Performance Reviews

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This presentation offers guidelines on how to conduct employee performance reviews.

Scontrino-Powell is a management consulting firm of organizational psychologists who specialize in organizational effectiveness, performance management, and employee selection.

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Performance Reviews

  1. 1. Performance Reviews SCONTRINO  POWELL Organizational Psychologists Consultants in organization effectiveness, performance management, and employee selection www.scontrino-powell.com
  2. 2. Agenda <ul><li>Overview & objectives </li></ul><ul><li>A short questionnaire </li></ul><ul><li>Why review performance </li></ul><ul><li>Effective review systems </li></ul><ul><li>What to review </li></ul><ul><li>Who should review </li></ul><ul><li>Performance goals & objectives </li></ul><ul><li>Reducing errors in reviewing </li></ul><ul><li>The review session </li></ul><ul><li>Workshop evaluation </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  3. 3. Scontrino-Powell Organizational Psychologists Performance Reviews Why review performance?
  4. 4. Components of successful systems <ul><li>Management support </li></ul><ul><li>Ongoing feedback </li></ul><ul><li>Diary, notes, or performance log </li></ul><ul><li>Action plan to maintain or improve performance </li></ul><ul><li>Regular performance reviews </li></ul><ul><ul><li>Formal </li></ul></ul><ul><ul><li>Informal </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  5. 5. What to review? <ul><li>Results </li></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Project completion </li></ul></ul><ul><ul><li>Etc. </li></ul></ul><ul><li>Behaviors </li></ul><ul><ul><li>Interpersonal skills </li></ul></ul><ul><ul><li>Communication skills </li></ul></ul><ul><ul><li>Cooperation </li></ul></ul><ul><ul><li>Leadership style </li></ul></ul><ul><ul><li>Involvement </li></ul></ul><ul><ul><li>Etc. </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  6. 6. What to review? <ul><li>Two gray areas: </li></ul><ul><ul><li>Personality </li></ul></ul><ul><ul><li>Attitude </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  7. 7. Establishing performance criteria <ul><li>The key question is: </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews What specific things, areas of performance, products, or results should you be reviewed on?
  8. 8. Setting performance expectations <ul><li>Two questions to be answered for each of the criteria used for review: </li></ul><ul><ul><li>What performance meets expectations on this criterion? </li></ul></ul><ul><ul><li>What performance is above expectations on this criterion? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  9. 9. Who should review? <ul><li>Who? </li></ul><ul><ul><li>Superiors </li></ul></ul><ul><ul><li>Self </li></ul></ul><ul><ul><li>Peers </li></ul></ul><ul><ul><li>Subordinates </li></ul></ul><ul><ul><li>Others </li></ul></ul><ul><li>Key factor: Has the reviewer actually observed the behavior and the results of that behavior of the person being reviewed? </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  10. 10. Using self review <ul><li>Decide the focus: </li></ul><ul><ul><li>All criteria </li></ul></ul><ul><ul><li>Action plan </li></ul></ul><ul><ul><li>Other </li></ul></ul><ul><li>Determine form and format </li></ul><ul><li>Sharing the supervisor and self review </li></ul><ul><ul><li>Exchange before feedback session </li></ul></ul><ul><ul><li>Exchange at start of session </li></ul></ul><ul><ul><li>Alternate during the feedback session </li></ul></ul><ul><ul><li>Determine in advance who is responsible for which criteria </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  11. 11. Performance development plans <ul><li>Opportunities, problems, or needs </li></ul><ul><li>Objectives or goals </li></ul><ul><li>Employee’s tasks </li></ul><ul><li>Supervisor’s tasks </li></ul><ul><li>Plan for achieving the objective/goal </li></ul><ul><li>Expected results </li></ul><ul><li>Review dates </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  12. 12. Writing performance objectives <ul><li>Remember MAST: </li></ul><ul><ul><li>Measurable </li></ul></ul><ul><ul><li>Achievable or attainable </li></ul></ul><ul><ul><li>Specific </li></ul></ul><ul><ul><li>Time based </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  13. 13. Reviewer errors <ul><li>Reviewer errors refer to inaccuracies in our ratings. Typically reviewers are unaware they are making inaccurate ratings </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  14. 14. Reviewer errors: Type I <ul><li>Memory </li></ul><ul><li>Halo </li></ul><ul><li>Horns </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  15. 15. Reviewer errors: Type II <ul><li>Easy </li></ul><ul><li>Hard </li></ul><ul><li>Middle of the road </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  16. 16. Reviewer errors: Type III <ul><li>Similar to me </li></ul><ul><li>Different from me </li></ul><ul><li>Contrast error </li></ul><ul><li>Stereotyping </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  17. 17. Performance review sessions <ul><li>Review preparation </li></ul><ul><li>Review initiation </li></ul><ul><li>Review structuring </li></ul><ul><li>Review communication </li></ul><ul><li>Review planning </li></ul><ul><li>Review closing </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  18. 18. Review preparation <ul><li>The reviewer’s homework: </li></ul><ul><ul><li>Review job criteria and expectations </li></ul></ul><ul><ul><li>Assess performance on key objectives </li></ul></ul><ul><ul><li>Consider employee development and career development </li></ul></ul><ul><ul><li>Complete the form </li></ul></ul><ul><ul><li>Schedule review session with employee </li></ul></ul><ul><ul><li>Give copy of self-review form to employee </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  19. 