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Performance Reviews December 2009 Copyright © 2009. Anna R. Smith. All Rights Reserved
Welcome and Introduction <ul><li>About Me </li></ul><ul><li>Why Performance Reviews Matter </li></ul><ul><li>Types of Revi...
Why Performance Reviews? <ul><li>7 Hidden Reasons Employees Leave by Leigh Branham with the cooperation of the Saratoga In...
Topic One <ul><li>Explain this topic </li></ul><ul><li>Give an example </li></ul><ul><li>Provide an exercise to reinforce ...
Why Performance Reviews? <ul><li>Purpose:  examine performance and how it can be improved: coach, not judge </li></ul><ul>...
Why Performance Reviews? <ul><li>Inaccurate Performance Review + Pay Increase =  Decreased Motivation Inaccurate Performan...
Why Performance Reviews? <ul><li>Best Practice:  instill constant feedback into the culture of your organization! </li></u...
Types of Reviews <ul><li>Types of Reviews: </li></ul><ul><ul><li>Check the box (rating system) </li></ul></ul><ul><ul><li>...
Types of Reviews <ul><li>Loaded with problems: </li></ul><ul><ul><li>Central tendency: “just give them avg on everything” ...
Types of Reviews <ul><li>Results-based evaluations </li></ul><ul><ul><li>Goal oriented </li></ul></ul><ul><ul><li>Can use ...
Types of Reviews <ul><ul><li>Collaborative Reviews </li></ul></ul><ul><ul><ul><li>Can be used no  matter the type of form ...
Types of Reviews <ul><ul><li>Self Review </li></ul></ul><ul><ul><ul><li>Appraise one’s own work </li></ul></ul></ul><ul><u...
Types of Reviews <ul><li>Become an organization of constant feedback!!! </li></ul><ul><li>360 Review </li></ul><ul><ul><li...
Types of Reviews <ul><li>360 Drawbacks: </li></ul><ul><ul><li>Feelings get hurt </li></ul></ul><ul><ul><li>Evaluators aren...
Sample Review <ul><li>Sample Periodic Performance Feedback </li></ul><ul><li>Employee:   Please do a self evaluation using...
Sample Review <ul><li>Periodic Performance Feedback </li></ul><ul><li>Current Priority Projects :  </li></ul><ul><li>1.) <...
Sample Review <ul><li>Accomplishments Since Last Review </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li><...
Sample Review <ul><li>Employee’s Strengths </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li> ...
Sample Review <ul><li>Taking Performance to the Next Level </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </l...
Sample Review <ul><li>Employee’s Desired Career Path </li></ul><ul><li>  </li></ul><ul><li>Identify Training Needs </li></...
Conclusion <ul><li>Feedback is Important!! </li></ul><ul><li>Create a culture of constant feedback </li></ul><ul><li>Try t...
Conclusion <ul><li>Anna Smith </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>504.312.2941 </li></ul></ul...
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Performance Reviews Anna R Smith December 2009

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Anna Smith reviews the key components of a successful performance review.

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Transcript of "Performance Reviews Anna R Smith December 2009"

