li></ul></ul><ul><ul><li>Appropriate or natural gestures </li></ul></ul><ul><ul><li>Verbal statements which follow what the applicant has said </li></ul></ul><ul><ul><li>No interruptions </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 23. Review facilitating behavior <ul><li>Facilitating behaviors are specific verbal and non-verbal invitations that encourage the applicant to state or explore a position </li></ul><ul><li>Examples of verbal invitations: </li></ul><ul><ul><li>Can you say more? </li></ul></ul><ul><ul><li>I’d like to hear more about that </li></ul></ul><ul><ul><li>How do you see it? </li></ul></ul><ul><ul><li>Can you give me more detail? </li></ul></ul><ul><ul><li>Could you give me an example? </li></ul></ul><ul><ul><li>Then? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 24. Review facilitating behavior <ul><li>Facilitating also includes specific non-verbal invitations such as: </li></ul><ul><ul><li>Head nods </li></ul></ul><ul><ul><li>Eye contact </li></ul></ul><ul><ul><li>Leaning forward </li></ul></ul><ul><ul><li>Narrowing physical distance </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 25. Review clarifying behavior <ul><li>Clarifying behavior uses specific verbal invitations on the part of the interviewer which admit a lack of understanding regarding the applicant’s communication. For example: </li></ul><ul><ul><li>I’m confused </li></ul></ul><ul><ul><li>I’m not sure I understand </li></ul></ul><ul><ul><li>Will you restate that? </li></ul></ul><ul><ul><li>I lost you there </li></ul></ul><ul><ul><li>Can you give me an example? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 26. Review feedback behavior <ul><li>Feedback is specific verbal communication regarding the employee’s performance during the review period </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 27. Supervisor’s feedback <ul><li>To make feedback effective, supervisors should: </li></ul><ul><ul><li>Describe employee behaviors </li></ul></ul><ul><ul><li>Identify specific critical incidents </li></ul></ul><ul><ul><li>Indicate the frequency of the behavior </li></ul></ul><ul><ul><li>Address previously agreed goals </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 28. High quality feedback <ul><li>Focuses on behavior and results </li></ul><ul><li>Is specific </li></ul><ul><li>Is sincere </li></ul><ul><li>Avoids negative generalizations </li></ul><ul><li>Leaves room to change your opinion </li></ul><ul><li>Provides direction for change </li></ul><ul><li>Is job-related </li></ul><ul><li>Is timely </li></ul><ul><li>Is ongoing </li></ul><ul><li>Is not trivial, but focuses on important things </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 29. Improving poor performance <ul><li>Describe in detail the poor work performance observed </li></ul><ul><li>Indicate why it concerns you </li></ul><ul><li>Ask for reasons, listen to explanations </li></ul><ul><li>Indicate the situation must change and ask for ideas for solving the problem </li></ul><ul><li>Go to the performance plan </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 30. Why disagreements? <ul><li>The supervisor has failed to: </li></ul><ul><ul><li>Define standards of performance </li></ul></ul><ul><ul><li>Discuss standards with employee </li></ul></ul><ul><ul><li>Observe employee performance </li></ul></ul><ul><ul><li>Provide feedback on a continuing basis </li></ul></ul><ul><ul><li>Allow employee time to prepare for the review session </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 31. Resolving disagreements <ul><li>Indicate there is a problem </li></ul><ul><li>Identify your part in the problem first </li></ul><ul><li>State basis for believing there’s a problem </li></ul><ul><li>Restate your part of the problem </li></ul><ul><li>Solicit employee feedback </li></ul><ul><li>Express desire for a mutually acceptable solution </li></ul><ul><li>Consistently move toward a planning sequence </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  • 32. Review closing: employee take-aways <ul><li>Past performance </li></ul><ul><ul><li>Standards used </li></ul></ul><ul><ul><li>How did I do? </li></ul></ul><ul><li>The future </li></ul><ul><ul><li>Standards to be used </li></ul></ul><ul><ul><li>Objectives to be used </li></ul></ul><ul><li>Areas of agreement </li></ul><ul><ul><li>What is the plan to maintain or improve performance? </li></ul></ul><ul><li>Areas of disagreement </li></ul><ul><ul><li>How will these be resolved? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews

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