Performance Reviews

Performance Reviews SCONTRINO  POWELL Organizational Psychologists Consultants in organization effectiveness, performance management, and employee selection www.scontrino-powell.com

Agenda
Overview & objectives
A short questionnaire
Why review performance
Effective review systems
What to review
Who should review
Performance goals & objectives
Reducing errors in reviewing
The review session
Workshop evaluation
Scontrino-Powell Organizational Psychologists Performance Reviews

Scontrino-Powell Organizational Psychologists Performance Reviews Why review performance?

Components of successful systems
Management support
Ongoing feedback
Diary, notes, or performance log
Action plan to maintain or improve performance
Regular performance reviews
Formal
Informal

What to review?
Results
Performance
Goals
Objectives
Project completion
Etc.
Behaviors
Interpersonal skills
Communication skills
Cooperation
Leadership style
Involvement
Etc.

What to review?
Two gray areas:
Personality
Attitude

Establishing performance criteria
The key question is:
Scontrino-Powell Organizational Psychologists Performance Reviews What specific things, areas of performance, products, or results should you be reviewed on?

Setting performance expectations
Two questions to be answered for each of the criteria used for review:
What performance meets expectations on this criterion?
What performance is above expectations on this criterion?

Who should review?
Who?
Superiors
Self
Peers
Subordinates
Others
Key factor: Has the reviewer actually observed the behavior and the results of that behavior of the person being reviewed?

Using self review
Decide the focus:
All criteria
Action plan
Other
Determine form and format
Sharing the supervisor and self review
Exchange before feedback session
Exchange at start of session
Alternate during the feedback session
Determine in advance who is responsible for which criteria

Performance development plans
Opportunities, problems, or needs
Objectives or goals
Employee’s tasks
Supervisor’s tasks
Plan for achieving the objective/goal
Expected results
Review dates

Writing performance objectives
Remember MAST:
Measurable
Achievable or attainable
Specific
Time based

Reviewer errors
Reviewer errors refer to inaccuracies in our ratings. Typically reviewers are unaware they are making inaccurate ratings

Reviewer errors: Type I
Memory
Halo
Horns

Reviewer errors: Type II
Easy
Hard
Middle of the road

Reviewer errors: Type III
Similar to me
Different from me
Contrast error
Stereotyping

Performance review sessions
Review preparation
Review initiation
Review structuring
Review communication
Review planning
Review closing

Review preparation
The reviewer’s homework:
Review job criteria and expectations
Assess performance on key objectives
Consider employee development and career development
Complete the form
Schedule review session with employee
Give copy of self-review form to employee

Review initiation
Review initiation refers to supervisor behaviors that set the tone for the review session. They are designed to:
Show concern for the physical setting
Express concern for employee comfort
Convey warmth and receptiveness

Review structuring
Supervisors must communicate:
How the performance review fits into the organizational framework
How performance reviews impact the individual employee
An outline or framework for the review session itself
A clear definition of the supervisor’s role for each part of the review

Review communication
Attending
Facilitating
Clarifying
Feedback

Review attending behavior
Attending behaviors include but are not limited to:
Eye contact
Relaxed physical posture
Appropriate or natural gestures
Verbal statements which follow what the applicant has said
No interruptions

Review facilitating behavior
Facilitating behaviors are specific verbal and non-verbal invitations that encourage the applicant to state or explore a position
Examples of verbal invitations:
Can you say more?
I’d like to hear more about that
How do you see it?
Can you give me more detail?
Could you give me an example?
Then?

Review facilitating behavior
Facilitating also includes specific non-verbal invitations such as:
Head nods
Eye contact
Leaning forward
Narrowing physical distance

Review clarifying behavior
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:
I’m confused
I’m not sure I understand
Will you restate that?
I lost you there
Can you give me an example?

Review feedback behavior
Feedback is specific verbal communication regarding the employee’s performance during the review period

Supervisor’s feedback
To make feedback effective, supervisors should:
Describe employee behaviors
Identify specific critical incidents
Indicate the frequency of the behavior
Address previously agreed goals

High quality feedback
Focuses on behavior and results
Is specific
Is sincere
Avoids negative generalizations
Leaves room to change your opinion
Provides direction for change
Is job-related
Is timely
Is ongoing
Is not trivial, but focuses on important things

Improving poor performance
Describe in detail the poor work performance observed
Indicate why it concerns you
Ask for reasons, listen to explanations
Indicate the situation must change and ask for ideas for solving the problem
Go to the performance plan

Why disagreements?
The supervisor has failed to:
Define standards of performance
Discuss standards with employee
Observe employee performance
Provide feedback on a continuing basis
Allow employee time to prepare for the review session

Resolving disagreements
Indicate there is a problem
Identify your part in the problem first
State basis for believing there’s a problem
Restate your part of the problem
Solicit employee feedback
Express desire for a mutually acceptable solution
Consistently move toward a planning sequence

Review closing: employee take-aways
Past performance
Standards used
How did I do?
The future
Standards to be used
Objectives to be used
Areas of agreement
What is the plan to maintain or improve performance?
Areas of disagreement
How will these be resolved?

Performance Reviews

by Scontrino-Powell on Feb 15, 2010

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