1. Taking the
Out of Performance
Reviews
Wednesday, January 2, 2013
1:00 p.m. central

2. Presenters
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@BizLibrary

4. POLL QUESTION A. Annually
B. Semi-annually
How often does your C. Quarterly
organization review D. Continuously
performance? E. Rarely

5. SHRM Survey Fall 2012: How frequently does your organization conduct
employee performance reviews?
2% 0%
3%
21% Annually
Semi-annually
Quarterly
74%
Ongoing
Monthly

6. POLL QUESTION A. Infrequent
B. Subjective
What is your biggest C. Not goal focused
pain with performance D. Inconvenient
reviews? E. De-Motivating

7. POLL QUESTION A. Paper and pen
B. Spreadsheets like
How does your excel
organization currently C. Web-based tool
conduct performance D. Something else
reviews? E. We don’t have a
formal
process/system

8. What we’ll cover:
Basics of providing 3 steps to improve the
effective performance performance
appraisals. management process.
Automate the Manage Apply crowd
process Goals wisdom

9. “ Clearly, the annual
performance review was
designed for a work
environment where control
of individual employee
performance was a key
function.
In today's team and
collaborative environment,
that perspective no longer
makes sense. ”
Ray Williams

10. Talent Management
GOOD
Performance
Motivation & Attitude
Learning
Management
Remedial Action Engagement
POOR
LOW Skills and Knowledge HIGH

12. Performance Reviews are time
consuming and expensive.
The average review costs
approximately

13. Why We Do Performance Reviews?
Documenting Performance Problems
Recognizing High Performers
Identifying Development Needs
Compensation
Because we’re supposed to….

14. Top 5 Problems with
Performance Reviews
1. Infrequent
2. Subjective
3. Not goal focused
4. Inconvenient
5. De-Motivating

15. Re-engineer the process
Automate

16. Keys to Effective Performance Appraisals
Set clear goals
Determine key job responsibilities
Identify and use competencies
Coaching - continuous feedback
Objective appraisal of
performance

17. Setting Clear Goals
Be specific
Communicate
SMART
• Specific
• Measurable
• Attainable
• Relevant
• Timely

18. Setting Performance Goals
Organizational Goal
Become a market leader.
Customer Service Goal
Deal with customer complaints efficiently.
Customer Service Representative Goal
• Customer service representatives should be part of the company's effort to
become a market leader by dealing with customer complaints efficiently.
• Representatives shouldn't spend unnecessary time chatting to customers and
they should not automatically escalate complaints to managers.

19. Determine Key Job Responsibilities
What does successful performance look like?
How will we know?

20. Identify and Use Competencies
Core Competencies
Cultural or organizational
Job-Family Competencies
Sales, Operations, Administrative Functions, Customer Service
Job-Specific Competencies
Perform a particular job at a successful level

21. Comparison to Job Standard

22. Coaching – Continuous Feedback
Coaching is not training, an event,
telling how to do something.
Coaching is advice, counsel,
support, guidance, boosting
confidence.

23. Objective Appraisal of Performance
Objective = Fair
Timely notes and records
Observations
Professional judgment

24. Appraisals are where you get
together with your team leader
and agree what an outstanding
member of the team you are, how
much your contribution has been
valued, what massive potential
you have and, in recognition of
all this, would you mind having
your salary halved.
Guy Browning,
British Humorist and Writer

25. Strategies for Effective Performance
Review Process
Automate the Manage Apply crowd
process Goals wisdom

26. Automate the Process
Accuracy
Objectivity
Process Improvement
Integration
Broader Performance
Comparisons

27. Automate Data Collection
Chris Osborn
Sally Sales

28. Manage Goals
Real time progress using
signposts and
benchmarks
Data and information
Adjust as needed
Frequent reviews of
progress

29. Manage Goals

30. Crowd Wisdom
Peers should have input
Automated tool facilitates
greater participation
Bravos
Positive only

31. Crowd Wisdom

32. Keys to Effective Performance Appraisals
Set clear goals
Determine key job responsibilities
Identify and use competencies
Coaching - continuous feedback
Objective appraisal of
performance

33. RECOMMENDED RESOURCES
Streaming Videos
• Cutting Edge Communication:
Handling Tricky Appraisals
• 1 on 1 - Informal Employee
Performance Review
• It's That Time of Year -
Performance Reviews - Make
Sure Yours are Effective and
Legal
• 10 Steps to Flawless Appraisal
Interviews
E-Learning Courses
• Planning for Performance
• Monitoring and Improving Performance
• Reviewing and Rewarding Performance

34. Contact us
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com