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What is your biggest pain with performance reviews?
WHAT WE HOPE YOU’LL LEARN 
The role of performance management 
Why we do performance reviews 
Why continuous learning and ...
BIZLIBRARY.COM 
of HR Leaders think annual performance reviews are not an accurate appraisal of employee’s work. 
Accordin...
Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how ...
THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS 
Too much at stake. Too judgmental. Too often - uncomfortable truths. Too much ...
1.Infrequent 
2.Generic 
3.Not every goal is considered 
4.Not agile 
5.Bad for engagement
WHY WE DO PERFORMANCE REVIEWS? 
DOCUMENTING PERFORMANCE PROBLEMS 
RECOGNIZING HIGH PERFORMERS 
IDENTIFYING DEVELOPMENTAL N...
THE BEST KIND OF PERFORMANCE REVIEW IS NO 
PERFORMANCE REVIEW. 
A lot of people won’t tell you this, but they don’t need t...
Clearly, the annual performance review was designed for a work environment where control of individual employee performanc...
PURPOSE: 
IMPROVE PERFORMANCE 
CHANGE OUR MINDSET TO A COLLABORATIVE/COACHING MINDSET 
LEARN AND TEACH THE FIVE BEST PRACT...
MY – WAY MINDSET 
COLLABORATIVE MINDSET 
I am right; you are wrong. 
In every situation and in every relationship you choo...
COLLABORATIVE – COACHING MINDSET 
FOCUS ON CONTINUOUS LEARNING - TOGETHER 
IT’S ALL ABOUT IMPROVEMENT 
MUTUAL CONVERSATION...
KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT 
SET CLEAR GOALS 
DETERMINE KEY JOB RESPONSIBILITIES 
IDENTIFY AND USE COMPETENCI...
SET CLEAR GOALS 
DOES THE GOAL YOU ARE SETTING PROMOTE GOALS YOU’VE SET FOR THE ORGANIZATION AS A WHOLE? 
…PROMOTE GOALS Y...
SETTING PERFORMANCE GOALS 
ORGANIZATIONAL GOAL 
Become a market leader. 
CUSTOMER SERVICE GOAL 
Deal with customer complai...
DETERMINE KEY JOB RESPONSIBILITIES 
WHAT DOES SUCCESSFUL PERFORMANCE LOOK LIKE? 
HOW DO WE KNOW? 
DESIGN TO EMPLOYEE’S STR...
Managers have unique opportunities in their daily interactions with employees to EMPOWER THEM TO DISCOVER AND DEVELOP THEI...
IDENTIFY AND USE COMPETENCIES 
CORE COMPETENCIES 
Industry and culture 
JOB FAMILY COMPETENCIES 
Business discipline 
JOB ...
COACHING AND FEEDBACK 
NOT TRAINING 
ADVICE, COUNSEL, SUPPORT, GUIDANCE, BOOSTING CONFIDENCE
I haven’t got the slightest idea of how to change people, but I keep a long list of prospective candidates just in case I ...
OBJECTIVE APPRAISAL OF PERFORMANCE 
OBJECTIVE = FAIR 
TIMELY NOTES AND RECORDS 
OBSERVATIONS 
PROFESSIONAL JUDGEMENT
CONTINUOUS LEARNING AND DEVELOPMENT 
SKILL/ 
CAPABILITY 
DEVELOPMENT OPTIONS 
MY DEVELOPMENT ACTION 
TIMING 
Leading meeti...
KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT 
SET CLEAR GOALS 
DETERMINE KEY JOB RESPONSIBILITIES 
IDENTIFY AND USE COMPETENCI...
RECOMMENDED RESOURCES
RECOMMENDED RESOURCES
RECOMMENDED RESOURCES
WWW.BIZLIBRARY.COM/FREE-TRIAL 
7,000+ COURSES . 25 TOPIC AREAS . UNLIMITED ACCESS
Jessica Petry 
Sr. Marketing Specialist 
jpetry@bizlibrary.com 
@JessLPetry 
@BizLibrary 
Chris Osborn Vice President of M...
Taking the Pain Out of Performance Reviews | Webinar 12.11.14
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Taking the Pain Out of Performance Reviews | Webinar 12.11.14

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“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.

