This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.

1. Our Performance Review Process is an opportunity to review progress towards objectives, to share
performance feedback and to provide and receive coaching. It is important that everyone have an
annual performance review discussion with their respective Manager(s): it is a best practice and the
hallmark of a high performance organization.
Note on Effective Feedback 6Listening: An Important Skill 4
Preparation : Guidelines 1
Effective Performance Reviews: Preparation, Feedback and Dialogue
Before the Performance Review Discussion: Guidelines For Managers
 Review your assessment for each employee
 Ask each employee to provide you with a copy of his/her respective self assessment
in advance of the meeting
 Review any additional data you have on the employee (testimonials/feedback/e-mails)
 Determine messaging/major themes
 Decide how you will present the information
 Arrange and commit to a time for the Mid-Year Review development discussion
Before the Performance Review Discussion: Guidelines for Employees
 Consider and assess achievement of your performance objectives for the year as well as any areas
for development/improvement identified in your previous feedback sessions/performance reviews
 Consider development goals and consider specific action items to help achieve those goals
 Prepare to have a meaningful discussion on the following:
– Achievements against objectives
– Further opportunities for development, including action items and ownership
– Self-development and realistic career goals/aspirations
 Contact your manager to arrange and commit to a time for the Performance Review discussion.
 Provide your manager with a draft of your Performance Review Self Assessment
Ongoing Coaching and Feedback: Linked to all we do 5
The Performance Review Discussion: Guidelines 3
The Performance Review: Guidelines for Managers
 The discussions should be ideally 30-45 minutes
 Arrange to hold all telephone calls and limit interruptions
 The discussion should constructively and collaboratively focus on the following:
– Achievements against objectives
– Further opportunities for development
– Feedback from peers/colleagues/stakeholders
– Self-development and realistic career goals
– Expectations against the JDRF’s mission
– Agreement on previous action items and new development needs
 Give the employee opportunity to reflect on the information you present
 Consider what you can do to help the individual do a better job
 Consider whether you have made your expectations clear
 Consider what has occurred in previous feedback sessions
 Review alternative ways the individual might improve his/her results
The Performance Review: Guidelines for Employees
 The Performance Review discussion should be a constructive and helpful dialogue
 Ensure you understand in which areas you are performing well and in which areas you should
focus to enhance performance for the upcoming year
 Be open to feedback
 Agree on the development actions
 Be collaborative
Preparation: Common Pitfalls for Managers 2
Finding the time to conduct a quality performance review discussion can be challenging. It
is easy to get stressed out by the added responsibility of preparing and conducting a
performance review. Below are some of the common traps and pitfalls to avoid.
 The last minute appointment will greatly reduce your chances for a successful appraisal.
Preparation time is essential—for both parties. Respect for your employee’s time and
workload sends a message that you care
 The manager who dominates the discussion will find out very little about what their
employee is thinking and feeling about their performance. The key is effective listening.
As a manager you should spend 60–70% of the time listening to your employee evaluate
his or her own performance. Ask questions. Reflect or summarize what you hear.
Don’t interrupt
 Failure to address performance problems will result in a loss of credibility for you as the
manager. Performance problems don’t go away if you ignore them, but by addressing
them you will help the employee improve. Be honest about performance problems and
stick to the facts
 Basing the entire review discussion on one incident indicates to the employee that you
have not kept a balanced record of his or her performance throughout the year and that
you have spent very little time preparing the appraisal. Look at the big picture and treat
isolated incidents as learning experiences
Feedback should be …
 Specific, not general: provide detailed examples
 Descriptive, not judgmental: focus on observed skills/behaviors, not the person
 Balanced, not biased: focus on strengths and development opportunities
 Competency-based, not personality-focused: link performance observations to the performance
dimensions being measured
 Clear and provide no room for misinterpretation
 Consistent with evaluation ratings and with expectations for the employee’s respective role
Major Strengths/Accomplishments Areas for Improvement/Development
Poor/Vague Better/Specific Poor/Vague Better/Specific
“Very Smart” “Typically learns new skills in 50%
of the time it takes others, for
example, on project B12 …”
“More
proactive
approach to
teamwork”
“Sometimes viewed as
unapproachable by team
members; rarely assists in
group’s overall efforts, for
example during meetings a, b,
c …”
“Great
personality”
“Able to quickly connect with even
difficult people, sees the bright
side of things, empathizes with
others, for example at recent gala
X …”
“Take more of
a leadership
role”
“Often says little or nothing in
meetings, rarely acts as
facilitator, contributes few new
items, for example at monthly
staff meetings …”
Effective Feedback Examples
Active Listening Allows you to:
 Check for understanding
 Learn if other issues exist
 Learn new information
 Provide balanced feedback based on all information
 Reduce anger, defensiveness or other negative emotions
“Seek first to understand,
then to be understood.”
