performance reviews november 2013
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A review of performance
by Toronto Training and HR
November 2013
Page 2
CONTENTS5-6 Definitions7-8 Types of performance review9-11 Uses of performance review12-15 Benefits of performance reviews16-17 Key elements of a performance review18-19 Different approaches20-21 Attributes22-23 Gathering information24-25 Preparation26-27 Categorizing the employee28-29 The interview30-31 Phrases to use32-33 Common mistakes34-35 Biases36-37 Poor performance38-39 Work plans and performance reviews40-41 Defining job performance and creating a performance review
instrument42-44 Decisions to make when designing reviews45-46 Creating a pay-for-performance plan47-48 Making performance reviews effective49-50 Conclusion and questions
Page 3
Introduction
Page 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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions• Performance review• Performance appraisal
Page 7
Types of performance review
Page 8
Types of performance review• Category rating• Comparative• Narrative
Page 9
Uses of performance reviews
Page 10
Uses of performance reviews 1 of 2• Developmental uses• Administrative uses
Page 11
Uses of performance reviews 2 of 2USE OF THE INFORMATION• Performance improvement• Placement decisions• Career planning and
development• Identifying job design
errors
Page 12
Benefits of performance reviews
Page 13
Benefits of performance reviews
1 of 3• Employee participation is an
effective tool for enhancing job-related autonomy, a necessary pre-condition for employee growth
• Participation provides employees with a voice into the review process-if employees are confident in the fairness of the scheme, they are more likely to accept performance ratings, even adverse ones
Page 14
Benefits of performance reviews
2 of 3• Employees possess valid,
unique and relevant performance information that is unavailable or unobservable by the rater, therefore the quality, quantity, accuracy and validity of performance review information increases
Page 15
Benefits of performance reviews
3 of 3• Employee ownership in the
process provides a personal stake in the success of the system, enhancing employee acceptance
• Employee participation generates an atmosphere of cooperation and employee support
Page 16
Key elements of a performance review
Page 17
Key elements of a performance review
• Measurement• Feedback• Positive reinforcement• Exchange of views• Agreement
Page 18
Different approaches
Page 19
Different approaches• Tell and sell• Tell and listen• Problem solving
Page 20
Attributes
Page 21
Attributes
• Qualitative• Quantiative
Page 22
Gathering information
Page 23
Gathering information
• Objectives• Competence• Training• Actions
Page 24
Preparation
Page 25
Preparation
• Appraiser• Appraisee
Page 26
Categorizing the employee
Page 27
Categorizing the employee
• Superstar• Up-and-comer• Benchwarmer• Weak link• Headed for the door
Page 28
The interview
Page 29
The interview
• Good interviews• Bad interviews• Questions• Listening• Feedback• After the meeting
Page 30
Phrases to use
Page 31
Phrases to use
• Communications/interpersonal
• General job skills/traits• Management/leadership/
supervisory• Management control• Personal
qualities/characteristics• Productivity• Technical skills
Page 32
Common mistakes
Page 33
Common mistakes
• Appraiser• Appraisee
Page 34
Biases
Page 35
Biases
• Horns and halo effect• Purposeful bias• Performance review bias• Self-bias
• How to avoid biases
Page 36
Poor performance
Page 37
Poor performance
• Specific objectives and descriptions of the improvements needed
• Specific steps to achieve the desired improvements
• Specific methods for measuring performance and assessing improvement
Page 38
Work plans and performance reviews
Page 39
Work plans and performance reviews
• Key performance areas• Output• Performance standard• Performance indicators• Time• Resource requirements• Enabling conditions• General performance
factors
Page 40
Defining job performance and
creating a performance review
Page 41
Defining job performance and creating a performance review
instrument• Job analysis• Rating of tasks• Creation of appraisal instrument• Identifying raters• Rater training• Performance rating interview
Page 42
Decisions to make when designing
reviews
Page 43
Decisions to make when designing reviews 1 of 2
• Review all?• Who will carry out the
interviews?• How often?• Objective v subjective• Relative v absolute• Force distribution v
unspecified percentages
Page 44
Decisions to make when designing reviews 2 of 2
• Multi-source v single-source evaluation
• Multi-criteria v single summary
Page 45
Creating a pay-for-performance plan
Page 46
Creating a pay-for-performance plan
• Define job-specific performance that leads to the creation of a review instrument which clearly outlines low to high performance measures
• A well-conducted interview process
• Equitable decisions regarding the amount of merit increases given for different levels of performance
Page 47
Making performance reviews effective
Page 48
Making performance reviews effective
• Pre-conditions• Objectives• Validity• Involvement• Training• Acceptable standards and
targets• Linked to other systems• Input into performance
reviews• Sources of information• Employee feedback
Page 49
Conclusion and questions
Page 50
Conclusion and questions
SummaryVideosQuestions
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