Performance reviews


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Performance reviews

  1. 1. Performance Review By N.shaila ja
  2. 2. Performance Review A performance review is a crucial process of the employment and human resources-defined practices of an organization. It is a formal discussion as well as a documented process involving managers, HR and even top management about an employees development and performance. Performance reviews executed diligently can reflect an organizations overall health, employee management practices and overall productivity. 2
  3. 3.  Other aspects of individual employees are considered as well, such as organizational citizen ship behavior accomplishments, potential for future improvement, strengths and weaknesses. It provides an opportunity for the employee and the supervisor to discuss development goals and jointly create a plan for achieving those goals. 3
  4. 4.  The following are typically considered during reviews:O Job KnowledgeO DependabilityO Quality of workO Communication SkillsO Quantity of workO Attendance/PunctualityO AdaptabilityO Time AllocationO ProfessionalismO Working Relations 4
  5. 5. ObjectivesO To create an environment thatencourages open and on-going communication betweenemployees and managers.O To honestly identify employees strengths and developmental needs to be successful in current and future positions.O To provide timely and accurate feedback .O To provide an objective method to evaluation 5 about the review
  6. 6. Evaluating Employee Performance Review the Job Description :Discussing the job description andsetting expectations is particularly importantwhen an employee transfers from another department. 6
  7. 7.  Using the Employee Performance Review forms:- Discuss the appropriate Employee Performance Review form with the employee: Exempt – Salaried employees who are exempt from earningovertime. Administrative duties. Not responsible for supervisingothers. Exempt-Managerial– Supervisors. Salaried employees who are 7exempt from earning overtime. Administrative duties withresponsibility for direct supervision of others.
  8. 8.  Non-exempt Hourly paid employees who complete timesheet s and are eligible to earn overtime. Senior--admins Those administrators who report toExecutive Office Administrators (i.e., President,Chancellor, Executive Vice President) 8
  9. 9.  Encourage Employee Self Evaluation & StatedPersonal Goals Provide Continuous Honest Feedback (excellent, good, acceptable, unsatisfactory) Understand the performance ratings Explaining them to employees 9
  10. 10. SELF PERFORMANCE REVIEW TIPSMany managers and bosses struggle to keep track of all theways each employer in an office performs throughout theyear. So by , a self-performance review a employee can helpmanager and also himself. Being ObjectiveWhen scrutinizing our work and assigning grades or ratingsfor our performance, should be as objective as possible.Grading our self should be according to tangible results,rather than intentions.. 10
  11. 11.  Being SpecificBeing able to say you did exceptional work on a project isnice, but thats not enough to substantiate your high marks forone self. Identifying specific things is important. Taking professional approachSelf-performance review should be approached professionally,but unlike other forms of professional writing, a review ofoneself should be written in first-person--you are writing areview of yourself, 11
  12. 12.  Employees can make most of reviews by: Taking It Seriously Being Prepared Focusing on the Big Picture Seeking Clarity Learning a Lesson Not being Unrealistic No Placing of blame Not Self criticizing too much(grovel) 12O
  13. 13. CONDUCTING AN EMPLOYEE PERFORMANCE REVIEWConducting an effective employee performance reviewprovides a significant opportunity for management to shapethe work behavior and career of an individual.The steps are as follows:O Step 1Get a copy of the organizations employee performancereview form.O Step 2Obtain a copy of the employees job description. 13
  14. 14. O Step 3Collect information about the employees performance fromothers in the organization that supervised them at any timeduring the review period.O Step 4Use the employee performance review form, the jobdescription, other supervisory comments and yourobservations to complete each section of the employeeperformance review.O Step 5Schedule a private meeting with the employee for hisperformance review 14
  15. 15. O Step 6Set up the space to facilitate communication by removingbarriers, such as a desk between the evaluator and theemployee.Step 7Listen. Employee performance reviews require two-waycommunication. 15
  16. 16. O Step 8Complete the employee performance review by coveringplans and expectations.O Step 9Close the performance review by having the employee signthe form. Give the employee a copy and file the original in hispersonnel record. 16
  17. 17.  Five important questionsa manager and leader, should ask during employee performance reviews:O What have I done to help – or hinder – your job performance?O What can I do in the next review period to help you achieve/improve?O What conditions here enable you – or make it hard – to do your best work?O What do you want most from your job?O How can I help you reach your career goals? 17
  18. 18.  Tips for managersO Use performance logs to simplify writing employee reviewsO conduct a positive, valuable employee performance evaluationO Turning a negative into a positiveO measuring an employee‟s „intangible‟ traitsO Be careful with your words in job-review meetingsO Incorporating an employee self-review 18
  19. 19. Review by peers Questions for peer reviews. What were your teammates most important accomplishments this year? What did you see as his/her most important improvements? What are the three most important areas you think your teammate should work on next year? What do you think is the most frustrating part of this persons job?“This is asked to inspire some empathy in coworkers,discover places where the system could be improved, andlet the employee know that others get what he/she is dealing19with