Stephen Covey (1990)
The 7 Habits of Highly Effective People
Goal Setting
Mid Year
Discussion
Annual
Review
At-A-Glance Quick-Study
Side 1
Performance Management Learning & Development Tools: Compliments of JDRF: Dedicated to finding a cure for type 1 Diabetes

2.  More control over shaping a career
– Development plans allow for a strategic focus on specific skills and abilities coupled with
specific actions that will help develop an employee further in their career.
 Improved performance in current job
– A development plan focuses on what needs to improve in the current role, and lays a
foundation for moving on to the next role in the organization.
 Assist in the development for a future role
– A development plan helps in providing a “road map” for a future position
 Better opportunity to keep pace with change
– Development is also about keeping pace with change and even being a step ahead
 Increased chances of retaining valued employees
– When employees and managers are both engaged in crafting meaningful and practical
development plans there are increased opportunities for dialogue, job satisfaction
and retention
Benefits of Development Plans 12
Effective Performance Reviews: A Mutual Responsibility, Focusing on Development and Growth
Best Practices 9
Development Methods/Strategies 11
Performance Management Learning & Development Tools: Compliments of JDRF: Dedicated to finding a cure for type 1 Diabetes
The delivery of an effective and timely Performance Review is critical to supporting the achievement of our FY’08 performance objectives in support of JDRF’s mission. The
performance Review discussion gives managers and employees the opportunity:
• To have a frank and objective dialogue to review and validate the 2007 goals set at the beginning of the year, measure results against those goals, reinforce
accomplishments to date and provide guidance and coaching to ensure success in the coming year
• To review and discuss the principles and competencies by which we manage our organization, our work environment and our people, and to define managers’
expectations of individual performance in alignment with those principles
The Performance Partnership: A Mutual Responsibility 8
Manager’s Role Employee’s Role
 Clarify the employee’s role and
responsibilities
 Ask for candid feedback from manager
and others
 Set specific performance expectations
and time frames for development
 Identify strengths and areas of
development
 Help the employee identify resources
and remove obstacles for achieving
objectives and developing skills
 Allow employee opportunities to test
new skill
 Provide ongoing feedback
 Develop a plan and review with Manager
 Be proactive about development and keep
your manager informed
 Be willing to try new things to develop
After the Discussion: Guidelines 7
Assessing and Understanding Development Needs 10
Research* suggests that most successful professionals learn 70% of what they know
outside the classroom, via challenges and assignments. Below are some common, effective
methods:
* “Professionals we studied who went on to become effective executives not only had the
experiences but learned from them. Learning was not automatic, only made possible by the
encountering of certain challenges.” —Center For Creative Leadership
 Employees who know themselves better are more successful than those who don’t. They
know themselves better in part because they are more likely to seek and receive feedback
in many forms, quicker to accept it, and more likely to act on it
 Employees who have a better idea of where their careers are headed are more likely to
develop effective plans for getting there
 Employees who leverage strengths, continue enhancing them and balance them with
developing their weaknesses are more effective, more adaptable to change and increase
their chances for long term success
Managers will be assessing development needs by reviewing many data points:
 Manager’s own objective, fact based observations
 Conversations and feedback from stakeholders/clients
 Past performance discussions
 The employee’s point of view, self-assessment and direction
 On the job assignments and coaching
 Cross-functional project work
 Stretch assignments
 Cross-functional team membership
 Self Study modules/learning
 Formal and informal networks
 Partnering with a Subject Matter Expert
For additional reference resources, call Maurizio Morselli at (212)479-7691
 More control over shaping a career
– Development plans allow for a strategic focus on specific skills and abilities
coupled with specific actions that will help develop an employee further in
their career.
 Improved performance in current job
– A development plan focuses on what needs to improve in the current role,
and lays a foundation for moving on to the next role in the organization.
 Assist in the development for a future role
– A development plan helps in providing a “road map” for a future position
 Better opportunity to keep pace with change
– Development is also about keeping pace with change and even being a step
ahead
 Increased chances of retaining valued employees
– When employees and managers are both engaged in crafting meaningful and
practical development plans there are increased opportunities for dialogue,
job satisfaction and retention
Effective Development Plans:
 Have an end goal or target
 Focus on the reason for the development plan target
 Seek experiences that demand or test target skills
 Look at all available methods for development
 Reinforce it, get feedback regularly
 Place less importance on the form and more importance on the dialogue between
employee and manager
 Answer four fundamental questions:
What = Specific Development Need
Why = Rationale/Desired Outcome
How = Recommended method for development
When =Target date
After the Discussion: Guidelines for Managers
 Managers should get agreement on employees’ development actions
 Managers should record notes of the discussion, especially if they reviewed key
performance gaps or issues with the employee during the Mid-Year Review Process
 Managers should check periodically with employees to see if there’s anything they can
do (or employee needs) to facilitate development
After the Discussion: Guidelines for Employees
 You should adjust/update your development actions to summarize key actions you can
commit to and shed light on any obstacles not discussed
 Discuss the development plan with your manager
 Focus on your opportunities for development
 Ask for ongoing feedback and use it to maximize your performance
At-A-Glance Quick-Study
Side 2