astd 10 steps

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10 Steps For Conducting Effective10 Steps For Conducting Effective

Performance ReviewsPerformance Reviews

A Transformational Em lo eeA Transformational Em lo ee--Centered Approach toCentered Approach to

Performance AssessmentPerformance Assessment

www.RussellConsultingInc.comwww.RussellConsultingInc.com 2008, Photograph by Jeff Russell 2008, Photograph by Jeff Russell

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,,

What makes a performanceWhat makes a performancereview a ood reviewreview a ood review??

or even an ugly oneor even an ugly one??

2009, Russell Consulting, Inc. 2009, Russell Consulting, Inc. Helping Leaders Build and SustainHelping Leaders Build and Sustain GreatGreat Organizations!Organizations!

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. . .. . .

1.1. ForwardForward looking.looking.

2.2. MoreMore developmentaldevelopmental than evaluative.than evaluative.

.. ocuse onocuse on mprovemenmprovemen nnperformance behaviors and outcomes.performance behaviors and outcomes.

4.4. Anc ore to Great Per ormanceAnc ore to Great Per ormanceoutcomesoutcomes and goals that are definedand goals that are defined

..5.5. EmployeeEmployee--centered.centered.


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. . .. . .6.6. FrequentFrequent conducted as often as necessary toconducted as often as necessary to

track if and when problems occur.track if and when problems occur.

7.7. Conversational andConversational and informalinformal leadin to a sharedleadin to a sharedunderstandingunderstanding

8.8. Based upon a MutualBased upon a Mutual LearningLearning MindsetMindset vs. avs. aUn atera Contro M n set.Un atera Contro M n set.

9.9. Objective andObjective and datadata--basedbased using observable andusing observable and

..10.10. MeaningfulMeaningful . . . both the performer and the. . . both the performer and the


themselves and each other.themselves and each other.

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1.1. Adopt aAdopt a Mutual LearningMutual Learning MindsetMindset as aas a

performance coach and as a performer.performance coach and as a performer.2.2. Establish an overarchingEstablish an overarching frameworkframework for definingfor defining

an manag ng per ormance.an manag ng per ormance.

3.3. Evaluate and update the performersEvaluate and update the performersjobjob..

4.4. Mutually discuss and defineMutually discuss and define greatgreat performanceperformance

, , , ., , , .5.5. Discuss and defineDiscuss and define mutualmutual expectations that eachexpectations that each

of ou have for the erformance artnershi .of ou have for the erformance artnershi .


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6.6. Monitor performanceMonitor performance outcomesoutcomes and documentand document

performance results.performance results.7.7. Discuss performanceDiscuss performance issuesissues as they arise.as they arise.

8.8. FollowFollow--through onthrough on commitmentscommitments that each havethat each have

made to support the performer in achieving hismade to support the performer in achieving his..

9.9. Prepare for the performancePrepare for the performance coachingcoaching

..10.10. NavigateNavigate the performance coachingthe performance coaching

conversation.conversation.


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Defining what GP is forefining what GP is for Customersustomers, Team/Coeam/Co-Workersorkers, and theand the Companyompany. . ..

DefineefineGreatreat Performanceerformance

Outcomesutcomes Profoundlyrofoundly positiveositive

RESULTSESULTS People notice!eople notice!eople notice!eople notice!

Develop Goals, Strategies,Develop Goals, Strategies,

and Takeand Take ActionsActions totoAchieve OutcomesAchieve Outcomes

MakeMake

ImprovementsImprovements1 ?

1.. What worked?hat worked?2.. What didnt work?hat didnt work?3.. Why?hy?4.. What will I keep doing? Dohat will I keep doing? Do

diff l ?iff l ? Provide OrganizationalProvide OrganizationalSupportSupportProvide Logical Consequences

for Performance Outcomes

differently?ifferently?

EvaluateEvaluate

ResultsResults 2009, Russell Consulting, Inc. 2009, Russell Consulting, Inc.www.RussellConsultingInc.comwww.RussellConsultingInc.com

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PerformancePerformance OutcomeOutcome GoalsGoals

1.1. MaintainMaintain performance strengthsperformance strengths

2.2. ImproveImprove performanceperformance

.. dutiesduties..

4.4. GrowGrow the job to a new level.the job to a new level.


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PerformancePerformance ProcessProcess GoalsGoals

1.1. Build greater jobBuild greater job

2.2. Build greater job/companyBuild greater job/companycomm mencomm men

partnershippartnership


.. en yen y sys emsys em pro ems c a engespro ems c a enges

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1.1. What is goingWhat is going wellwell with the job?with the job?

2.2. WhatWhat NOTNOT going well in the job?going well in the job?

3.3. WhyWhy is/isnt this going well?is/isnt this going well?

4.4. WhatWhat changeschanges or improvementsor improvementscould ou make in how ou do ourcould ou make in how ou do ourjob to help improve things that arejob to help improve things that arenot going well?not going well?


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5.5. How might I (your supervisor/coach)How might I (your supervisor/coach) helphelpyou to e more success u n your oyou to e more success u n your o

6.6. What do you see as performance areasWhat do you see as performance areasw ere ere may e a nee orw ere ere may e a nee or newnewresponsibilities and future growth inresponsibilities and future growth in

7.7. How would you assess yourHow would you assess your overalloverall

each of your job and organizationaleach of your job and organizationalresponsibilities?responsibilities?


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afraid to tell the truth.afraid to tell the truth. . war s em ng. war s em ng

2008, Photograph by Jeff Russell 2008, Photograph by Jeff Russell

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afraid to tell the truth.afraid to tell the truth. . war s em ng. war s em ng


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WE TEND TO . . .E TEND TO . . .

mindset that seeks to avoidmindset that seeks to avoid

dodge the bullet, pass thedodge the bullet, pass the

embarrassment, run forembarrassment, run for


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UNILATERAL CONTROL A LOSING PROPOSITION


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. . .

