Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Conducting effective performance    reviews and appraisals       by Toronto Training and HR              March 2012
3-4     Introduction to Toronto Training and HR           5-7     Development and implementation of 360Contents           ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Development andimplementation of 360  degree feedback         Page 5
Development andimplementation of 360 degree      feedback 1 of 2Define objectivesDecide on recipientsDecide on who will gi...
Development andimplementation of 360 degree      feedback 2 of 2Decide on how the data will be usedPlan the initial implem...
Numbers and ratings        Page 8
Numbers and ratingsUsing multi-rater surveysSetting or reviewing targets and goals                     Page 9
Moving away from paper-     based reviews          Page 10
Moving away from paper-based          reviewsStarteAppraisalsSiloed appraisalsFull circle performance reviews             ...
Objectives of performance        appraisals           Page 12
Objectives of performance          appraisalsClarify what individuals are accountable for “doing”in their organizational r...
Performance contracting          Page 14
Performance contractingWhat is performance contracting?What is the relationship between performancecontracting and perform...
When employees are  dissatisfied…       Page 16
When employees are         dissatisfied…Hold your composureReview and analyzeGo through the job descriptionCheck for evalu...
A shift-age alternative          Page 18
A shift age alternative 1 of 2Open with a brief discussion of how the directreport‟s month wentReview results and commitme...
A shift age alternative 2 of 2Establish and agree on next month‟s priorities(with measures)Within two business days, write...
Types of performance       review        Page 21
Types of performance reviewClose-endedOpen-ended              Page 22
Performance reviews for   smaller employers          Page 23
Performance reviews for smaller          employers Keep it simple Don‟t reinvent the wheel Set a realistic schedule Place ...
Strategic plans for    appraisals        Page 25
Strategic plans for appraisalsBe based on the long-term vision and immediatemissionLink each employee to the missionSet go...
An hour each quarter…         Page 27
An hour each quarter…Focus on current and future performance NOT thepastContinuous feedbackPerformance and improvement res...
Conducting performance      appraisals         Page 29
Conducting performance      appraisals 1 of 2PreparationMake it a conversationHear what is being saidReward the positivesH...
Conducting performance      appraisals 2 of 2GETTING THE MOST OUT OF THE SITUATIONConstruct a clear to-do listEmphasize cl...
Practical problems with    rating systems          Page 32
Practical problems with rating        systems 1 of 3Tendency to give a good overall assessment on thebasis that one partic...
Practical problems with rating        systems 2 of 3Tendency to rate employee performance as„average‟ or „good‟ rather tha...
Practical problems with rating        systems 3 of 3Tendency to refrain on principle from givingparticularly high ratingsT...
Issues around professional          ethos           Page 36
Issues around professional         ethos 1 of 2PROFESSIONAL ETHOS TYPIFIED BY:High levels of autonomy and independence ofj...
Issues around professional         ethos 2 of 2CHARACTERISTICS EMPHASIZED BY APPRAISAL:Hierarchical authority and directio...
Typical questions       Page 39
Typical questions 1 of 2What parts of your job give you most satisfaction?What parts of your job give you least satisfacti...
Typical questions 2 of 2In what areas do you feel you have the ability toimprove?What training events would you like to at...
Questions for the   appraisee       Page 42
Questions for the appraiseeHow have I done in the last year/six months?When did things go well?What do I want to accomplis...
Appraiser training       Page 44
Appraiser training 1 of 2TYPICALLY COVERED ON TRAINING COURSES:Importance of objectivity and consistencyNeed to avoid pass...
Appraiser training 2 of 2TYPICALLY COVERED ON TRAINING COURSES:Need to stress good aspects of performance asmuch or more t...
Common themes     Page 47
Common themes 1 of 2RELIABILITY AND DEPENDABILITYExceptional, consistently exceeds expectationsExcellent, frequently excee...
Common themes 2 of 2INTEGRITYExceptional, consistently exceeds expectationsExcellent, frequently exceeds expectationsFully...
Case study   Page 50
Case study   Page 51
Drill Page 52
DrillPage 53
Conclusion and questions          Page 54
Conclusion and questionsSummaryVideosQuestions               Page 55
Upcoming SlideShare
Loading in …5
×

Conducting effective performance reviews and appraisals March 2012

1,379 views

Published on

Half day open training event held in Toronto, Canada.

