Half day open training event held in Toronto, Canada.

1. Conducting effective performance
reviews and appraisals
by Toronto Training and HR
March 2012

2. 3-4 Introduction to Toronto Training and HR
5-7 Development and implementation of 360
Contents
degree feedback
8-9 Numbers and ratings
10-11 Moving away from paper-based reviews
12-13 Objectives of performance appraisals
14-15 Performance contracting
16-17 When employees are dissatisfied
18-20 A shift age alternative
21-22 Types of performance review
23-24 Performance reviews for smaller employers
25-26 Strategic plans for appraisals
27-28 An hour each quarter…
29-31 Conducting performance appraisals
32-35 Practical problems with rating systems
36-38 Issues around professional ethos
39-41 Typical questions
42-43 Questions for the appraisee
44-46 Appraiser training
47-49 Common themes
50-51 Case study
52-53 Drill
54-55 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Development and
implementation of 360
degree feedback
Page 5

6. Development and
implementation of 360 degree
feedback 1 of 2
Define objectives
Decide on recipients
Decide on who will give the feedback
Decide how feedback will be given
Decide on the areas of work and behaviour on
which feedback will be given
Decide on the method of collecting the data
Decide on data analysis and presentation
Page 6

7. Development and
implementation of 360 degree
feedback 2 of 2
Decide on how the data will be used
Plan the initial implementation program
Analyse the outcome of the pilot scheme
Plan and implement the full program
Monitor and evaluate
Page 7

8. Numbers and ratings
Page 8

9. Numbers and ratings
Using multi-rater surveys
Setting or reviewing targets and goals
Page 9

10. Moving away from paper-
based reviews
Page 10

11. Moving away from paper-based
reviews
Start
eAppraisals
Siloed appraisals
Full circle performance reviews
Page 11

12. Objectives of performance
appraisals
Page 12

13. Objectives of performance
appraisals
Clarify what individuals are accountable for “doing”
in their organizational roles
Provide individuals with on-going feedback about
their level of results delivery
Provide individuals with insight into ways in which
they can “develop/enhance” their skills sets
Relate personal performance levels to performance
based compensation amounts
Identify and address the issue of “under
performers”
Page 13

14. Performance contracting
Page 14

15. Performance contracting
What is performance contracting?
What is the relationship between performance
contracting and performance appraisal?
Differences between performance contracting and
performance appraisal
Successfully implementing performance
contracting
Page 15

16. When employees are
dissatisfied…
Page 16

17. When employees are
dissatisfied…
Hold your composure
Review and analyze
Go through the job description
Check for evaluation errors
Double check the process
Prepare for a meeting
Be respectful
Take the next formal step
Move on
Page 17

18. A shift-age alternative
Page 18

19. A shift age alternative 1 of 2
Open with a brief discussion of how the direct
report‟s month went
Review results and commitments made in last
month‟s review session
Review current month‟s leading indicators
Review the direct report‟s performance correction
log and previous reviews
Give and receive feedback
Page 19

20. A shift age alternative 2 of 2
Establish and agree on next month‟s priorities
(with measures)
Within two business days, write and deliver to the
direct report a summary letter of the meeting
(include all assessments and agreements)
Include a discussion of career aspirations and/or
potential every six months
Use the previous reviews as your source when
asked to discuss performance or potential
Page 20

21. Types of performance
review
Page 21

22. Types of performance review
Close-ended
Open-ended
Page 22

23. Performance reviews for
smaller employers
Page 23

24. Performance reviews for smaller
employers
Keep it simple
Don‟t reinvent the wheel
Set a realistic schedule
Place the emphasis on positive
Approach 360 degree feedback with caution
Review the process
Page 24

25. Strategic plans for
appraisals
Page 25

26. Strategic plans for appraisals
Be based on the long-term vision and immediate
mission
Link each employee to the mission
Set goals and objectives
Describing results to move the mission forward
Create aligned department plans to achieve a
portion of the overall plan
Page 26

27. An hour each quarter…
Page 27

28. An hour each quarter…
Focus on current and future performance NOT the
past
Continuous feedback
Performance and improvement results integrated
with the organization‟s needs
Individual awareness of what he or she should be
doing at any moment to accomplish the mission
Page 28

29. Conducting performance
appraisals
Page 29

30. Conducting performance
appraisals 1 of 2
Preparation
Make it a conversation
Hear what is being said
Reward the positives
Help fix the negatives
Set SMART objectives
Page 30

31. Conducting performance
appraisals 2 of 2
GETTING THE MOST OUT OF THE SITUATION
Construct a clear to-do list
Emphasize clear objectives
Allow the appraisee to lead
Follow through on promises
Page 31

32. Practical problems with
rating systems
Page 32

33. Practical problems with rating
systems 1 of 3
Tendency to give a good overall assessment on the
basis that one particular aspect has been
accomplished well
Tendency to avoid giving low ratings even when
deserved, for fear of angering or upsetting a weak
performer
Tendency to give a poor overall assessment on the
basis of poor performance in one area
Page 33

34. Practical problems with rating
systems 2 of 3
Tendency to rate employee performance as
„average‟ or „good‟ rather than to use the end-
points of ratings scales
Tendency to give particular weight to recent
occurrences in reaching judgements about
individual performance
Tendency to give high ratings to people who have
performed well historically, whatever their
performance over the previous year
Page 34

35. Practical problems with rating
systems 3 of 3
Tendency to refrain on principle from giving
particularly high ratings
Tendency to rate subordinates at a lower level
than the appraiser achieved when in their position
Page 35

36. Issues around professional
ethos
Page 36

37. Issues around professional
ethos 1 of 2
PROFESSIONAL ETHOS TYPIFIED BY:
High levels of autonomy and independence of
judgement
Self-discipline and adherence to professional
standards
Possessing of specialized knowledge and skills
Power and status based on expertise
Operating, and being guided by, a code of ethics
Being answerable to the governing professional
body
Page 37

38. Issues around professional
ethos 2 of 2
CHARACTERISTICS EMPHASIZED BY APPRAISAL:
Hierarchical authority and direction from superiors
Administrative rules and the following of
procedures
Definition by the organization of standards and
objectives
Demand that primary loyalty be given to the
organization
Basing of power on one‟s legitimate organizational
position
Page 38

39. Typical questions
Page 39

40. Typical questions 1 of 2
What parts of your job give you most satisfaction?
What parts of your job give you least satisfaction?
How would you assess your technical skills?
How would you assess your ability to communicate
with your colleagues?
How would you describe your working
relationships?
What do you feel are the main achievements over
the past year?
What did you fail to achieve? Why?
Page 40

41. Typical questions 2 of 2
In what areas do you feel you have the ability to
improve?
What training events would you like to attend in
the coming year?
What are your career objectives for the coming
year?
What suggestions do you have for ways in which
organization of work in your department could be
improved?
How could communication in the organization be
improved?
Page 41

42. Questions for the
appraisee
Page 42

43. Questions for the appraisee
How have I done in the last year/six months?
When did things go well?
What do I want to accomplish in the next year/six
months?
Page 43

44. Appraiser training
Page 44

45. Appraiser training 1 of 2
TYPICALLY COVERED ON TRAINING COURSES:
Importance of objectivity and consistency
Need to avoid passing judgement on any aspect of
an appraisee‟s personality or attitude that does not
relate 100% to his or her performance at work
Need to prepare thoroughly for all appraisal
interviews
Importance of putting employees at ease and
encouraging them to do most of the talking
Page 45

46. Appraiser training 2 of 2
TYPICALLY COVERED ON TRAINING COURSES:
Need to stress good aspects of performance as
much or more than poorer aspects
Need to take a constructive approach to
weaknesses in the employee‟s performance and to
make positive suggestions as to how matters
might be improved
Need to end appraisal interviews on a forward-
looking, positive and constructive note
Page 46

47. Common themes
Page 47

48. Common themes 1 of 2
RELIABILITY AND DEPENDABILITY
Exceptional, consistently exceeds expectations
Excellent, frequently exceeds expectations
Fully competent, meets expectations
Marginal, occasionally fails to meet expectations
Unsatisfactory, consistently fails to meet
expectations
Page 48

49. Common themes 2 of 2
INTEGRITY
Exceptional, consistently exceeds expectations
Excellent, frequently exceeds expectations
Fully competent, meets expectations
Marginal, occasionally fails to meet expectations
Unsatisfactory, consistently fails to meet
expectations
Page 49

50. Case study
Page 50

51. Case study
Page 51

52. Drill
Page 52

53. Drill
Page 53

54. Conclusion and questions
Page 54

55. Conclusion and questions
Summary
Videos
Questions
Page 55