presenting today - on24event.lvl3.on24.com/event/13/12/68/8/rt/1/documents/...presenting today erin...

Presenting Today

Erin BoettgeContent Marketing Manager,

BizLibraryeboettge@bizlibrary.com

Follow along on Twitter: #BizWebinar @BizLibrary

Krista BrubakerContent Marketing Specialist

BizLibrarykbrubaker@bizlibrary.com

www.bizlibrary.com/free-trial BizLibrary helps organizations succeed by improving the way employees learn.

? What is your biggest pain with performance reviews?

How do you rate the effectiveness of your performance review process??

How effective do you believe self-rating questions are at objectively evaluating performance?

?

WHAT WE HOPE YOU’LL LEARN

The role of performance management

Why we do performance reviews

Why continuous learning and development is important

66%

Of employees say the performance review process

interferes with their productivity.

65%

Of employees say performance reviews aren’t even relevant to

their jobs.

90%

Of HR professionals don’t believe their companies’

performance reviews provide accurate information

SOURCE: Corporate Executive Board

NOT Meeting Expectations

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.

Source: Guy Browning, British Humorist and Writer

The “Terrible Toos” Of Performance Reviews

Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn Every Employee into a Star Player,

Jeffrey Russell and Linda Russell (McGraw-Hill 2014)

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.

Why We Do Performance Reviews?

• Documenting performance problems

• Recognizing high performers

• Identifying developmental needs

• Compensation and pay

Documentation

Recognition

DevelopmentPay

?

?

Because we’re supposed to…

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.

Source: Ray B. Williams, Wired for SuccessReproduced in Psychology Today

’You were exceptional when you came in, but now, relative to your peers, you’re only average.’ That doesn’t feel good.

Donna Morris, Adobe’s senior vice president of global people and places, Is

It Time to Put the Performance Review on PIP?, SHRM.org

Adobe’s Qualitative Approach

• Informal conversations or “check-ins”

• Collaborative and knowledge-based work world

• Decreased voluntary attrition by 25%

Source: Is It Time to Put the Performance Review on PIP? SHRM.org

What can we do to improve performance reviews?

5 Keys to Effective Performance Management

Identify and Use Competencies

Set Clear Goals

Honest and Objective Appraisal

Determine Key Job Responsibilities

Continuous Feedback and Coaching

Does the goal you are setting promote goals you’ve set for the team and organization as a whole?

Set Clear Goals

Difficult, yet attainable for the employee?

Can you measure it?

1.What will success look like for me?

2.How will I know?

For each employee the goals should answer two questions:

Determine Key Job Responsibilities• What key behaviors lead to success?• How can the manager support improved

performance?• Play to employee’s strengths

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

CORE COMPETENCIESIndustry and culture

JOB FAMILY COMPETENCIESBusiness discipline

JOB ROLE COMPETENCIESLevel of mastery required

Identify and Use Competencies

Coaching and Feedback

MANAGER OBLIGATIONSAt any given time, a manager will function

someplace on this continuum . . . .

Supervision and Compliance

Achievement of Goals

Coaching is a process that enables learning and development to occur and thus performance to improve.

To be successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place.

Eric Parsloe, The Manager as Coach and Mentor

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)

Objective Appraisal of Performance• Objective = fair• Timely notes and records• Observations• Professional judgement

What are my development objectives?

What activities do I need to undertake to achieve my objectives?

What support/resources do I need to achieve my objectives

What are the measures of success?

Target date for achieving my objectives

Create a Development Plan

5 Keys to Effective Performance Management

Identify and Use Competencies

Set Clear Goals

Honest and Objective Appraisal

Determine Key Job Responsibilities

Continuous Feedback and Coaching

Performance Excellence: Creating a Healthy, Competitive, High-Performing Organization

What You’ll Learn:

1. What performance excellence means

2. Steps you need to take to achieve performance excellence

3. Some threats to achieving performance excellence

Manager: Transforming into a Culture of Accountability

NEW 5 Part Video Series

1. Employee: What is Accountability?

2. Employee: How to be Accountable

3. Manager: Getting Started on Accountability

4. Manager: Transforming into a Culture of Accountability

5. Manager: Leading Accountable Teams

Try out these video lessons and more!

Let us know through the poll if you’d like a free trial of BizLibrary’s online course collection.

Thousands of videos and unlimited access for your employees.

www.bizlibrary.com/free-trial