Half day open training event held in Hamilton, Ontario.

1. A review of performance
by Toronto Training and HR
November 2013

2. CONTENTS
5-6
7-8
9-11
12-15
16-17
18-19
20-21
22-23
24-25
26-27
28-29
30-31
32-33
34-35
36-37
38-39
40-41
42-44
45-46
47-48
49-50
Definitions
Types of performance review
Uses of performance review
Benefits of performance reviews
Key elements of a performance review
Different approaches
Attributes
Gathering information
Preparation
Categorizing the employee
The interview
Phrases to use
Common mistakes
Biases
Poor performance
Work plans and performance reviews
Defining job performance and creating a performance review instrument
Decisions to make when designing reviews
Creating a pay-for-performance plan
Making performance reviews effective
Conclusion and questions
Page 2

3. Introduction
Page 3

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 plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
• Performance review
• Performance appraisal
Page 6

7. Types of performance
review
Page 7

8. Types of performance review
• Category rating
• Comparative
• Narrative
Page 8

9. Uses of performance
reviews
Page 9

10. Uses of performance reviews 1 of 2
• Developmental uses
• Administrative uses
Page 10

11. Uses of performance reviews 2 of 2
USE OF THE INFORMATION
• Performance improvement
• Placement decisions
• Career planning and
development
• Identifying job design errors
Page 11

12. Benefits of performance
reviews
Page 12

13. Benefits of performance reviews
1 of 3
• Employee participation is an
effective tool for enhancing jobrelated autonomy, a necessary
pre-condition for employee growth
• Participation provides employees
with a voice into the review
process-if employees are confident
in the fairness of the scheme, they
are more likely to accept
performance ratings, even adverse
ones
Page 13

14. Benefits of performance reviews
2 of 3
• Employees possess valid, unique
and relevant performance
information that is unavailable or
unobservable by the rater,
therefore the quality, quantity,
accuracy and validity of
performance review information
increases
Page 14

15. Benefits of performance reviews
3 of 3
• Employee ownership in the process
provides a personal stake in the
success of the system, enhancing
employee acceptance
• Employee participation generates
an atmosphere of cooperation and
employee support
Page 15

16. Key elements of a
performance review
Page 16

17. Key elements of a performance
review
•
•
•
•
•
Measurement
Feedback
Positive reinforcement
Exchange of views
Agreement
Page 17

18. Different approaches
Page 18

19. Different approaches
• Tell and sell
• Tell and listen
• Problem solving
Page 19

20. Attributes
Page 20

21. Attributes
• Qualitative
• Quantiative
Page 21

22. Gathering information
Page 22

23. Gathering information
•
•
•
•
Page 23
Objectives
Competence
Training
Actions

24. Preparation
Page 24

25. Preparation
• Appraiser
• Appraisee
Page 25

26. Categorizing the employee
Page 26

27. Categorizing the employee
•
•
•
•
•
Superstar
Up-and-comer
Benchwarmer
Weak link
Headed for the door
Page 27

28. The interview
Page 28

29. The interview
•
•
•
•
•
•
Good interviews
Bad interviews
Questions
Listening
Feedback
After the meeting
Page 29

30. Phrases to use
Page 30

31. Phrases to use
• Communications/interpersonal
• General job skills/traits
• Management/leadership/
supervisory
• Management control
• Personal qualities/characteristics
• Productivity
• Technical skills
Page 31

32. Common mistakes
Page 32

33. Common mistakes
• Appraiser
• Appraisee
Page 33

34. Biases
Page 34

35. Biases
•
•
•
•
Horns and halo effect
Purposeful bias
Performance review bias
Self-bias
• How to avoid biases
Page 35

36. Poor performance
Page 36

37. Poor performance
• Specific objectives and
descriptions of the
improvements needed
• Specific steps to achieve the
desired improvements
• Specific methods for measuring
performance and assessing
improvement
Page 37

38. Work plans and
performance reviews
Page 38

39. Work plans and performance
reviews
•
•
•
•
•
•
•
•
Key performance areas
Output
Performance standard
Performance indicators
Time
Resource requirements
Enabling conditions
General performance factors
Page 39

40. Defining job performance
and creating a
performance review
Page 40

41. Defining job performance and
creating a performance review
instrument
•
•
•
•
•
•
Job analysis
Rating of tasks
Creation of appraisal instrument
Identifying raters
Rater training
Performance rating interview
Page 41

42. Decisions to make when
designing reviews
Page 42

43. Decisions to make when designing
reviews 1 of 2
• Review all?
• Who will carry out the
interviews?
• How often?
• Objective v subjective
• Relative v absolute
• Force distribution v unspecified
percentages
Page 43

44. Decisions to make when designing
reviews 2 of 2
• Multi-source v single-source
evaluation
• Multi-criteria v single summary
Page 44

45. Creating a pay-forperformance plan
Page 45

46. Creating a pay-for-performance
plan
• Define job-specific performance
that leads to the creation of a
review instrument which clearly
outlines low to high performance
measures
• A well-conducted interview process
• Equitable decisions regarding the
amount of merit increases given
for different levels of performance
Page 46

47. Making performance
reviews effective
Page 47

48. Making performance reviews
effective
•
•
•
•
•
•
•
•
•
•
Pre-conditions
Objectives
Validity
Involvement
Training
Acceptable standards and
targets
Linked to other systems
Input into performance reviews
Sources of information
Employee feedback
Page 48

49. Conclusion and questions
Page 49

50. Conclusion and questions
Summary
Videos
Questions
Page 50