performance review manager training 2011

8/7/2019 Performance Review Manager Training 2011

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19th March 2011



Test your knowledge

1. Performance feedback should be saved

up for the performance review.

2. Pay increases should be discussedduring a performance review.

3. The performance review is a person tojob comparison, so employeesaccomplishments should be comparedto the job requirements, not to otheremployees.

True False

____ ____

____ ____

____ ____



Test your knowledge (contd.)

4. The Line Manager/Supervisor shouldevaluate personality traitsas well as job

related issues.

5. Improvement plans should always bedeveloped in collaboration with theemployee.

6. The degree of difficulty or challenge of assignments should be considered in thereview process.

True False

____ ____

____ ____

____ ____



What is a Performance Review?

y A n annual event culminating an on-going process of performance feedback

y It includes a written and verbal review of performanceduring a specified intervals over a period of 12 months

y Based on agreed objectives and job description (roleprofile)



The review requires the Line Manager/supervisor to do thefollowing:

yObserve and document the employees performanceduring the covered period.

y Complete a performance evaluation form, using specificterms to describe how well the employee meets job

expectations.

y Discuss the written evaluation with his or her supervisoror manager prior to discussing it with the employee.



y Discuss the evaluation with the employee.

y Develop, in concert with the employee, a plan to help theemployee improve his/her performance and achievecareer goals.



What is the Importance of a Performance

Review ?

It is an opportunity to:

y communicate with an employee

y discuss employee performance in relation to performance expectations

y formulate a performance improvement and career development plan

y improve team work

It is a key factor for some types of salary increases and consideration forpromotion



What is the focus of a Performance Review

?

y A lthough a review of past performance is a primary element of a performance review system, an equal

emphasis is placed on the future.

y It has been demonstrated that better results can beobtained when the Line Manager/supervisor and theemployee jointly set together specific performance goals

to be achieved, rather than when they merely discuss pastperformance.



Who does the Performance

Evaluation ?

The performance evaluation is typically written and discussedwith the employee by the employees immediate LineManager/supervisor because:

y The Line Manager/supervisor is in the best position to havethe most accurate and complete knowledge of theemployees performance.

y Improving and/or maintaining positive performance is theresponsibility of the Line Manager/ supervisor.



What is reviewed?

A Performance Evaluation should be based on :

y A n assessment of work resultsy In addition to meeting certain universal employee

obligations, each job is unique in its requirements

yA n evaluation of the person-to-job fity A key purpose of a review is to assist the employee to

improve his or her performance



What is not reviewed?

The rule of thumb (A means of estimation madeaccording to a rough and ready practical rule, notbased on science or exact measurement) in

determining what to avoid in a performance evaluationis anything that is not behavioral or that is not job-related. High among the list of such factors are:

y Personality

y A ttitude

y A ppearance



The ICEBERG ANALOGY

Behaviour is: What people ¶Say· or

¶Do·

We can hear or see it.

¶Above the water-line·

¶Below the water-line·

Factors that influence Personality:

Historic life experiences that have

happened and we cannot change

them in someone, such as theirgender, religious, moral and

political beliefs, their education,

peer group, family and friends, the

culture they grew up in, or the

society they live in now etc.



Common Review Problemsy R eview is not tied to actual position responsibilities.

y Lack of evidence supporting appraisal judgments.

y Unfair appraisal: Bias & Leniency

y

Insufficient explanationsy Vague, immeasurable, or unrealistic goals

y Lack of subordinate buy-in

y Poorly conducted meeting

y Sending mixed messages



4 Step Approach1. Data Collection:

A . Know the objectives/expectationsB. Collect Data on the Jobholder

2. Evaluate Performance:A . Make the Process FairB. A void R ating ErrorsC. Be Courageous

3. W rite the Review:A . Write Effective CommentsB. Develop SMAR T Goals

4. Performance Review Discussion:A . LogisticsB. Employee Self A ppraisal (optional)C. Plan the DiscussionD. Conduct the Meeting



STEP 1: Data Collectiony Collecting data about the employees performance that is

accurate, representative, objective and complete is themost challenging part of the process.

y The better a manager does at collecting the data the easierit will be to complete and conduct the appraisal.