19. Review initiation <ul><li>Review initiation refers to supervisor behaviors that set the tone for the review session. They are designed to: </li></ul><ul><ul><li>Show concern for the physical setting </li></ul></ul><ul><ul><li>Express concern for employee comfort </li></ul></ul><ul><ul><li>Convey warmth and receptiveness </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  20. 20. Review structuring <ul><li>Supervisors must communicate: </li></ul><ul><ul><li>How the performance review fits into the organizational framework </li></ul></ul><ul><ul><li>How performance reviews impact the individual employee </li></ul></ul><ul><ul><li>An outline or framework for the review session itself </li></ul></ul><ul><ul><li>A clear definition of the supervisor’s role for each part of the review </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  21. 21. Review communication <ul><li>Attending </li></ul><ul><li>Facilitating </li></ul><ul><li>Clarifying </li></ul><ul><li>Feedback </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  22. 22. Review attending behavior <ul><li>Attending behaviors include but are not limited to: </li></ul><ul><ul><li>Eye contact </li></ul></ul><ul><ul><li>Relaxed physical posture </li></ul></ul><ul><ul><li>Appropriate or natural gestures </li></ul></ul><ul><ul><li>Verbal statements which follow what the applicant has said </li></ul></ul><ul><ul><li>No interruptions </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  23. 23. Review facilitating behavior <ul><li>Facilitating behaviors are specific verbal and non-verbal invitations that encourage the applicant to state or explore a position </li></ul><ul><li>Examples of verbal invitations: </li></ul><ul><ul><li>Can you say more? </li></ul></ul><ul><ul><li>I’d like to hear more about that </li></ul></ul><ul><ul><li>How do you see it? </li></ul></ul><ul><ul><li>Can you give me more detail? </li></ul></ul><ul><ul><li>Could you give me an example? </li></ul></ul><ul><ul><li>Then? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  24. 24. Review facilitating behavior <ul><li>Facilitating also includes specific non-verbal invitations such as: </li></ul><ul><ul><li>Head nods </li></ul></ul><ul><ul><li>Eye contact </li></ul></ul><ul><ul><li>Leaning forward </li></ul></ul><ul><ul><li>Narrowing physical distance </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  25. 25. Review clarifying behavior <ul><li>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: </li></ul><ul><ul><li>I’m confused </li></ul></ul><ul><ul><li>I’m not sure I understand </li></ul></ul><ul><ul><li>Will you restate that? </li></ul></ul><ul><ul><li>I lost you there </li></ul></ul><ul><ul><li>Can you give me an example? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  26. 26. Review feedback behavior <ul><li>Feedback is specific verbal communication regarding the employee’s performance during the review period </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  27. 27. Supervisor’s feedback <ul><li>To make feedback effective, supervisors should: </li></ul><ul><ul><li>Describe employee behaviors </li></ul></ul><ul><ul><li>Identify specific critical incidents </li></ul></ul><ul><ul><li>Indicate the frequency of the behavior </li></ul></ul><ul><ul><li>Address previously agreed goals </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  28. 28. High quality feedback <ul><li>Focuses on behavior and results </li></ul><ul><li>Is specific </li></ul><ul><li>Is sincere </li></ul><ul><li>Avoids negative generalizations </li></ul><ul><li>Leaves room to change your opinion </li></ul><ul><li>Provides direction for change </li></ul><ul><li>Is job-related </li></ul><ul><li>Is timely </li></ul><ul><li>Is ongoing </li></ul><ul><li>Is not trivial, but focuses on important things </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  29. 29. Improving poor performance <ul><li>Describe in detail the poor work performance observed </li></ul><ul><li>Indicate why it concerns you </li></ul><ul><li>Ask for reasons, listen to explanations </li></ul><ul><li>Indicate the situation must change and ask for ideas for solving the problem </li></ul><ul><li>Go to the performance plan </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  30. 30. Why disagreements? <ul><li>The supervisor has failed to: </li></ul><ul><ul><li>Define standards of performance </li></ul></ul><ul><ul><li>Discuss standards with employee </li></ul></ul><ul><ul><li>Observe employee performance </li></ul></ul><ul><ul><li>Provide feedback on a continuing basis </li></ul></ul><ul><ul><li>Allow employee time to prepare for the review session </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  31. 31. Resolving disagreements <ul><li>Indicate there is a problem </li></ul><ul><li>Identify your part in the problem first </li></ul><ul><li>State basis for believing there’s a problem </li></ul><ul><li>Restate your part of the problem </li></ul><ul><li>Solicit employee feedback </li></ul><ul><li>Express desire for a mutually acceptable solution </li></ul><ul><li>Consistently move toward a planning sequence </li></ul>Scontrino-Powell Organizational Psychologists Performance Reviews
  32. 32. Review closing: employee take-aways <ul><li>Past performance </li></ul><ul><ul><li>Standards used </li></ul></ul><ul><ul><li>How did I do? </li></ul></ul><ul><li>The future </li></ul><ul><ul><li>Standards to be used </li></ul></ul><ul><ul><li>Objectives to be used </li></ul></ul><ul><li>Areas of agreement </li></ul><ul><ul><li>What is the plan to maintain or improve performance? </li></ul></ul><ul><li>Areas of disagreement </li></ul><ul><ul><li>How will these be resolved? </li></ul></ul>Scontrino-Powell Organizational Psychologists Performance Reviews

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