performance reviews anna r smith december 2009

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?


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.


Topic OneTopic One

Explain this topicGive an exampleProvide an exercise to reinforce learning



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



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



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


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



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



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: ______________________



◦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



◦Self Review Appraise one’s own work Better discussion Allows employee to identify career path goals, desired training

Makes next goals more realistic



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



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)


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:



Periodic Performance Feedback

Current Priority Projects:

1.)

2.)

3.)



Accomplishments Since Last Review 1.

2.

3.



Employee’s Strengths 1.

2.

3.



Taking Performance to the Next Level 1.

2.

3.



Employee’s Desired Career Path

Identify Training Needs

Next Review Date:


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


ConclusionConclusion

Anna Smith◦[email protected]◦504.312.2941

Contact Tom Daly

Thank you!


performance reviews anna r smith december 2009

Technology

review copyright

performance employees

motivation copyright

review managers

types of reviews self

review date

excellent copyright

avg copyright