1.A. Know the objectives/Expectations

y

Does the position description accurately reflect your expectationsof the job?

y Define Success in the Position:y R ead the position description for the employee being evaluated and

consider:

y

The most important ways a person doing the job should spend theirtime.

y The three most important duties of someone in the position.

y How is success measured for the position.

y This exercise provides a standard to measure performance against

expectations.y Before you can ask how well the person is doing you need to

determine:y What you expect them to do?

y What expectations have been communicated to them?



1.B. Collect Data on the Jobholder Objective Data

Countable, Quantifiable, Factual

Examples: Sales, Financials, Projects Completedon Time, Days A bsent or Late, Calls Made per Day.

Positives: Easy to Collect & Discuss, Inarguable,

Negative: Data alone does not tell us whether

performance was good or bad it needs to bemeasured against a standard.



1.B. Data on the Jobholder (continued)y Critical Incidents

y Situations in which an employee acted in a way that waseither especially effective or especially ineffective inaccomplishing parts of their job.

y Does anyone keep an error log for employees?y Provides ideal information for appraisal:

y R einforces positive performance roadmap for success

y Curbs poor performance what they need to do differently

y

Concrete examples are the most effective and defensiblefeedback method.

y Managers should inform employees of Critical Incidentsthroughout the year not just at appraisal time!



1.B. Data on the Jobholder (continued)y

Behavioral Observations:y Management By Walking A round (MBW A )

y A s you walk around observing your team on a daily basis and interacting with them you get a thorough

understanding of how the person interacts with co-workers and customers.

y Provides an abundance of data on each individualssuccesses and shortcomings.

y Make notes of your observations.

y Over time this will provide examples and evidence tosupport your performance judgments.



STEP 2: Evaluate the Performancey

Before you complete the form ask yourself What is the coremessage that you want to communicate?

y If you have not determined the precise message that you wantto send its unlikely that the team member will learn what you

want them to learn from the experience.y Start with the end in mind. Do you want to tell the Team

member....

y They are performing well above expectations and you want to

see this level of effort continued.y They are performing at an average level and you are satisfied

with their level of effort.

y They need to shape up or ship out!



2.A: Make the process Fair

y To conduct a fair, unprejudiced, and objective appraisal makethe following assumptions:y The purpose of the performance appraisal is to further the

organisation Mission by strengthening the performance of

every employee.y You will never have all of the facts and, in spite of that you must

still do the job.y People genuinely want to know what their boss thinks of their

performance.y

People are capable of handling the truth about theirperformance, even when that truth is unpleasant.y It is better to demand more of people than it is to settle for

whatever level of performance that they choose to give.



2.B: Be Aware of Possible Rating

Errorsy R ating Errors: In spite of a managers good faith efforts to

maintain an impartial manner in writing every appraisal, errors injudgment can arise.

y Common R ating Errors:y Contrast Effect: R ating an individual in comparison to others

rather than against the job standards.y R ecency Effect: Tendency of minor events that have happened

recently to have more influence on rating than major events of many months ago.

y

Central Tendency: Inclination to rate people in the middle of the scale even when their performance merits a higher or lowerrating.

y Halo/Horns Effect: Generalisations from one aspect of anindividuals performance applied to all areas of performance.



2.C: Be Courageousy A higher than deserved rating hurts the entire

Organisation:y Impacts well performing co-Team Members who

become de-motivated when they see that problems arenot dealt with.

y Limits the organisations ability to meet its Missioneffectively.

y

Opens the door for lawsuits when the manager finally gets tired of the poor performance, wants to terminatethe underperforming employee and there is no evidencein the file to support the desired action.



STEP 3: Write the Reviewy With all of the data at hand and the resolve to avoid

rating errors and leniency you are now ready to write

the review.y You should try to make a comment for each

characteristic that is related to the position beingevaluated.

y

You should list key job related tasks and provide arating and comment.



3.A:Write Effective Commentsy When commenting on a characteristic you should

move from the general to the specific (1,2,3approach).

1. Overall statement summarizing how the individualdid in the particular area.

2. More specific example supporting the overallassessment from the data that you have collected.

3. Set a higher goal, or encourage the individual tocontinue performing at the already fully acceptablelevel, or set a specific target for needed performanceimprovements.



