1. Performance
Management
A Brief Overview
By
Kelly Schario

2. What is Performance
Management?

3. Performance Management
What it IS: What it IS NOT:
Completing a form
Correction-oriented
Ongoing
Short Term
Planning/Goal setting
Progress Steps
Long Term
Prospective
One time event
Retrospective

4. Preparing for the Review
• Self Appraisals
– 2 weeks prior to managerial review
• Open Dialogue
– opportunity to review performance, consider
lessons learned, progress for period, and
establish goals and objectives for next period
• Collect and review notes, statistics, citations
and performance based examples
• Schedule sufficient time to focus on the review

5. • Don’t exhibit defensiveness – if employee
criticism is justified due to management failure
or lack of resources, accept, and move on to
next area of review.
• Confidentiality is key. If unlimited
confidentiality cannot be promised, advise
employee accordingly.
• No cell phones, no emails, no text messaging,
no electronic devices, no interruptions
Preparing for the Review

6. Performance Evaluations
Help Carl evaluate these employees over
the past six months. Click an employee to
find out his/her history.

7. Suzanne
return
Suzanne set her customer satisfaction rate at
100% for the last quarter. She didn’t understand
why she was not able to accomplish that goal.
When she increased her score from 69 to 89%
satisfaction rate, she gave up trying to improve
her score any more. She did build a team of 5 in
her department that increased the overall
satisfaction rate from 56% to 78% in four months
and overall morale improved significantly.

8. Dave
return
Dave has a habit of striking up
conversations with his regular delivery
customers to establish a relationship with
them. He becomes defensive when his co-
workers comment on ways that Dave could
do his job more efficiently or in line with
company policy. He sometimes lashes out
when given constructive criticism.

9. John
John is a team player and works well with
others. He takes the lead and organizes. He
does not know essential knowledge of the
organization and lacks skills that are needed
to perform his job to the level that is
required.

10. What would you do?