This document summarizes a webinar on killing the annual performance review and transitioning to continuous performance management. It discusses moving from annual reviews to agile, iterative sprints of 3 weeks where managers provide ongoing coaching and feedback. Managers are encouraged to focus on inspiring employees rather than just tasks. For employees exceeding, meeting, or missing expectations, the document provides suggestions for recognition, course correction, or addressing deficiencies. It emphasizes documenting the continuous process to assess contributions, encourage excellence, and identify development needs. The webinar advocates for changing traditional performance management approaches.
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Performance Management Masterclass: Killing the Annual Performance Review
1. Killing the Annual Performance Review, and
What To Do After the Funeral
Jo Weech Shelley Trout
With: Moderator:
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2. Reflektive is committed to employee success—for your employees and
ours! We believe that every employee deserves a great manager, a
clear career path, and ample opportunities for development and
professional growth. Since day one, we’ve been passionate about
helping every employee reach their fullest potential. Our talented and
creative team started with an intuitive continuous feedback tool, which
is now the basis of our robust performance management solution.
3. 3
Click on the Questions panel to
interact with the presenters
www.humanresourcestoday.com/webinar-series/performance-management-masterclass/
www.recruitingbrief.com/webinar-series/performance-management-masterclass/
4. About Jo Weech
Employee engagement is the key to retention. From sourcing through team building, Jo has enjoyed cultivating a
Silicon Valley environment within federal contracting and startups. Collaborating with companies to attract and engage
the most talented resources from unconventional places continues to both challenge and enthuse her. Partnering with
talent to connect great people with great roles in great companies keeps her ever-current with what is trending in
today's workforce. She is honored to serve transitioning military, college students, retiring government agency
personnel, and others with job search tips. Jo is MOST passionate about people! Growing them in their careers.
Infusing enthusiasm and expertise into talent management: retention (employee engagement) and recruiting.
About Shelley Trout
Shelley went to UC Berkeley and majored in Anthropology & Archaeology. After working at the Center of
Digital Archaeology, she became fascinated with digital representations of personality and culture, and now
leads Webinar Production at Aggregage, providing some of the most interesting thought-leaders across a
wide variety of industries with a space to celebrate the diversity, depth, and experience of their professional
cultures, personalities, and passions.
5. 5Killing the Annual Performance Review, and What To
Do After the Funeral
Killing the Annual Performance Review
6. 6
It is a process by which managers and employees work together
to plan, monitor and review an employee’s work objectives and
overall contribution to the organization.
It is the continuous process of setting objectives, assessing progress, and
providing on-going coaching and feedback
to ensure that employees are meeting their objectives and career goals.
-HR Council
WHAT IS PERFORMANCE MANAGEMENT?
9. 9
HBR has reported that the organizational costs of
employee turnover
are estimated to range between 100% and 300% of the
replaced employee’s salary.
14. 14
Motivating your employees to be
involved is to be
motivating them to want to
have your company be
successful.
-Gerry Crispin
15. 15
Let’s start with your
Managers.
Are they task managers
or are they coaches?
16. 16
Task Managers:
• Focused on achieving specific tasks
• Measure performance by achieving the project goals
• Can be micromanagers or unavailable
Leaders:
• Focused on inspiring the employee
• Provide ongoing mentorship through the project
• Measure performance against successful collaboration
17. 17
Once the annual performance review is buried,
how do you begin ongoing, agile review?
22. 22
HOW THIS CAN WORK:
• THE TEAM LEAD/MANAGER TAKES A PROJECT AND BREAKS IT DOWN BY
BENCHMARKS
• EACH TEAM MEMBER IS ASSIGNED SPECIFIC TASKS TO COMPLETE IN
ORDER TO REACH THE BENCHMARK
• THE TEAM LEAD/MANAGER THEN ASKS EACH PERSON WHAT
TOOLS/SUPPORTS ARE NEEDED TO SUCCESSFULLY COMPLETE
EACH ASSIGNED TASKS
24. 24
• 1x1s are usually 5-15 minute standups each day, depending on the
complexity of the tasks
• Team leads can evaluate the efficiency and excellence of the
Employee’s progress
• If there is ”above expectations” achievements, this can be an
“on the spot” recognition moment
• If there is a lag, or misunderstanding of the objectives, course-
correction can take place immediately
26. 26
What Ifs?
• The employee is exceeding expectations
• The employee is on target with expectations
• The employee is not meeting expectations
27. 27
EXCEEDING
EMPLOYEE-CENTRIC:
• LOVES ATTENTION: GROUP EMAIL, BELL RING, ETC.
• SHUNS ATTENTION: PERSONAL EMAIL, STICKER, ETC.
END OF SPRINT:
• GROUP ACCOLADES
• EACH PERSON’S CONTRIBUTION HONORED
28. 28
ON TARGET
• EFFORTS ACKNOWLEDGED
• EVALUATE NEEDS FOR GREATER ACHIEVEMENTS
• REVIEW AND ELEVATE
29. 29
MISSING THE MARK
• CAN IMMEDIATELY COURSE-CORRECT
• MISUNDERSTANDINGS CLEARED
• DEFICIENCIES IN TOOLS/SUPPORT OR
EMPLOYEE LACK CAN BE IDENTIFIED
33. 33
ASSESS: Individual and team contributions to the organization
ENCOURAGE: Excellence in performance
IDENTIFY: Needs for improvements in support or performance
Key contributors
Potential for promotion
Career growth trajectories
Compensation increases
ADDRESS: Professional development needs
Need for role changes
36. 36
We have always done it “x” way.
I am not comfortable with changing this.
What if I eff this up?
It won’t work because…
This is too much work.
I am not a creative person.
Why do we have to change this up?
Seriously?!
