This document provides an overview of performance reviews and management. It discusses that performance management is a process to ensure goals are met efficiently by looking at job descriptions, standards, expectations, ongoing dialogue, evaluation, and appraisal forms. It aims to achieve organizational outcomes, promote competent employees, improve marginal performance, help poor performers, and terminate chronic non-performers. The purpose is also to align individual goals with corporate objectives, increase manager-employee communication on performance, and identify employee strengths and areas for improvement in a fair and consistent manner. However, most traditional performance management systems are flawed as they rate too many employees as average or above average and do not provide tools to address poor performance or critical feedback. The document advocates for an alternative

1. Overview of
Performance
Reviews

2. Performance Management Defined
• A process to ensure that goals are consistently
being met in an effective and efficient manner.
• Performance management looks at:
– Job descriptions
– Standards, dimensions, measurements
– Performance expectations
– Frequent and ongoing dialogue
– Process to monitor and evaluate
– Appraisal forms and interviews

3. Why Manage Performance?
• Achieve organizational outcomes
• Challenging & promoting the most competent employees
• Improving marginal performance
• Helping poor performers
• Terminating chronic non-performers

4. Purpose of Performance Development
• Alignment of individual performance objectives with
corporate objectives
• Increased communication between Manager and
Employee on performance
• Employee awareness of strengths and areas for
improvement

5. Purpose of Performance Development
• Fair and consistent process
• Improved individual performance
• Consistently strong individual and team performance
• Identifies further areas for talent development and
informs succession planning (ensuring a talent pool
within Metroland to avoid skills shortages)

6. The Problem with Most PM Systems
Doesn’t Meet Meets Exceeds
Everyone’s doing good or great!

7. Shortcomings of Traditional Approach
• 85 to 95 percent of employees are rated at or above average
• No link to tools to remediate poor performance
• Managers are not good at giving critical feedback
• Managers inflate their ratings & hold back negative
opinions

8. Survey Says….
% of employees who feel good feedback & coaching
are very important to their development: 73%
% of employees who say their company provides
good feedback & coaching: 31%
% of Managers satisfied with their company’s
Performance management process: 5%
Source: Anderson Human Capital Group; Murphy, D., “Pool Your Talent;
Corporate Leadership Council

9. Why This Approach to Performance
Management?
• Achieve organizational outcomes with regard to
products, services and profitability
• Increase employee engagement by clearly articulating
organizational goals and setting realistic performance
expectations
• Foster a culture of continuous improvement
• Create a reputation for personal and career development