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Performance Reviews: 5 Keys to Really Make them About Performance
The document discusses performance reviews, highlighting employee dissatisfaction with the traditional process, which many find unproductive and irrelevant. It suggests that organizations should focus on continuous feedback, setting clear goals, and utilizing employees' strengths to enhance performance management. Additionally, it presents a shift towards a more collaborative and informal approach to performance evaluations to better engage employees and promote productivity.
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Performance Reviews: 5 Keys to Really Make them About Performance
- 2. Presenting Today Erin Boettge ContentMarketing Manager, BizLibrary eboettge@bizlibrary.com Follow along on Twitter: #BizWebinar @BizLibrary Krista Brubaker Content Marketing Specialist BizLibrary kbrubaker@bizlibrary.com
- 3. www.bizlibrary.com/free-trial BizLibrary helps organizationssucceed by improving the way employeeslearn.
- 4. ? What is yourbiggest pain with performance reviews?
- 5. How do yourate the effectiveness of your performance review process??
- 6. How effective doyou believe self-rating questions are at objectively evaluating performance? ?
- 7. WHAT WE HOPEYOU’LL LEARN The role of performance management Why we do performance reviews Why continuouslearning and development is important
- 8. 66% Of employees saythe performance review process interferes with their productivity. 65% Of employees say performance reviews aren’t even relevant to their jobs. 90% Of HR professionals don’t believe their companies’ performance reviews provide accurate information SOURCE: Corporate Executive Board NOT Meeting Expectations
- 9. Appraisals are whereyou get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved. Source: Guy Browning, British Humorist and Writer
- 10. The “Terrible Toos”Of Performance Reviews Adapted from: Fearless Performance Reviews: CoachingConversations That Turn Every Employeeintoa Star Player, Jeffrey Russell and Linda Russell(McGraw-Hill 2014) Too much at stake. Too judgmental. Too often – uncomfortable truths. Too much fixing blame. Too few managers are skilled at them. Too much uncertainty. Too little control. Too many one-way conversations.
- 11. Why We Do Performance Reviews? •Documenting performance problems • Recognizing high performers • Identifying developmental needs • Compensation and pay Documentation Recognition Development Pay ? ? Because we’re supposed to…
- 12. Clearly, the annualperformance review was designed for a work environment where control of individual employee performance was a key function. In today's team and collaborative environment, that perspective no longer makes sense. Source: Ray B. Williams, Wired for Success Reproduced in Psychology Today
- 13. ’You were exceptionalwhen you came in, but now, relative to your peers, you’re only average.’ That doesn’t feel good. Donna Morris, Adobe’s senior vice president of global people and places, Is It Time to Put the Performance Review on PIP?, SHRM.org Adobe’s Qualitative Approach • Informal conversations or “check-ins” • Collaborative and knowledge- based work world • Decreased voluntary attrition by 25% Source: Is It Time to Put the Performance Review on PIP? SHRM.org
- 14. What can wedo to improve performance reviews?
- 15. 5 Keys toEffective Performance Management Identify and Use Competencies Set Clear Goals Honest and Objective Appraisal Determine Key Job Responsibilities Continuous Feedback and Coaching
- 16. Does the goalyou are setting promote goals you’ve set for the team and organization as a whole? Set Clear Goals Difficult, yet attainable for the employee? Can you measure it?
- 17. 1.What will successlook like for me? 2.How will I know? For each employee the goals should answer two questions:
- 18. Determine Key JobResponsibilities • What key behaviors lead to success? • How can the manager support improved performance? • Play to employee’s strengths
- 19. Managers have uniqueopportunities in their daily interactions with employees to empower them to discover and develop their strengths, and they have the ability to position employees in roles where they can do what they do best every day… …Employees who feel engaged at work and who are able to use their strengths in their jobs are more productive and profitable and have higher quality work. Source: Gallup Study, 2013 State Of The American Workplace
- 20. CORE COMPETENCIES Industry andculture JOB FAMILY COMPETENCIES Business discipline JOB ROLE COMPETENCIES Level of mastery required Identify and Use Competencies
- 21. Coaching and Feedback MANAGEROBLIGATIONS At any given time, a manager will function someplace on this continuum . . . . Supervision and Compliance Achievement of Goals
- 22. Coaching is aprocess that enables learning and development to occur and thus performance to improve. To be successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor
- 23. MY – WAYMINDSET COLLABORATIVE MINDSET I am right; you are wrong. In every situation and in every relationship you choose a position on this mindset continuum. I have something to learn. I’m in charge; you’re not. People are doing their best. My version of the truth is the right one. I only know part of the story. I need to win; you need to lose. We both can win. Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn EveryEmployee intoa Star Player, Jeffrey Russell and Linda Russell(McGraw-Hill 2014)
- 24. Objective Appraisal ofPerformance • Objective = fair • Timely notes and records • Observations • Professional judgement
- 25. What are mydevelopment objectives? What activities do I need to undertake to achieve my objectives? What support/resources do I need to achieve my objectives What are the measures of success? Target date for achieving my objectives Create a Development Plan
- 26. 5 Keys toEffective Performance Management Identify and Use Competencies Set Clear Goals Honest and Objective Appraisal Determine Key Job Responsibilities Continuous Feedback and Coaching
- 27. Performance Excellence: Creatinga Healthy, Competitive, High-Performing Organization What You’ll Learn: 1. What performance excellence means 2. Steps you need to take to achieve performance excellence 3. Some threats to achieving performance excellence
- 28. Manager: Transforming intoa Culture of Accountability NEW 5 Part Video Series 1. Employee: What is Accountability? 2. Employee: How to be Accountable 3. Manager: Getting Started on Accountability 4. Manager: Transforming into a Culture of Accountability 5. Manager: Leading Accountable Teams
- 29. Try out thesevideo lessons and more! Let us know through the poll if you’d like a free trial of BizLibrary’s online course collection. Thousands of videos and unlimited access for your employees. www.bizlibrary.com/free-trial