performance reviews september 2014
DESCRIPTION
Half day open training event held in Toronto, Ontario, CanadaTRANSCRIPT
September 2014
PERFORMANCE REVIEWS
Slide 2
3 Introduction 4-5 Definitions 6-9 Benefits of performance reviews 8-9 Determining base pay and total earnings 10-11 Strategies around performance reviews 12-14 Creating a more effective pay-for-performance system for the public sector
15-17 Avoiding discrimination 18-20 Creating a valid and legally defensible pay-for-performance plan 21-22 Defining job performance and the creation of a performance review
instrument 23-24 Areas to consider when setting objectives 25-27 Improving the level of employee buy-in 28-30 Factors which support alignment of objectives 31-32 Rating errors 33-34 Forced distribution 35-36 Graphic rating scale for work quantity 37-39 Ratings and reviews 40-41 Where HR goes wrong with performance reviews 42-44 Criticisms of annual performance reviews 45-50 Replacing the annual performance review 51 Summary and questions
Agenda
Toronto Training & HR Inc. is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking15 years in training and human
resourcesFreelance practitioner since 2006
The core services provided by Toronto Training & HR are:
Training event designTraining event deliveryHR support with an emphasis on
reducing costs, saving time plus improving employee engagement and morale
Assistance for job seekers
Introduction to Toronto Training and Human Resources Inc.
Slide 3
DEFINITIONS
Slide 4
Performance reviewAppraisal
Purposes of a performance review
Definitions
Slide 5
BENEFITS OF PERFORMANCE REVIEWS
Slide 6
Employee participation is an effective tool for enhancing job-related autonomy, a necessary precondition for employee growthPerformance review participation provides employees with a voice into the performance review process-if employees are confident in the fairness of the performance review process, they are more likely to accept performance ratings, even adverse ones
Benefits of performance reviews 1 of 3
Slide 7
Employees possess valid, unique, and relevant performance information that is unavailable or unobservable by the rater, therefore the quality, quantity, accuracy and validity of performance review information increasesEmployee ownership in the process provides a personal stake in the success of the system, enhancing employee acceptance
Benefits of performance reviews 2 of 3
Slide 8
Employee participation generates an atmosphere of co-operation and employee support
Benefits of performance reviews 3 of 3
Slide 9
STRATEGIES AROUND PERFORMANCE REVIEWS
Slide 10
Strategies around performance reviews
Slide 11
High performance, low attitude
High performance, high attitude
Low performance, low attitude
Low performance, high attitude
CREATING A MORE EFFECTIVE PAY-FOR-PERFOMANCE SYSTEM FOR THE PUBLIC SECTOR
Slide 12
Identify a systematic procedure for creating performance review instrumentsDescribe the appropriate training for those conducting a performance review interview
Creating a more effective pay-for-performance system for the public sector 1 of 2
Slide 13
Implement performance reviews using the developed instruments and performance interview/review training Evaluate employee attitudes towards the newly developed system
Creating a more effective pay-for-performance system for the public sector 2 of 2
Slide 14
AVOIDING DISCRIMINATION
Slide 15
Questions to askDo members of a protected group receive disproportionately lower ratings than others? Do members of a protected group receive disproportionately more low ratings than others? Or fewer high ratings?
Avoiding discrimination 1 of 2
Slide 16
Questions to ask (continued)Does membership in a protected group predict one’s performance ratings? Do performance ratings explain race, gender or age disparities in pay or promotions?Is the performance management system effective?
Avoiding discrimination 2 of 2
Slide 17
CREATING A VALID AND LEGALLY DEFENSIBLE PAY-FOR-PERFORMANCE PLAN
Slide 18
A definition of job specific performance that leads to the creation of a performance review document that clearly outlines low to high performance measuresA well-conducted performance review interview process
Creating a valid and legally defensible pay-for-performance plan 1 of 2
Slide 19
Equitable decisions regarding the amount of merit increases that will be given for different levels of performance
Creating a valid and legally defensible pay-for-performance plan 2 of 2
Slide 20
DEFINING JOB PERFORMANCE AND THE CREATION OF A PERFORMANCE REVIEW INSTRUMENT
Slide 21
Job analysisRating of tasksCreation of the performance review Identifying ratersRater trainingPerformance review interview
Defining job performance and the creation of a performance review instrument
Slide 22
AREAS TO CONSIDER WHEN SETTING OBJECTIVES
Slide 23
AutonomyMasteryPurpose
Areas to consider when setting objectives
Slide 24
IMPROVING THE LEVEL OF EMPLOYEE BUY-IN
Slide 25
What can employees gain?SMART objectivesDocumenting evidenceStrengthsAreas for improvementActive listeningWhen disagreement occursWhen needs are not being metCoaching managers
Improving the level of employee buy-in 1 of 2
Slide 26
Obstacles and how to overcome themSymmetry
Improving the level of employee buy-in 2 of 2
Slide 27
FACTORS WHICH SUPPORT ALIGNMENT OF OBJECTIVES
Slide 28
What does the alignment of objectives involve ?