MindsetMindset and let it lead us towardand let it lead us toward

Or . . . We can consciously engage anOr . . . We can consciously engage an

Learning MindsetLearning Mindset


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Based on an alternative set of core valuesBased on an alternative set of core values

Focuses on understanding and learningFocuses on understanding and learning

Assumes that we know and understand onlyAssumes that we know and understand onlya part of the puzzlea part of the puzzle

Honors other peoples perspectiveHonors other peoples perspective especially when there is disagreementespecially when there is disagreement

Is more likely to lead to effectiveIs more likely to lead to effectiverelationships and positive resultsrelationships and positive results


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MUTUAL LEARNINGUTUAL LEARNING A WINNING APPROACHWINNING APPROACH


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GOVERNING VALUES FOR MUTUAL LEARNINGOVERNING VALUES FOR MUTUAL LEARNING Valid InformationValid Information All relevant information is shared soAll relevant information is shared so

that everyone understands what they need to knowthat everyone understands what they need to know

GOVERNING VALUES FOR MUTUAL LEARNINGOVERNING VALUES FOR MUTUAL LEARNING

Free and Informed ChoiceFree and Informed Choice People make theirPeople make theirindependent decisions based upon valid information, notindependent decisions based upon valid information, noton ressureon ressure

Internal Commitment to DecisionsInternal Commitment to Decisions Individuals takeIndividuals take

responsibility for the decisions that they participate inresponsibility for the decisions that they participate in ransparencyransparency n v ua s ee com or a e w open,n v ua s ee com or a e w open,

honest, and direct communication with no hiddenhonest, and direct communication with no hiddenagendas or undiscussablesagendas or undiscussables

EmpathyEmpathy Individuals have compassion for others andIndividuals have compassion for others anddiffering viewpoints and a genuine interest indiffering viewpoints and a genuine interest inunderstandin anothers ers ective.understandin anothers ers ective.


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THE ENACTING BEHAVIORSHE ENACTING BEHAVIORS1.1. Share allShare all relevant informationrelevant information..

THE ENACTING BEHAVIORSHE ENACTING BEHAVIORS

2.2. Identify andIdentify and test assumptions andtest assumptions andinferences.inferences.

3.3.Suspend judgmentSuspend judgment..

4.4. Share yourShare your reasoning and intentreasoning and intent and inquireand inquireinto others reasoning, intentions,into others reasoning, intentions,

, , ., , .5.5. ListenListen for understanding .for understanding .


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THE ENACTING BEHAVIORSHE ENACTING BEHAVIORS6.6. Focus onFocus on interestsinterests not ositions.not ositions.

THE ENACTING BEHAVIORSHE ENACTING BEHAVIORS

7.7. DevelopDevelop shared meaningshared meaning of key words,of key words,concepts, eas, etc.concepts, eas, etc.

9.9. See the parts,See the parts, understand the wholeunderstand the whole..

10.10. UseUse critical reflectioncritical reflection to examine deeplyto examine deeply


,,

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The truth shall make you free . . .The truth shall make you free . . .

ut rst t s a ma e you m sera eut rst t s a ma e you m sera e

American psychologistAmerican psychologist

. , .. , .


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FINAL THOUGHTSINAL THOUGHTSINAL THOUGHTS . . .INAL THOUGHTS . . .1.1. Each employee is responsible for his her ownEach employee is responsible for his her own

2.2. This includes conducting a selfThis includes conducting a self--assessment of hisassessment of hisor her own performanceor her own performance

3.3. The coach conducts (independently) his or herThe coach conducts (independently) his or herown analysis of the employees performanceown analysis of the employees performance

following:following: Whats going well in your job?Whats going well in your job?

What isnt oin well?What isnt oin well?

Why is/isnt it going well?Why is/isnt it going well? What changes/improvements could you make in your job toWhat changes/improvements could you make in your job to

enhance your job performance?enhance your job performance?


How can I best help you achieve your performance goals?How can I best help you achieve your performance goals?

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FINAL THOUGHTS . . .INAL THOUGHTS . . .INAL THOUGHTS . . .INAL THOUGHTS . . .6.6. The coach invites the employeeThe coach invites the employee

7.7. The coach completes the finalThe coach completes the finalperformance review formperformance review formfollowingfollowing the performancethe performance

reviewreview


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1.1. Adopt aAdopt a Mutual Learning MindsetMutual Learning Mindset..

.. ..

3.3. Update the performers job description.Update the performers job description.

.. ..

5.5. Discuss and define mutual expectations.Discuss and define mutual expectations.

.. ..

7.7. Discuss performance issues as they arise.Discuss performance issues as they arise.

--.. ..

9.9. Prepare for the performance coaching conversation.Prepare for the performance coaching conversation.


.. ..

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, ,, ,"Where have I gone wrong"Where have I gone wrong? Then a voice? Then a voice

""This is going to take more than one night.This is going to take more than one night.

Charles M. SchulzCharles M. SchulzCharlie Brown in "PeanutsCharlie Brown in "PeanutsAmerican CartoonistAmerican Cartoonist

2006, Photograph by Jeff Russell

b. 1922, d. 2000b. 1922, d. 2000

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Thank you for attending thisThank you for attending this

--performance reviews.performance reviews.

VisitVisit www.RussellConsultingInc.comwww.RussellConsultingInc.comor a copy o sor a copy o s presen a on.presen a on.

workplace journal, complete theworkplace journal, complete the

..

2008, Photograph by Jeffrey Russell 2008, Photograph by Jeffrey Russell 2008, Photograph by Jeff Russell 2008, Photograph by Jeff Russell

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