Research and feedback on traditional performance management systems indicates that the parties involved do not find the process valuable. Managers dislike it because it is time consuming, lacks timeliness, seems to always be done under pressure, and are often disputed. Employees who receive “positive” performance reviews complain they are not good enough and employees that receive “negative” performance reviews complain they are inaccurate and not good enough. What a waste of time and energy!! “Stop Torturing them and give them something of Value”. Younger generation employees are clear that they need and insist on more feedback regarding all aspects of their jobs and job performance. How does management respond to this need? Initiate a system of ongoing performance management feedback. This feedback is in the form of regular conversations with the employee. How do you do this?

1. Stop Torturing your Managers and Employees with
Traditional Performance Management - Give Them
Something of Value
Dr. Robert Sniderman Shelley Trout
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2. Reflektive is committed to employee success—for your employees and
ours! We believe that every employee deserves a great manager, a
clear career path, and ample opportunities for development and
professional growth. Since day one, we’ve been passionate about
helping every employee reach their fullest potential. Our talented and
creative team started with an intuitive continuous feedback tool, which
is now the basis of our robust performance management solution.

3. 3
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www.humanresourcestoday.com/webinar-series/performance-management-masterclass/
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4. About Dr. Robert Sniderman
Robert Sniderman, Ph.D., SPHR. , SHRM-SCP, Director of EXTTI, Inc and President of The Entrepreneurial Edge, Inc
and HRFocus USA, a corporation that provides Organizational/Business/Human Resource consulting, Expert Witness
and Impartial Investigation services. Dr. Sniderman, renowned as an executive and owner’s coach, facilitator of
business groups, consultant in organizational change management, human resource management, external workplace
investigations and workplace litigation expert witness, on-line recruitment/selection/retention, teambuilding, training
and development, executive development, and strategic planning and change. He is particularly expert in coaching
managers and executive in techniques that facilitate their ability to change the conversations they are having with
employees to foster more open and transparent feedback and discussion. He is a long-standing member of SHRM and
AWI. Dr. Sniderman has completed the AWI National Institute in 2013. Dr. Sniderman earned his Doctorate degree in
Organizational Psychology and has been providing services to the business and human resources community since
1976.
About Shelley Trout
Shelley went to UC Berkeley and majored in Anthropology & Archaeology. After working at the Center of
Digital Archaeology, she became fascinated with digital representations of personality and culture, and now
leads Webinar Production at Aggregage, providing some of the most interesting thought-leaders across a
wide variety of industries with a space to celebrate the diversity, depth, and experience of their professional
cultures, personalities, and passions.

5. 5
AGENDA
• Traditional Performance Management Techniques
are not Working!
• Fixed vs. Growth Mindset and How that Impacts
Performance Management
• Going Forward in a New Way
• Implementation

6. 6
THE DATA WAS NEVER ANY GOOD
ANYWAY
• Two thirds of rated top performers not the top
performers (CEB, 2012)
• Under 25% of performance ratings correlate to
performance (Scullen et al, 2000)
• 90% of performance systems are a failure (SHRM,
2009)
(Neuroleadership Institute)

7. 7
DELL STUDY: HEART OF THE
CHALLENGE?
• 50% were surprised by their rating
• 87% negatively surprised
• Correlates to 47,850 employees
• Many surprised were the better performers. They expected
‘best’ and got a ‘great’ or ‘great’ and got ‘good’
• Link to 23% lower engagement than those not surprised
(Neuroleadership Institute)

8. 8
WHY CHANGE?
• Todays Businesses need to be Agile
• Businesses need to Encourage Collaboration
while Increasing Focus
• Businesses need to be Fast and in Teams,
Connect on “How the Work Gets Done”
• Need to Simplify the Process, Make it Easy
(Neuroleadership Institute)

9. 9
PERFORMANCE MANAGEMENT CONTINUUM
Forced
Ranking
Ratings
Based on
quantitative results
(i.e. 1-5)
Structured
conversations
Guided
conversations
From:
Judge
Competitive assessment
Annual event
Top down
Individual contribution
Significant paperwork
Fixed mindset
Overwhelming threat
To:
Coach
Coaching and development
Frequent conversations
Shared responsibility
Enterprise contribution
Minimal paperwork
Growth mindset
Manageable threat(Neuroleadership Institute)
Guided
conversations

10. 10
THREE IDEAS
1. Foster a Growth Mindset to encourage
continual improvement
2. Minimize Threat to have candid and honest
conversations
3. Facilitate Insight if you need people to
positively embrace change
(Neuroleadership Institute)

11. 11
TWO MINDSETS
Fixed mindset Growth mindset
A belief that intelligence and talent are A belief that intelligence and talent
static and can’t be changed in any can be developed
meaningful way
Leads to a desire to look smart Leads to a desire to learn
• Feedback can be a setback
• Stretch goals are risky
• Motivation comes from approval
• Focus on what you are good at
• Other’s success can be a threat
• Feedback is a chance to learn
• Stretch goals are helpful
• Motivation comes from mastery
• Focus on where you can develop
• Other’s success inspires learning

12. 12
SHIFTING MINDSETS
FIXED MINDSET GROWTH MINDSET
“PROVE” “IMPROVE”

13. 13
Impact of Two Mindsets
FIXED
• Prove Yourself
• Demonstrate your skills
• Perform better than others
• INTERNAL DIALOGUE:
• Am I able to do this?
• Maybe I just don’t have the talent
• It’s not my fault it was someone else's
responsibility
(Neuroleadership Institute)
GROWTH
• Improve Yourself
• Develop your skills
• Perform better than you have in
the past
• INTERNAL DIALOGUE:
• I’m not sure I can do this right now but I will
give it a go
• If I don’t take responsibility, I can’t fix it. I need
to listen and learn

14. 14
IDEAS GOING FORWARD
1. Foster a Growth Mindset to Encourage Continual Improvement
2. Minimize Threat in order to have Honest Conversations
3. Facilitate Insight if you WANT People to Positively Embrace Change
(Neuroleadership Institute)

15. 15
HOW DO YOU IMPLEMENT THIS?
• If you do not already have a developmental mindset you need
to change the culture (For the sake of this discussion let’s assume you are there)
• Work with your managers to help them to develop the skills to
have rewarding conversations with their team
• Train employees to participate in these conversations as reward
not threat
• Document the ongoing conversations in a confirming way
• Be Transparent
• Be Honest

16. 16
To Be Successful and Have Some Fun
• Help Managers Change the Conversations
• Provide a Value Proposition to All Employees
• Provide Managers an Opportunity to Practice in a Safe
Environment
• Help Managers and Employees get Comfortable with Honest
Conversations without Threat
• When an Employee is not able to be Successful it is best to
use the tried and true Traditional Methods

17. 17
RECAP
• The Data is clear Regarding the Effectiveness of Traditional
Performance Management
• We discussed Fixed and Growth Mindset/ Drawbacks and
Advantages
• Shifting the Mindset and Implementing New Conversations
• How to keep it going

18. 18
Q&A
President of The Entrepreneurial Edge, Inc. and
HRFocus USA
Linkedin page: hrfocususa/
Twitter ID: @HRFocus
Website: www.hrfocususa.com/
Dr. Robert Sniderman
With:
Editor of Human Resources Today & Recruiting
Brief, Aggregage
Linkedin page: shelleytrout/
Twitter ID: @hrposts/ @recruitingbrief
Website: http://www.aggregage.com
Shelley Trout
Moderator:
www.humanresourcestoday.com/webinar-series/performance-management-masterclass/
www.recruitingbrief.com/webinar-series/performance-management-masterclass/