Learn how to handle the 'dreaded' performance review with finesse and confidence.

1. Managing Performance

2. Topics
 Define performance and the
performance development cycle
 Discuss how to improve performance
 Handle performance challenges

3. Why Focus on Performance?
 Employees are clear
about expectations
 Builds stronger
working relationships
 Helps people focus
 Specific feedback is
possible
 Better results for the
organization

4. Ideal Performance
Management System

5. PM Cycle - 4 Steps
1. Planning
2. On-Going Dialogue
3. Formal Review
4. Development

6. Performance Planning
 Explain the results you want
 Set realistic goals,
standards and measures
 Create support plans
 Establish evaluation points

7. On-going Dialogue
 Giving on-the fly
feedback
 Finding out what’s
going on
 Learning what
support is required

8. Performance Review
It’s a combination
of…
 Informal progress
reviews
 Formal final review

9. Action Planning
 It’s about getting better,
which could be more
confident, more competent
or moving towards the
perfect career

10. Step One
Performance Planning
 Review the organization’s needs
 Describe high priority areas first
 Consider the results expected
 What are realistic standards
Manager and employee should
both engage in this activity

11. At the Planning Meeting
 Compare viewpoints
 Discuss expectations
& listen carefully
 Negotiate if necessary
 Agree on the plan

12. Why didn’t you say so…
 Clear NOT Fuzzy - Specific NOT Vague
Erase these fuzzy terms…
Soon, promptly, regularly, frequently,
often, quickly, carefully,

13. Say what you mean…
Regularly = every Monday
Promptly = before the phone rings three times
Frequently = every two weeks
Accurately = less than one error
Circulate = include all staff
Professional = shirt, tie and jacket
Quickly – before noon

14. Trying is NOT a result!

15. Structures Influence
Performance
 Policies – Sign off authority
 Procedures - chain of command
 Physical environment – desks, space, line
of sight, lighting
Teller, Weigh Scales, Court House

16. Conversations are key
 Daily, weekly, check in
 Progress review
 Problem analysis
 Course correct or change plans

17. Conversations should
Balance work with personal interest
Get to know them and what makes them tick

18. On-going Communication
 Observe employee’s actions
 Catch them doing something right
 Pay attention to the steady, reliable
consistent performers
 Give feedback - quickly
 Talk about problems - as they arise
 Follow up - if a change is needed

19. When supervisors change
 Make sure a review record is available
 Talk with the new supervisor about the
goals that were set
 Discuss the support plans agreed to
Make sure the new supervisor knows the
goals and promises so they can keep
them.

20. Keeping Great Employees
 Motivation is key
 Know their career goals
 Give praise and
challenges
 Help them build skills
and knowledge
 Develop short and long
term game plans

21. Common Performance
Problems
 Showing up late
 Missing days at work
 Missing deadlines
 Inappropriate language
 Poor customer service
 Incomplete work or errors

22. Ask yourself…
 How might I
help them
become
capable?
 How might I
help them
become
confident?
 What do I know
about their
learning style?

23. We need to talk…

24. Important Conversations
 Explain the problem and (if appropriate) how it’s different
from their normal work
 Ask for insight
 Check your understanding
 Ask for solutions
 Listen for ideas
 Help them make a choice
 Set a time for the change
 Agree on a review time
 Record commitments
(you may have made some too)
 Follow up

25. Formal Performance Review

How did we do?

26. The Discussion
 Create a pleasant
atmosphere
 Make it a learning
process

27. Talking about Results
 NO surprises!
 Look back and re-visit the highs, lows and routine work
 Discuss great successes or problems corrected
 Revisit problems currently being addressed
 Get the employee’s perspective – first – listen carefully
 Share your own viewpoint
 Talk about what was learned:
 What was planned? What got in the way? What helped?
 Use that to guide the future

28. Action Planning
Based on results…
What do we need to focus on?
What are the future priorities?
Did we identify knowledge or skill needs?
(to achieve a high standard or learn
something new)
What about development ideas?
(to build and expand areas of expertise)
What is the employee going to do?

29. Get people talking together and
they create amazing results!

30. Contact us…
For a workshop on this topic that will build
confidence and skills contact: Heather
Hughes at
heatherconsults@shaw.ca