Climate fitCommunicationLeadership supportManagement guidanceStrategic plan characteristicsStrategic plan level
Factors which support alignment of objectives 1 of 2
Slide 29
Plan alignmentEmployee alignment
Factors which support alignment of objectives 2 of 2
Slide 30
RATING ERRORS
Slide 31
Halo and hornsLeniencyStrictnessCentral tendencyPrimacyRecencyContrast effects
Rating errors Slide 32
FORCED DISTRIBUTIONSlide 33
Forced distributionSlide 34
GRAPHIC RATING SCALE FOR WORK QUANTITY
Slide 35
Graphic rating scale for work quantity
Slide 36
RATINGS AND REVIEWS
Slide 37
RatingsCategoricalOverallPreliminary v finalMidyear v annual
Ratings and reviews 1 of 2
Slide 38
ReviewsManagerDepartment360
Ratings and reviews 2 of 2
Slide 39
WHERE HR GOES WRONG WITH PERFORMANCE REVIEWS
Slide 40
No-one comes out of them any wiserToo much focus on the what and not the howEmployees feel disengaged as there is too much them and usObjectives aren’t clearly definedThere’s never any praise
Where HR goes wrong with performance reviews
Slide 41
CRITICISMS OF ANNUAL PERFORMANCE REVIEWS
Slide 42
Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but often a surpriseManagers can’t judge an entire year of work from an individual, so the annual review is awkwardWe usually have many peers and managers, so one person can’t adequately rate you without peer input
Criticisms of annual performance reviews 1 of 2
Slide 43
Issues with people who are a poor fit and perform poorly should be addressed immediatelyPeople are inspired and motivated by constructive feedback—and the performance review process works against thisThe development part of a performance review conversation—what can be done to improve performance and engagement—is often ignored or depreciated
Criticisms of annual performance reviews 2 of 2
Slide 44
REPLACING THE ANNUAL PERFORMANCE REVIEW
Slide 45
Develop a feedback-rich culture and tools (online, formal and informal) that encourage all employees to give each other feedbackSeparate discussions about performance from discussions about potential, pay raises, and future career plansAssume that employees know about their strengths, weaknesses, and performance, and ask them to self-assess and share it with you
Replacing the annual performance review 1 of 5
Slide 46
Enable managers to assess performance and give their people feedback regularly-as you do this, it gets easier and employees appreciate itFocus managers on hiring the best and building a team of high performers-rather than assume that 20% of your people will perform poorly, spend more time on assessment, culture, and fit to ensure low performers aren’t hired in the first place
Replacing the annual performance review 2 of 5
Slide 47
Assume everyone wants to succeed, so if they aren’t performing well it’s not necessarily their fault—you should help them find a better fit so set and evaluate objectives frequentlyBeware of pay for performance plans (these tend to create perverse behaviour, as people focus on their objectives at the expense of the organization); in sales, pay for performance can work well; but in other roles it can cause problems
Replacing the annual performance review 3 of 5
Slide 48
Give your managers a strong cultural framework and set of values to hire and manage from-this makes selection easier and enables you to evaluate and coach people more effectivelyInvest in leadership development-most managers struggle with selection, hiring, training, coaching, and evaluation
Replacing the annual performance review 4 of 5
Slide 49
Provide managers with time and tools to learn, a framework for feedback, and continuous development so they become betterReward talent production not talent hoarding-if you pay managers to produce output, they’ll focus on talent performance and evaluation Use talent production metrics to evaluate leaders, forcing reviews to move toward coaching/development
Replacing the annual performance review 5 of 5
Slide 50
SUMMARY AND QUESTIONS
Slide 51