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Making Great Performance Reviews

This document provides guidance on conducting effective performance reviews without financial incentives. It advises reviewees to proactively prepare by identifying goals for skills growth. During the review, reviewees should seek feedback on achievements, areas for improvement, and new challenges. Reviewers are advised to thoroughly prepare by understanding the reviewee's goals, then guide the discussion with open-ended questions while praising achievements and reassuring about support. Both parties should work to document action items that will help reviewees continue developing their skills and advancing their careers. The document stresses that regular check-ins beyond annual reviews best support continuous growth.

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MAKING GREAT
PERFORMANCE
REVIEWS
Greg Thomas
http://www.rambli.com
Objective reviews are programs managed by many organizations that measure a person’s
performance over the current year. I.e., how did they achieve the objectives assigned to
them over x period of time.
Typically this is tied to some form of monetary compensation in the form of a bonus or a
raise.
It’s not about how many people you
manage but how many kick-ass things
that you do.- Anonymous
What if
there was
no financial
incentive?
How would you change your role as either
the Reviewer or Reviewee, knowing that all
you could offer was growth, leadership,
challenge, support or mentorship?
How could these roles
CHANGE?
The REVIEWEE

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Making Great Performance Reviews

  • 2. Objective reviews are programs managed by many organizations that measure a person’s performance over the current year. I.e., how did they achieve the objectives assigned to them over x period of time. Typically this is tied to some form of monetary compensation in the form of a bonus or a raise. It’s not about how many people you manage but how many kick-ass things that you do.- Anonymous
  • 3. What if there was no financial incentive?
  • 4. How would you change your role as either the Reviewer or Reviewee, knowing that all you could offer was growth, leadership, challenge, support or mentorship?
  • 5. How could these roles CHANGE?
  • 7. WHO IS THE REVIEWEE? That’s you, that’s always you – this is your chance, your opportunity to showcase who you really are and what you want to accomplish. It’s not your manager’s job to decide on your career path and/or what you want to accomplish this year, they are there to guide and support but not lead… … the Leading is up to you.
  • 8. 1. Prepare for your Review
  • 9. PREPAR E TRAINING GROWTH SHARPEN What do I want to learn this year? Where do I need guidance? Where do I want to go this year? What about beyond this year? What do I want to get better at? Where is there still room for improvement? Focus your Preparation around what will help guide your career– Train. Grow. Sharpen.
  • 10. SELL YOURSELF Is there a Standard Template to fill out? Great, then fill it out, don’t write a line – “I did this” – write what conveys what you have done and where you want to go. Train. Grow. Sharpen.
  • 11. WAIT all this prep and you’re still waiting on an invite?
  • 12. Schedule it yourself. JANUAR 2016 Take the Lead.
  • 14. LEARN IMPROVE ACHIEVEMENTCHALLENGE Every review should answer 4 Questions for you; 1) What did you do well on? Achievement. 2) What do you need to work on? Improvement. 3) What could you be doing better? Challenge. 4) How can you increase your knowledge? Learn.
  • 15. What I can learn next period? I want more. What did I do well on? What did I do that knocked your socks off? What do I need to improve on? Did I screw up on something? Great, how do I get better next time? What can I be Challenged on next period? Give me something good, something that pushes me. Don’t hold back. Learn Achievement ImprovementChallenge
  • 16. DO NOT LEAVE UNTIL YOU HAVE RECEIVED ANSWERS TO ALL FOUR.
  • 17. It’s not about getting 100% or SMILEY FACES.
  • 18. It’s about Grow. Sharpen. Train.
  • 19. Finally… take the critiques learn how to be better, build on the praise, ask for help, and Grow.
  • 20. 3. After the Review
  • 21. AFTER THE REVIEW 1) Get it all in writing so you have it in front of you to work with. 2) Build a Plan to make it happen.
  • 23. Why double it? Trying for something more isn’t going to hurt you, it’s going to benefit you. And if you fail, you will still have achieved everything you had originally set out to. 1 23
  • 24. 4. Change the Model
  • 25. NO FORM Who said you needed to form to have a Review. Make your own and start something – checklists NO MONEY Want to do Training but no money in the budget? Ask for a few days off to go learn something new on your own and come back with a demo. NO CHOICE Don’t have a formal Career Path? Great. Build your own, start something, lead. You can always work something in. NO TIME Too busy with regular work? Really for yourself? How’s that latest XBOX game going? You have time, now use it. NO HELP Find a peer to support you and help you with your objectives. Maybe even ask for them to review how you are doing. You don’t have to keep doing things the way they are because “that is how they have always been done”.
  • 27. WHO IS THE REVIEWER? This might be you, it might not. If it is you, you now have an incredible opportunity before you. Support and Guide a member of your team in the achievement of their objectives toward furthering their career. Your role is not so much a leader as a provider of options and paths that they can go down, if they falter, you are there to help them up, if they succeed, be their cheerleader. But you can’t do it for them.
  • 28. 1. Prepare for your Review
  • 29. Your Reviewee just spent a significant amount of time sending in a great, well-thought out, detailed review.
  • 30. What are you going to do?
  • 31. PREPARE Read their Review – Twice. Don’t miss anything, take notes, highlight comments. Read between the lines, what are they really asking for? What are they really saying. Come with answers to THEIR Questions that they might have asked. Prepare Questions to use during the Review to have as a reference. You can’t remember everything. Schedule it in advance so your Reviewee has time to prepare. IF you need to switch times, talk to them and ask if it’s okay before hand - this isn’t easy for them.
  • 33. KEY QUESTIONS How are you? How are things going within your current role? What is working for you right now? What is not working for you? What could we (i.e., me your manager, your leadership team, this organization, etc) be doing better? How can I help in the achievement of your career goals? 1 2 3 4 5 6
  • 34. YOUR ROLE PRAISE Provide praise where earned. GUIDE Help with their issues. OUTLINE Where they need to go and how you can help them. REASSURE Any worries and concerns they might have. CHALLENGE Don’t let them coast, push them.
  • 37. … give them time to think …
  • 38. … they will thank you for it.
  • 39. 3. After the Review
  • 40. AFTER THE REVIEW Write it down, write everything down, every aspect of your conversation. Send it out for confirmation so you don’t miss anything and update where necessary. And this is why you don’t schedule them back to back to back. 1 2 3
  • 41. 4. Change the Model
  • 42. A SUGGESTED PROCESS Monthly One- On-Ones Quarterly Review Mid-Way Review Quarterly Review Year-End Works best for Teams of 8 - 10 Keep your finger on the pulse of what is happening Very Informal, focus on how they are doing. More Formal Focus on Career objectives and Growth Are you on track towards your goals? Where can I help you achieve them? Time to start thinking towards next year. Where do you need to focus. Last-minute sprints to the end. Less about the Quarter. More about the Year In Review How they Grew, what they accomplished?
  • 43. NEVER GO 3 MONTHS WITHOUT SITTING DOWN WITH YOUR TEAM We all need course corrections and anything after 3 months is too long to wait.
  • 45. Don’t think of your performance reviews as an equivalent to your monetary compensation. Think of it as an opportunity for you to Grow. Train. Stay Sharp. Accept it as a privilege to help guide someone in theirs. It’s not about how many people you manage but how many kick-ass things that you do.- Anonymous
  • 46. Your career is up to you.
  • 47. T h e e n d Greg Thomas http://www.rambli.com