In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization. In this webinar we'll discuss: The role of performance management Why we do performance reviews Key strategies for effective performance management Continuous learning and development www.bizlibrary.com

2. ?
What is your biggest pain
with performance
reviews?

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

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

5. WHAT WE HOPE YOU’LL
LEARN
The role of performance management
Why we do performance reviews
Why continuous learning and development is
important

6. 66%
Of employees say the
performance review process
interferes with their
productivity.
65%
Isn’t 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

7. 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

8. 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.

9. Why We Do
Performance
Reviews?
• Documenting performance
problems
• Recognizing high performers
• Identifying developmental needs
• Compensation and pay
Documentation
Recognition
Development
Pay
?
?
Because we’re supposed to…

10. 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 Success
Reproduced in Psychology Today

11. ’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

12. What can we do to improve
performance reviews?

13. 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

14. 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?

15. 1.What will success look like for me?
2.How will I know?
For each employee the goals should answer
two questions:

16. Determine Key Job Responsibilities
• What key behaviors lead to success?
• How can the manager support improved
performance?
• Play to employee’s strengths

17. 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

18. CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES
Business discipline
JOB ROLE COMPETENCIES
Level of mastery required
Identify and Use Competencies

19. Coaching and Feedback
MANAGER OBLIGATIONS
At any given time, a manager will function
someplace on this continuum . . . .
Supervision and
Compliance
Achievement of
Goals

20. 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

21. 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)

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

23. 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

24. 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

25. 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

26. 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

27. 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

28. Tuesday, Dec. 15th
1 p.m. Central, 2 p.m. Eastern
Wednesday, Dec. 23rd
1 p.m. Central, 2 p.m. Eastern
Join us for future webinars!
www.bizlibrary.com/webinars
For Upcoming and On-Demand Webinars

29. Presenter:
Chris Osborn
Vice President of
Marketing
cosborn@bizlibrary.com
@chrisosbornstl
.
Host:
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry