performance reviews anna r smith december 2009
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Performance ReviewsPerformance ReviewsDecember 2009
Copyright © 2009. Anna R. Smith. All Rights Reserved
Welcome and IntroductionWelcome and Introduction
About MeWhy Performance Reviews MatterTypes of ReviewsWhich is right for your organization?
Copyright © 2009. Anna R. Smith. All Rights Reserved
Why Performance Reviews?Why Performance Reviews?
7 Hidden Reasons Employees Leave by Leigh Branham with the cooperation of the Saratoga Institute.
So why do employees leave? ◦12% stated money◦Outside of money, and excluding benefits,
every other reason listed could have been addressed in Performance Feedback.
Copyright © 2009. Anna R. Smith. All Rights Reserved
Topic OneTopic One
Explain this topicGive an exampleProvide an exercise to reinforce learning
Copyright © 2009. Anna R. Smith. All Rights Reserved
Why Performance Reviews?Why Performance Reviews?
Purpose: examine performance and how it can be improved: coach, not judge
Salary increase is not the “sole purpose” – but it now dominates thinking of both supervisor & employee
New trend: salary addressed separately, focusing on performance
Employees should find the Performance Review motivating
Copyright © 2009. Anna R. Smith. All Rights Reserved
Why Performance Reviews?Why Performance Reviews?
Inaccurate Performance Review + Pay Increase = Decreased Motivation
Inaccurate Performance Review + No Pay Increase = Decreased Motivation
No Performance Review + No Pay Increase = Decreased Motivation
No Performance Review + Pay Increase = Decreased Motivation
Accurate Performance Review + Pay Increase = Motivation
Accurate Performance Review + No Pay Increase = Motivation
Copyright © 2009. Anna R. Smith. All Rights Reserved
Why Performance Reviews?Why Performance Reviews?
Best Practice: instill constant feedback into the culture of your organization!
Feedback should be:◦Immediate◦Constant
Annual reviews are not enough◦Brief semi-formal meetings recommended◦Can be very informal
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
Types of Reviews:◦ Check the box (rating system)◦ The most common type
Excellent – 5 pts Good – 4 pts Acceptable – 3 pts Fair – 2 pts Poor – 1 pts
Quality of workQuantity of workDependabilityInitiativeOverall OutputAttendanceAttitudeCooperation
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
Loaded with problems:◦Central tendency: “just give them avg on
everything”◦Halo Effect: good at one thing, so they rate
everything high◦Personal biases: managers are human◦Latest behavior dominant
To fix:◦Coach your managers: Training◦Consider using more than annually & avg
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
Results-based evaluations◦Goal oriented◦Can use a scale or leave at open ended results
Results ExpectedKey Results Area #1:
Prepare payroll 5 business days before paydayResults Achieved: ______________________
Results ExpectedKey Results Area #2:
Study & report a new performance review systemResults Achieved: ______________________
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
◦Collaborative Reviews Can be used no matter the type of form Avoids supervisor bias Well rounded review Collaborators must agree on the final review/score/results
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
◦Self Review Appraise one’s own work Better discussion Allows employee to identify career path goals, desired training
Makes next goals more realistic
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
Become an organization of constant feedback!!!
360 Review◦Managers are reviewed (and top managers)
◦Managers are sometimes shocked at how they are perceived
Ground rules: Anonymous, limit # of people per executive
Copyright © 2009. Anna R. Smith. All Rights Reserved
Types of ReviewsTypes of Reviews
360 Drawbacks:◦Feelings get hurt◦Evaluators aren’t nice◦Upper management may not want it!◦Sample questions:
◦Manager provides regular feedback regarding my performance:
◦1(poor) 2 (needs improvement) 3 (average) 4 (very good) 5 (excellent)
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Sample Periodic Performance Feedback
Employee: Please do a self evaluation using this form prior to your scheduled performance feedback meeting.
Supervisor: To be performed no less than twice annually (Suggested June and December). Return original with signatures to HR.
Employee Name: Title: Date: Last Review Date:
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Periodic Performance Feedback
Current Priority Projects:
1.)
2.)
3.)
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Accomplishments Since Last Review 1.
2.
3.
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Employee’s Strengths 1.
2.
3.
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Taking Performance to the Next Level 1.
2.
3.
Copyright © 2009. Anna R. Smith. All Rights Reserved
Sample ReviewSample Review
Employee’s Desired Career Path
Identify Training Needs
Next Review Date:
Copyright © 2009. Anna R. Smith. All Rights Reserved
ConclusionConclusion
Feedback is Important!!Create a culture of constant feedbackTry to keep salary a separate processUse the review that works for your org
◦Rated◦Results-based◦Collaborative◦360
Be a coach, not a judge
Copyright © 2009. Anna R. Smith. All Rights Reserved
ConclusionConclusion
Anna Smith◦Anna@hm-b.com◦504.312.2941
Contact Tom Daly
Thank you!
Copyright © 2009. Anna R. Smith. All Rights Reserved
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