  1. 1. Performance Reviews December 2009 Copyright © 2009. Anna R. Smith. All Rights Reserved
  2. 2. Welcome and Introduction <ul><li>About Me </li></ul><ul><li>Why Performance Reviews Matter </li></ul><ul><li>Types of Reviews </li></ul><ul><li>Which is right for your organization? </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  3. 3. Why Performance Reviews? <ul><li>7 Hidden Reasons Employees Leave by Leigh Branham with the cooperation of the Saratoga Institute. </li></ul><ul><li>So why do employees leave? </li></ul><ul><ul><li>12% stated money </li></ul></ul><ul><ul><li>Outside of money, and excluding benefits, every other reason listed could have been addressed in Performance Feedback. </li></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  4. 4. Topic One <ul><li>Explain this topic </li></ul><ul><li>Give an example </li></ul><ul><li>Provide an exercise to reinforce learning </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  5. 5. Why Performance Reviews? <ul><li>Purpose: examine performance and how it can be improved: coach, not judge </li></ul><ul><li>Salary increase is not the “sole purpose” – but it now dominates thinking of both supervisor & employee </li></ul><ul><li>New trend: salary addressed separately, focusing on performance </li></ul><ul><li>Employees should find the Performance Review motivating </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  6. 6. Why Performance Reviews? <ul><li>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 </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  7. 7. Why Performance Reviews? <ul><li>Best Practice: instill constant feedback into the culture of your organization! </li></ul><ul><li>Feedback should be: </li></ul><ul><ul><li>Immediate </li></ul></ul><ul><ul><li>Constant </li></ul></ul><ul><li>Annual reviews are not enough </li></ul><ul><ul><li>Brief semi-formal meetings recommended </li></ul></ul><ul><ul><li>Can be very informal </li></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  8. 8. Types of Reviews <ul><li>Types of Reviews: </li></ul><ul><ul><li>Check the box (rating system) </li></ul></ul><ul><ul><li>The most common type </li></ul></ul><ul><li>Excellent – 5 pts Good – 4 pts Acceptable – 3 pts Fair – 2 pts Poor – 1 pts </li></ul><ul><li>Quality of work </li></ul><ul><li>Quantity of work </li></ul><ul><li>Dependability </li></ul><ul><li>Initiative </li></ul><ul><li>Overall Output </li></ul><ul><li>Attendance </li></ul><ul><li>Attitude </li></ul><ul><li>Cooperation </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  9. 9. Types of Reviews <ul><li>Loaded with problems: </li></ul><ul><ul><li>Central tendency: “just give them avg on everything” </li></ul></ul><ul><ul><li>Halo Effect: good at one thing, so they rate everything high </li></ul></ul><ul><ul><li>Personal biases: managers are human </li></ul></ul><ul><ul><li>Latest behavior dominant </li></ul></ul><ul><li>To fix: </li></ul><ul><ul><li>Coach your managers: Training </li></ul></ul><ul><ul><li>Consider using more than annually & avg </li></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  10. 10. Types of Reviews <ul><li>Results-based evaluations </li></ul><ul><ul><li>Goal oriented </li></ul></ul><ul><ul><li>Can use a scale or leave at open ended results </li></ul></ul><ul><ul><li>Results Expected </li></ul></ul><ul><ul><ul><li>Key Results Area #1: </li></ul></ul></ul><ul><ul><ul><ul><li>Prepare payroll 5 business days before payday </li></ul></ul></ul></ul><ul><ul><ul><li>Results Achieved: ______________________ </li></ul></ul></ul><ul><ul><li>Results Expected </li></ul></ul><ul><ul><ul><li>Key Results Area #2: </li></ul></ul></ul><ul><ul><ul><ul><li>Study & report a new performance review system </li></ul></ul></ul></ul><ul><ul><ul><li>Results Achieved: ______________________ </li></ul></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  11. 11. Types of Reviews <ul><ul><li>Collaborative Reviews </li></ul></ul><ul><ul><ul><li>Can be used no matter the type of form </li></ul></ul></ul><ul><ul><ul><li>Avoids supervisor bias </li></ul></ul></ul><ul><ul><ul><li>Well rounded review </li></ul></ul></ul><ul><ul><ul><li>Collaborators must agree on the final review/score/results </li></ul></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  12. 12. Types of Reviews <ul><ul><li>Self Review </li></ul></ul><ul><ul><ul><li>Appraise one’s own work </li></ul></ul></ul><ul><ul><ul><li>Better discussion </li></ul></ul></ul><ul><ul><ul><li>Allows employee to identify career path goals, desired training </li></ul></ul></ul><ul><ul><ul><li>Makes next goals more realistic </li></ul></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  13. 13. Types of Reviews <ul><li>Become an organization of constant feedback!!! </li></ul><ul><li>360 Review </li></ul><ul><ul><li>Managers are reviewed (and top managers) </li></ul></ul><ul><ul><li>Managers are sometimes shocked at how they are perceived </li></ul></ul><ul><li>Ground rules: Anonymous, limit # of people per executive </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  14. 14. Types of Reviews <ul><li>360 Drawbacks: </li></ul><ul><ul><li>Feelings get hurt </li></ul></ul><ul><ul><li>Evaluators aren’t nice </li></ul></ul><ul><ul><li>Upper management may not want it! </li></ul></ul><ul><ul><li>Sample questions: </li></ul></ul><ul><ul><li>Manager provides regular feedback regarding my performance: </li></ul></ul><ul><ul><li>1(poor) 2 (needs improvement) 3 (average) 4 (very good) 5 (excellent) </li></ul></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  15. 15. Sample Review <ul><li>Sample Periodic Performance Feedback </li></ul><ul><li>Employee: Please do a self evaluation using this form prior to your scheduled performance feedback meeting. </li></ul><ul><li>Supervisor: To be performed no less than twice annually (Suggested June and December). Return original with signatures to HR. </li></ul><ul><li>Employee Name: </li></ul><ul><li>  </li></ul><ul><li>Title: </li></ul><ul><li>  </li></ul><ul><li>Date: </li></ul><ul><li>  </li></ul><ul><li>Last Review Date: </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  16. 16. Sample Review <ul><li>Periodic Performance Feedback </li></ul><ul><li>Current Priority Projects : </li></ul><ul><li>1.) </li></ul><ul><li>  </li></ul><ul><li>2.) </li></ul><ul><li>  </li></ul><ul><li>3.) </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  17. 17. Sample Review <ul><li>Accomplishments Since Last Review </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  18. 18. Sample Review <ul><li>Employee’s Strengths </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  19. 19. Sample Review <ul><li>Taking Performance to the Next Level </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  20. 20. Sample Review <ul><li>Employee’s Desired Career Path </li></ul><ul><li>  </li></ul><ul><li>Identify Training Needs </li></ul><ul><li>Next Review Date: </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  21. 21. Conclusion <ul><li>Feedback is Important!! </li></ul><ul><li>Create a culture of constant feedback </li></ul><ul><li>Try to keep salary a separate process </li></ul><ul><li>Use the review that works for your org </li></ul><ul><ul><li>Rated </li></ul></ul><ul><ul><li>Results-based </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul><ul><ul><li>360 </li></ul></ul><ul><li>Be a coach, not a judge </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
  22. 22. Conclusion <ul><li>Anna Smith </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>504.312.2941 </li></ul></ul><ul><li>Contact Tom Daly </li></ul><ul><li>Thank you! </li></ul>Copyright © 2009. Anna R. Smith. All Rights Reserved
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