In this webinar we'll discuss the role of performance management and key strategies for effective performance management. www.bizlibrary.com/webinars

1. Taking The Pain Out of
PERFORMANCE
REVIEWS
WEBINAR BROUGHT TO YOU BY:

2. ?
What is your biggest pain with performance reviews?

3. WHAT WE HOPE YOU’LL LEARN
The role of performance management
Why we do performance reviews
Why continuous learning and development is important

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
of employees think clear, honest communication from managers would improve the quality of management.
According to Employee Survey Specialist ETS
45%

5. 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

6. THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS
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)

7. 1.Infrequent
2.Generic
3.Not every goal is considered
4.Not agile
5.Bad for engagement

8. WHY WE DO PERFORMANCE REVIEWS?
?
DOCUMENTING PERFORMANCE PROBLEMS
RECOGNIZING HIGH PERFORMERS
IDENTIFYING DEVELOPMENTAL NEEDS
COMPENSATION
Because we’re supposed to…

9. 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

10. 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

11. PURPOSE:
IMPROVE PERFORMANCE
CHANGE OUR MINDSET TO A COLLABORATIVE/COACHING MINDSET
LEARN AND TEACH THE FIVE BEST PRACTICES

12. 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)

13. COLLABORATIVE – COACHING MINDSET
FOCUS ON CONTINUOUS LEARNING - TOGETHER
IT’S ALL ABOUT IMPROVEMENT
MUTUAL CONVERSATIONS ABOUT DISCOVERY
HELP THE EMPLOYEE IMPROVE AND LEARN (I know – this is the same as the first two points . . . BUT – it’s THAT important!)

14. KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT
SET CLEAR GOALS
DETERMINE KEY JOB RESPONSIBILITIES
IDENTIFY AND USE COMPETENCIES
COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK
HONEST AND OBJECTIVE

15. 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?

16. 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.

17. DETERMINE KEY JOB RESPONSIBILITIES
WHAT DOES SUCCESSFUL PERFORMANCE LOOK LIKE?
HOW DO WE KNOW?
DESIGN TO EMPLOYEE’S STRENGTHS

18. 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

19. IDENTIFY AND USE COMPETENCIES
CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES Business discipline
JOB ROLE COMPETENCIES
Level of mastery required

20. COACHING AND FEEDBACK
NOT TRAINING
ADVICE, COUNSEL, SUPPORT, GUIDANCE, BOOSTING CONFIDENCE

21. 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

22. OBJECTIVE APPRAISAL OF PERFORMANCE
OBJECTIVE = FAIR
TIMELY NOTES AND RECORDS
OBSERVATIONS
PROFESSIONAL JUDGEMENT

23. 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

24. KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT
SET CLEAR GOALS
DETERMINE KEY JOB RESPONSIBILITIES
IDENTIFY AND USE COMPETENCIES
COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK
HONEST AND OBJECTIVE

25. RECOMMENDED RESOURCES
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

26. Four Course Series: Effective Performance Reviews
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
RECOMMENDED RESOURCES

27. WWW.BIZLIBRARY.COM/FREE-TRIAL
7,000+ COURSES . 25 TOPIC AREAS . UNLIMITED ACCESS

28. THURS: 10.21 COACHING SKILLS FOR YOUR MANAGERS AND LEADERS
THURS. 10.23
THE 3 B’S OF A CONTENT DEVELOPMENT STRATEGY
www.bizlibrary.com/webinars
THURS: 10.30
HOW TO CREATE A COMPETENCY- BASED TRAINING PROGRAM

29. BIZLIBRARY.COM
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl