taking the pain out of performance reviews - webinar 05_22_14
DESCRIPTION
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization. In this webinar we'll discuss: The role of performance management. Why we do performance reviews? Key strategies for effective performance management. Continuous learning and development. www.bizlibrary.comTRANSCRIPT
Taking The Pain Out of
PERFORMANCE
REVIEWS
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How often does your
organization review
performance?
a. Annually
b. Semi-annually
c. Quarterly
d. Continuously
e. Rarely
BIZLIBRARY.COM
74%
21%
3% 2% 0%
Annually
Semi-annually
Quarterly
Ongoing
Monthly
SHRM Survey Fall 2012: How frequently does your
organization conduct employee performance reviews?
What is your biggest
pain with performance
reviews?
a. Infrequent
b. Subjective
c. Not goal focused
d. Inconvenient
e. De-Motivating
How does your
organization currently
conduct performance
reviews? a. Paper and pen
b. Spreadsheets or word
documents
c. Web-based tool
d. Something else
e. We don’t have a
formal process/ system
What You’ll Learn:
3
2
1 The role of performance
management.
Why we do performance
reviews?
Key strategies for effective
performance management.
Continuous learning and
development.
4
BIZLIBRARY.COM
of HR Leaders think annual performance
reviews are not an accurate appraisal of
employee’s work.
According to a 2012 SHRM/Globoforce survey
45%
30% of performance reviews
ended up in decreased
employee performance. According to an article published in
The Psychological Bulletin
1 2
3 U.S. workers are dissatisfied with their job
performance reviews.
According to a 2009 Reuters poll
5 4
Appraisals are where you 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.
Guy Browning,
British Humorist and Writer
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.
Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn Every Employee into a Star Player,
Jeffrey Russell and Linda Russell (McGraw-Hill 2014)
THE “TERRIBLE TOOS” OF
PERFORMANCE REVIEWS
TOP 5 PROBLEMS WITH
PERFORMANCE
REVIEWS
1. Infrequent
2. Subjective
3. Not goal focused
4. Inconvenient
5. De-Motivating
Documenting performance problems.
Recognizing high performers.
Identifying development needs.
Compensation.
Because we’re supposed to….
WHY WE DO
PERFORMANCE REVIEWS?
THE BEST KIND OF PERFORMANCE REVIEW IS NO
PERFORMANCE REVIEW.
A lot of people won’t tell you this,
but they don’t need to document
your good performance, just your
poor one…That way they have
written documentation that’ll help
them get rid of you without fear
of retribution.
AUBREY DANIELS
• a clinical psychologist
turned management
consultant
• coined the term
“performance
management” in the
1970s
Clearly, the annual performance 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.
Ray B. Williams, Wired for Success
Reproduced in Psychology Today
PURPOSE Improve
Performance
• Change our mind set to a
COLLABORATIVE/COACHING
mindset
• Learn and then teach 5 best
practices
MY – WAY MINDSET 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 Every Employee into a Star Player,
Jeffrey Russell and Linda Russell (McGraw-Hill 2014)
Focus on continuous learning – TOGETHER.
It’s all about improvement.
Mutual conversations about discovery.
Remember, it’s about helping the EMPLOYEE
improve and learn (repeat, but it’s THAT important!)
COLLABORATIVE –
COACHING MINDSET
Set clear goals.
Determine key job responsibilities.
Identify and use competencies.
Coach on a day-to-day basis – continuous
feedback.
Honest and objective (data and factual).
KEYS TO EFFECTIVE PERFORMANCE
MANAGEMENT: A Path To Collaborative And Coaching Mindset
3
2
1
4
5
Set Clear Goals
• Does the goal you are setting
promote goals you’ve set for
the organization as a whole?
• …promote goals you’ve set for
the team as a whole?
• Difficult, yet attainable for the
employee?
• Can you measure it?
SETTING PERFORMANCE GOALS
ORGANIZATIONAL GOAL Become a market leader.
CUSTOMER SERVICE GOAL Deal with customer complaints efficiently.
CUSTOMER SERVICE REPRESENTATIVE GOAL Customer service representatives should be part of the
company's effort to become a market leader by dealing with customer complaints efficiently.
Determine
key job responsibilities
• What does successful
performance look like?
• How do we know?
Managers have unique opportunities 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
Identify
and use competencies
• CORE COMPETENCIES: Industry
and culture
• JOB FAMILY COMPETENCIES:
Business discipline
• JOB ROLE COMPETENCIES:
Level of mastery required
Coaching
and Feedback
• Not training
• Advice, counsel, support,
guidance, boosting
confidence.
I haven’t got the slightest idea of how to
change people, but I keep a long list of
prospective candidates just in case I should
ever figure it out.
David Sedaris, American humorist and author
Objective
appraisal of performance
• Objective = Fair.
• Timely notes and records.
• Observations.
• Professional judgment.
Organizations with a strong learning culture significantly
outperform their peers…
Innovation
46%
More likely to be first to
market
Productivity
37%
Greater employee
productivity
Time to Market
34%
Better response to customer
needs
Quality
26%
Greater ability to deliver “quality
products”
Skills for the future
58%
More prepared to meet future
demand
Profitability
17%
More likely to be
market share
leaders
BERSIN BY DELOITTE 2012
CONTINUOUS LEARNING
AND DEVELOPMENT
SKILL/CAPABILITY DEVELOPMENT
OPTIONS
MY
DEVELOPMENT
ACTION
TIMING
Leading meetings Video: Leading Meetings -
Create meeting behavior
expectations with your team
Gather with your
team to discuss
meeting
management and to
create meeting
expectations that
should be applied to
all team and project
meetings.
Review
monthly
SKILLS DEVELOPMENT PLAN
Set clear goals.
Determine key job responsibilities.
Identify and use competencies.
Coach on a day-to-day basis – continuous
feedback.
Honest and objective (data and factual).
KEYS TO EFFECTIVE PERFORMANCE
MANAGEMENT: A Path To Collaborative And Coaching Mindset
3
2
1
4
5
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Course: Handling Tricky Appraisals
“Appraisals can be constructive,
destructive or useless. Your
contribution directly impacts the
outcome.” Eve Ash
Target: Managers
Course: Giving Feedback: Emotional
Intelligence in Action
This is a simple model for formal and
informal feedback, and
demonstration of an emotionally
intelligent approach.
Target: All employees
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4 Course Series: Effective
Performance Reviews
It is not enough to simply review
an employee’s performance at
the end of the year. Employees
know when we are just going
through the motions, and in turn,
they do not see the review as
anything more than a time for
their boss to tell them everything
they did wrong during the prior
year. On the other hand, when a
review is conducted effectively,
employees become more
engaged in the process and, in
improving their performance.
Target: Managers
1. Purpose Of Conducting Effective
Performance Reviews
2. Preparing For The Review
3. How To Conduct A Review
Meeting
4. What To Do After The Review
Meeting
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6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your employees' performance with the
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training videos and eLearning courses today!
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Chris Osborn
Vice President of Marketing
@chrisosbornstl
Jessica Batz
Marketing Specialist
@jessbatz
@BizLibrary