  20. 20. Review for Managers Questions for the managers: What was your favorite task/role/project in the past 12 months and why? What made it so special? What made it successful? What did you do to make it work so well?This is a great question as it helps you to find patterns ofsuccess. You get to learn what motivates your teammember. 20
  21. 21.  What was your biggest mistake/regret of the past 12 months and what did you learn from it? This question will help identify areas the employee need to keep an eye on in the future. For example, was there a particular personality they couldn‟t work with, were they having problems with time management or trouble with balancing work and life? By having them reflect and learn from their mistakes the manager can help teach that mistakes happen in life – it is what you do with them that are important 21
  22. 22. Mistakes Made In Performance Reviews Being too vague:Be specific about what you liked and didn‟t like in theirperformance. Everything’s perfect – until it‟s not and you‟re fired. No preparation:Doing reviews in last moment and just as a matter of fact. Bosses who claim to be free with their employees but are not. No pats on the back : Bosses who don‟t encourage 22
  23. 23.  No recognition for doing the work of 3 people that is overload of work and no appreciation. No discussion around the report‟s career ambitions like future prospects of work done. No follow-up about the review given i.e. giving the review just as a formality. Not being truthful with employees about their performance. 23
  24. 24. Preparation by employees before review Become familiar with the review process:Employees should understand why some employers useperformance reviews as a way to evaluate their employees. Prepare for an upcoming review:Keeping the track of all achievements that are to bementioned in the review are to be kept ready to mentionwhen needed. Take away from a performance review:Should regard performance review as a learningopportunity and be ready. 24
  25. 25.  Commenting On Your Performance Review :Many employers expect comments from the employeeonce the review is done. While the types of commentsdepend on whether the review is good or bad, it should bemade sure that the process of commenting on the reviewshould be the same no matter what the contents are. 25
  26. 26. Responding on Performance ReviewO Step 1Read the review a few timesO Step 2Put the review away for at least 24 hours. You may be sofired up about the comments (both good and bad) that youwant to respond immediately.Step 3O List both the positive comments and the negative comments on a word processing document. 26
  27. 27. O Step 4Gather positive comments that people have sent you aboutyour job over the past year.O Step 5Review your job description to determine if you are beingreviewed fairly based on the job you are doing. 27
  28. 28. O Step 6Comment on each section individually. For positive sections,note how you could excel even further. For negative sections,comment on how you feel you can improve and what thecompany can do to help you. Provide back up if you feel anynegative comments are grossly unfair.O Step 7Make a copy for your records and discuss your comments withyour boss. It is a two-way conversation where both partiesneed to work together to make the business stronger. 28
  29. 29.  The characteristics of an effective performance feedback pr ocess are as follows:1. Feedback should be given frequently, not once ayear.2. Create the right context for the discussion.3. Ask the employee to rate his/her performance before thesession. 29
  30. 30. 4. Encourage the subordinate to participate in the session.5. Recognize effective performance through praise.6. Focus on solving problems.7. Focus feedback on behavior or results, not on the person.8. Minimize criticism.9. Agree to specific goals and set a date to review the proce 30ss
  31. 31. Common Mistakes during performance appraisal Labeling Avoid labeling of employees. Behaviors shoul dbe listed. Always write the reason like whatmade the employee to said so.For ex instead of writing “lazy” employee writehigh incidence of absenteeism and notinterested in work. 31
  32. 32.  Recency effect -- Too much focus on the most recent examples of behavior rather than considering the overall performance. This can occur because of inadequate record keeping. 32
  33. 33.  Central Tendency- Managers tend to rate everyone about the same or, avoid extreme ratings always using the middle ratings only. Leniency - Managers shun low ratings to avoid conflict and their belief that low ratings reflect badly on the reviewer. 33
  34. 34.  Constancy In this the employees are rated in rank order rather than on an individual basis and adjust scores to match ranking order. Similarity It is the tendency to rate employees higher, who have similar values and interests to the reviewer 34
  35. 35.  Horns/Halo Effect -- In this the employee is rated high or low based on only one trait which satisfactory or unsatisfactory to he manager. This happens when official feels that employee has some shortcomings then rates them poorly on everything (or highly in converse case). 35
  36. 36.  Additional Factors which affect Performance Appraisal Ratings: Length of service and employee compliancy. Previous review ratings influencing current one. Guessing of supervisor about the work he has not recorded or observed keenly. Experience with a given employees behavior. 36
  37. 37. Tips and Warnings If your manager refuses to listen to your comments (especially if they are in response to a negative review), you may have to escalate your comments to a higher manager. Make sure you have exhausted all opportunities to speak with your direct supervisor about the review before you do this. Never make comments in anger. This will only undermine you and cause management not to take you seriously. Take time and cool off before starting this process. 37
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