3.A: Write Effective Comments (continued)

y Highlight the Best Evidence

y When performance is exceptionally good or bad in one

particular area you do not need to put every singleexample on the form but you should provide morethan one.

y Choose 2 to 3 of the best examples and write them inthe evaluation form.

y A dditional examples can be given verbally during theevaluation if needed.



3.A: Write Effective Comments (continued)

Your comments should be able to answer an unrelatedthird party asking the following:y How do you know that?

y What led you to come to that judgment?y Why do you feel that way?

y Can you provide an example?

y If you cannot answer these questions it does notnecessarily mean that you need to change the rating itjust means that you have to do a better job of supporting your assumption with evidence.



3.B: Develop SMART Goalsy

Specific: A specific goal has a much better chance of beingaccomplished. To set a specific goal you must answer the six Wquestions: Who, What, Where, Why, When, & Which.

y Measureable: Establish concrete criteria for measuring progresstoward the attainment of each goal that you set. Define what success

will look like. If you cant measure it you cant manage it!y A ttainable: Does the person have the wherewithal to do what is

required to attain the goal? A goal needs to be a stretch that can beaccomplished with a real commitment.

yR ealistic: Not a synonym for easy, in this case it means doable.

y Timely: A goal must be grounded in a time frame. Without atimeframe a goal is just a wish.



3.B: Develop SMART Goals (continued)y Supervisor comments

y This space can be used to:y Evaluate accomplishment of specific goals and objectives that

were set during prior years evaluation.y Establish new goals and objectives for the upcoming year.y A ny other work related comments necessary to form the

employees understanding of performance & expectations.y Suggestions for Improvement

y This space can be used to offer specific improvement goals andtargets.

y Personal Development/Training

y This space should be used to record any development/traininggoals or plans which are required to address current deficiencies orintended to assist employee in gaining more competencies whichwould be beneficial to the department and/or the University ingeneral.



4. Performance Appraisal Discussiony 4.A. Logistics:

y Give the employee adequate time to prepare for thediscussion (at least a weeks notice is suggested).

y Schedule a time that is convenient for both of you.

y Do not schedule at the very end of the day where theneed to wrap things up will preclude extendeddiscussion of important points.

y Hold the meeting in your private office if your office isnot private then conduct the meeting in a conferenceroom.

y Do not conduct the discussion in a non-business settingsuch as a coffee shop.



4.B. Employee Self Appraisal (optional)

y

When A dvising the employee of the meeting you may wantto ask them to conduct a self appraisal, by requesting thatthey answer the following questions:y Do you have any questions about what is expected of you on the

job?y

What do you consider to be your most importantaccomplishments in the past twelve months?y What job related areas do you view as strengths?y What job related areas do you view as weaknesses?y What do you feel you need to do to improve your performance?

What can I or the company do to help you improve?y Please tell me about any special compliments,

acknowledgements, awards, activities or recognitions that Ishould be aware of.

y A re there any goals that you would like to set for the future?



4.C. Planning for the Discussion

y R eview the completed performance appraisal form.

y R eview the performance documentation.

y R eview the job description.

y

Establish an agenda for the meeting.y Develop a discussion plan that focuses on 1-3 core

messages.

y Studies show that employees retain little of the totality

of information communicated during a performanceappraisal discussion. What they often do remember isirrelevant or just the opposite of what the appraisermeant to say.



Possible Core Messages

Final Rating Most Likely Prospect Discussion Objective

Promotion Review opportunities

Exceeds or Growth in present assignment Make development plans

Succeeded in (vertical load)

ExpectationsBroadened assignment Review possibility of extending

(horizontal load) responsibilities

No change in responsibilities Decide how to maintain current

level

Failed or Partially Performance correctable Plan correction / gain committmentMet

Expectations

Performance uncorrectable Consider reassignment and/ or

prepare for termination



4.D. Conducting the Meeting

y Open the discussion by laying out the agenda for themeeting.

y A llow the employee to discuss their self appraisal first putting the conversational ball in their court.

y Confirm and discuss the areas of agreement prior tomoving to other items where there may bedisagreement.

y Discuss core message(s) with the employee.

y

Confirm final ratingy Wrap up meeting by summarizing the key points that

were discussed.

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