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Taking the Pain Out of Performance Reviews

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When it comes to employee relations and labor/management conflicts, it's often difficult 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 program, BizLibrary's Jeremy Lieb, director of recruiting, and Erin Boettge, content manager, will provide actionable steps to improve the performance appraisal processes at your organization and empower you to implement a new program or change an existing one.

During this program, you'll get easy-to-understand insights on:
The role of performance management.
Why we do performance reviews.
Key strategies for effective performance management.
And much more.

Publié dans : Recrutement & RH
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Taking the Pain Out of Performance Reviews

  1. 1. Presenting Today Jeremy Lieb Director of Recruiting BizLibrary jeremy@bizlibrary.com Erin Boettge Content Marketing Manager, BizLibrary eboettge@bizlibrary.com Follow along on Twitter: #BizWebinar @BizLibrary
  2. 2. www.bizlibrary.com/free-trial BizLibrary helps organizations succeed by improving the way employees learn.
  3. 3. WHAT WE HOPE YOU’LL LEARN The role of performance management Why we do performance reviews Why continuous learning and development is important
  4. 4. 66% Of employees say the performance review process interferes with their productivity. 65% Of employees say the performance review process interferes with their productivity. 90% Of HR professionals don’t believe their companies’ performance reviews provide accurate information SOURCE: Corporate Executive Board NOT Meeting Expectations
  5. 5. 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
  6. 6. 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.
  7. 7. 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…
  8. 8. 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
  9. 9. ’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
  10. 10. What can we do to improve performance reviews?
  11. 11. 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
  12. 12. 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?
  13. 13. 1. What will success look like for me? 2. How will I know? For each employee the goals should answer two questions:
  14. 14. Determine Key Job Responsibilities • What key behaviors lead to success? • How can the manager support improved performance? • Play to employee’s strengths
  15. 15. 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
  16. 16. CORE COMPETENCIES Industry and culture JOB FAMILY COMPETENCIES Business discipline JOB ROLE COMPETENCIES Level of mastery required Identify and Use Competencies
  17. 17. Coaching and Feedback MANAGER OBLIGATIONS At any given time, a manager will function someplace on this continuum . . . . Supervision and Compliance Achievement of Goals
  18. 18. 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
  19. 19. 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)
  20. 20. Objective Appraisal of Performance • Objective = fair • Timely notes and records • Observations • Professional judgement
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. 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

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