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Conducting effective performance reviews and appraisals March 2012

  1. 1. Conducting effective performance reviews and appraisals by Toronto Training and HR March 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-7 Development and implementation of 360Contents degree feedback 8-9 Numbers and ratings 10-11 Moving away from paper-based reviews 12-13 Objectives of performance appraisals 14-15 Performance contracting 16-17 When employees are dissatisfied 18-20 A shift age alternative 21-22 Types of performance review 23-24 Performance reviews for smaller employers 25-26 Strategic plans for appraisals 27-28 An hour each quarter… 29-31 Conducting performance appraisals 32-35 Practical problems with rating systems 36-38 Issues around professional ethos 39-41 Typical questions 42-43 Questions for the appraisee 44-46 Appraiser training 47-49 Common themes 50-51 Case study 52-53 Drill 54-55 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Development andimplementation of 360 degree feedback Page 5
  6. 6. Development andimplementation of 360 degree feedback 1 of 2Define objectivesDecide on recipientsDecide on who will give the feedbackDecide how feedback will be givenDecide on the areas of work and behaviour onwhich feedback will be givenDecide on the method of collecting the dataDecide on data analysis and presentation Page 6
  7. 7. Development andimplementation of 360 degree feedback 2 of 2Decide on how the data will be usedPlan the initial implementation programAnalyse the outcome of the pilot schemePlan and implement the full programMonitor and evaluate Page 7
  8. 8. Numbers and ratings Page 8
  9. 9. Numbers and ratingsUsing multi-rater surveysSetting or reviewing targets and goals Page 9
  10. 10. Moving away from paper- based reviews Page 10
  11. 11. Moving away from paper-based reviewsStarteAppraisalsSiloed appraisalsFull circle performance reviews Page 11
  12. 12. Objectives of performance appraisals Page 12
  13. 13. Objectives of performance appraisalsClarify what individuals are accountable for “doing”in their organizational rolesProvide individuals with on-going feedback abouttheir level of results deliveryProvide individuals with insight into ways in whichthey can “develop/enhance” their skills setsRelate personal performance levels to performancebased compensation amountsIdentify and address the issue of “underperformers” Page 13
  14. 14. Performance contracting Page 14
  15. 15. Performance contractingWhat is performance contracting?What is the relationship between performancecontracting and performance appraisal?Differences between performance contracting andperformance appraisalSuccessfully implementing performancecontracting Page 15
  16. 16. When employees are dissatisfied… Page 16
  17. 17. When employees are dissatisfied…Hold your composureReview and analyzeGo through the job descriptionCheck for evaluation errorsDouble check the processPrepare for a meetingBe respectfulTake the next formal stepMove on Page 17
  18. 18. A shift-age alternative Page 18
  19. 19. A shift age alternative 1 of 2Open with a brief discussion of how the directreport‟s month wentReview results and commitments made in lastmonth‟s review sessionReview current month‟s leading indicatorsReview the direct report‟s performance correctionlog and previous reviewsGive and receive feedback Page 19
  20. 20. A shift age alternative 2 of 2Establish and agree on next month‟s priorities(with measures)Within two business days, write and deliver to thedirect report a summary letter of the meeting(include all assessments and agreements)Include a discussion of career aspirations and/orpotential every six monthsUse the previous reviews as your source whenasked to discuss performance or potential Page 20
  21. 21. Types of performance review Page 21
  22. 22. Types of performance reviewClose-endedOpen-ended Page 22
  23. 23. Performance reviews for smaller employers Page 23
  24. 24. Performance reviews for smaller employers Keep it simple Don‟t reinvent the wheel Set a realistic schedule Place the emphasis on positive Approach 360 degree feedback with caution Review the process Page 24
  25. 25. Strategic plans for appraisals Page 25
  26. 26. Strategic plans for appraisalsBe based on the long-term vision and immediatemissionLink each employee to the missionSet goals and objectivesDescribing results to move the mission forwardCreate aligned department plans to achieve aportion of the overall plan Page 26
  27. 27. An hour each quarter… Page 27
  28. 28. An hour each quarter…Focus on current and future performance NOT thepastContinuous feedbackPerformance and improvement results integratedwith the organization‟s needsIndividual awareness of what he or she should bedoing at any moment to accomplish the mission Page 28
  29. 29. Conducting performance appraisals Page 29
  30. 30. Conducting performance appraisals 1 of 2PreparationMake it a conversationHear what is being saidReward the positivesHelp fix the negativesSet SMART objectives Page 30
  31. 31. Conducting performance appraisals 2 of 2GETTING THE MOST OUT OF THE SITUATIONConstruct a clear to-do listEmphasize clear objectivesAllow the appraisee to leadFollow through on promises Page 31
  32. 32. Practical problems with rating systems Page 32
  33. 33. Practical problems with rating systems 1 of 3Tendency to give a good overall assessment on thebasis that one particular aspect has beenaccomplished wellTendency to avoid giving low ratings even whendeserved, for fear of angering or upsetting a weakperformerTendency to give a poor overall assessment on thebasis of poor performance in one area Page 33
  34. 34. Practical problems with rating systems 2 of 3Tendency to rate employee performance as„average‟ or „good‟ rather than to use the end-points of ratings scalesTendency to give particular weight to recentoccurrences in reaching judgements aboutindividual performanceTendency to give high ratings to people who haveperformed well historically, whatever theirperformance over the previous year Page 34
  35. 35. Practical problems with rating systems 3 of 3Tendency to refrain on principle from givingparticularly high ratingsTendency to rate subordinates at a lower levelthan the appraiser achieved when in their position Page 35
  36. 36. Issues around professional ethos Page 36
  37. 37. Issues around professional ethos 1 of 2PROFESSIONAL ETHOS TYPIFIED BY:High levels of autonomy and independence ofjudgementSelf-discipline and adherence to professionalstandardsPossessing of specialized knowledge and skillsPower and status based on expertiseOperating, and being guided by, a code of ethicsBeing answerable to the governing professionalbody Page 37
  38. 38. Issues around professional ethos 2 of 2CHARACTERISTICS EMPHASIZED BY APPRAISAL:Hierarchical authority and direction from superiorsAdministrative rules and the following ofproceduresDefinition by the organization of standards andobjectivesDemand that primary loyalty be given to theorganizationBasing of power on one‟s legitimate organizationalposition Page 38
  39. 39. Typical questions Page 39
  40. 40. Typical questions 1 of 2What parts of your job give you most satisfaction?What parts of your job give you least satisfaction?How would you assess your technical skills?How would you assess your ability to communicatewith your colleagues?How would you describe your workingrelationships?What do you feel are the main achievements overthe past year?What did you fail to achieve? Why? Page 40
  41. 41. Typical questions 2 of 2In what areas do you feel you have the ability toimprove?What training events would you like to attend inthe coming year?What are your career objectives for the comingyear?What suggestions do you have for ways in whichorganization of work in your department could beimproved?How could communication in the organization beimproved? Page 41
  42. 42. Questions for the appraisee Page 42
  43. 43. Questions for the appraiseeHow have I done in the last year/six months?When did things go well?What do I want to accomplish in the next year/sixmonths? Page 43
  44. 44. Appraiser training Page 44
  45. 45. Appraiser training 1 of 2TYPICALLY COVERED ON TRAINING COURSES:Importance of objectivity and consistencyNeed to avoid passing judgement on any aspect ofan appraisee‟s personality or attitude that does notrelate 100% to his or her performance at workNeed to prepare thoroughly for all appraisalinterviewsImportance of putting employees at ease andencouraging them to do most of the talking Page 45
  46. 46. Appraiser training 2 of 2TYPICALLY COVERED ON TRAINING COURSES:Need to stress good aspects of performance asmuch or more than poorer aspectsNeed to take a constructive approach toweaknesses in the employee‟s performance and tomake positive suggestions as to how mattersmight be improvedNeed to end appraisal interviews on a forward-looking, positive and constructive note Page 46
  47. 47. Common themes Page 47
  48. 48. Common themes 1 of 2RELIABILITY AND DEPENDABILITYExceptional, consistently exceeds expectationsExcellent, frequently exceeds expectationsFully competent, meets expectationsMarginal, occasionally fails to meet expectationsUnsatisfactory, consistently fails to meetexpectations Page 48
  49. 49. Common themes 2 of 2INTEGRITYExceptional, consistently exceeds expectationsExcellent, frequently exceeds expectationsFully competent, meets expectationsMarginal, occasionally fails to meet expectationsUnsatisfactory, consistently fails to meetexpectations Page 49
  50. 50. Case study Page 50
  51. 51. Case study Page 51
  52. 52. Drill Page 52
  53. 53. DrillPage 53
  54. 54. Conclusion and questions Page 54
  55. 55. Conclusion and questionsSummaryVideosQuestions Page 55

×