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Veröffentlicht in: Business
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Taking the Pain Out of Performance Reviews | Webinar 12.11.14

  1. 1. ? What is your biggest pain with performance reviews?
  2. 2. WHAT WE HOPE YOU’LL LEARN The role of performance management Why we do performance reviews Why continuous learning and development is important
  3. 3. BIZLIBRARY.COM of HR Leaders think annual performance reviews are not an accurate appraisal of employee’s work. According to a 2012 SHRM/Globoforce survey 45% 30% of performance reviews ended up in decreased employee performance. According to an article published in The Psychological Bulletin of employees think clear, honest communication from managers would improve the quality of management. According to Employee Survey Specialist ETS 45%
  4. 4. 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. Guy Browning, British Humorist and Writer
  5. 5. THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS 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. Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn Every Employee into a Star Player, Jeffrey Russell and Linda Russell (McGraw-Hill 2014)
  6. 6. 1.Infrequent 2.Generic 3.Not every goal is considered 4.Not agile 5.Bad for engagement
  7. 7. WHY WE DO PERFORMANCE REVIEWS? DOCUMENTING PERFORMANCE PROBLEMS RECOGNIZING HIGH PERFORMERS IDENTIFYING DEVELOPMENTAL NEEDS COMPENSATION Because we’re supposed to…
  8. 8. THE BEST KIND OF PERFORMANCE REVIEW IS NO PERFORMANCE REVIEW. A lot of people won’t tell you this, but they don’t need to document your good performance, just your poor one…That way they have written documentation that’ll help them get rid of you without fear of retribution. AUBREY DANIELS
  9. 9. 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. Ray B. Williams, Wired for Success Reproduced in Psychology Today
  10. 10. PURPOSE: IMPROVE PERFORMANCE CHANGE OUR MINDSET TO A COLLABORATIVE/COACHING MINDSET LEARN AND TEACH THE FIVE BEST PRACTICES
  11. 11. 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)
  12. 12. COLLABORATIVE – COACHING MINDSET FOCUS ON CONTINUOUS LEARNING - TOGETHER IT’S ALL ABOUT IMPROVEMENT MUTUAL CONVERSATIONS ABOUT DISCOVERY HELP THE EMPLOYEE IMPROVE AND LEARN (I know – this is the same as the first two points . . . BUT – it’s THAT important!)
  13. 13. KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT SET CLEAR GOALS DETERMINE KEY JOB RESPONSIBILITIES IDENTIFY AND USE COMPETENCIES COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK HONEST AND OBJECTIVE
  14. 14. SET CLEAR GOALS DOES THE GOAL YOU ARE SETTING PROMOTE GOALS YOU’VE SET FOR THE ORGANIZATION AS A WHOLE? …PROMOTE GOALS YOU’VE SET FOR THE TEAM AS A WHOLE? DIFFICULT, YET ATTAINABLE FOR THE EMPLOYEE? CAN YOU MEASURE IT?
  15. 15. SETTING PERFORMANCE GOALS ORGANIZATIONAL GOAL Become a market leader. CUSTOMER SERVICE GOAL Deal with customer complaints efficiently. CUSTOMER SERVICE REPRESENTATIVE GOAL Customer service representatives should be part of the company's effort to become a market leader by dealing with customer complaints efficiently.
  16. 16. DETERMINE KEY JOB RESPONSIBILITIES WHAT DOES SUCCESSFUL PERFORMANCE LOOK LIKE? HOW DO WE KNOW? DESIGN TO EMPLOYEE’S STRENGTHS
  17. 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. 18. IDENTIFY AND USE COMPETENCIES CORE COMPETENCIES Industry and culture JOB FAMILY COMPETENCIES Business discipline JOB ROLE COMPETENCIES Level of mastery required
  19. 19. COACHING AND FEEDBACK NOT TRAINING ADVICE, COUNSEL, SUPPORT, GUIDANCE, BOOSTING CONFIDENCE
  20. 20. I haven’t got the slightest idea of how to change people, but I keep a long list of prospective candidates just in case I should ever figure it out. David Sedaris, American humorist and author
  21. 21. OBJECTIVE APPRAISAL OF PERFORMANCE OBJECTIVE = FAIR TIMELY NOTES AND RECORDS OBSERVATIONS PROFESSIONAL JUDGEMENT
  22. 22. CONTINUOUS LEARNING AND DEVELOPMENT SKILL/ CAPABILITY DEVELOPMENT OPTIONS MY DEVELOPMENT ACTION TIMING Leading meetings Video: Leading Meetings - Create meeting behavior expectations with your team Gather with your team to discuss meeting management and to create meeting expectations that should be applied to all team and project meetings. Review monthly SKILLS DEVELOPMENT PLAN
  23. 23. KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT SET CLEAR GOALS DETERMINE KEY JOB RESPONSIBILITIES IDENTIFY AND USE COMPETENCIES COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK HONEST AND OBJECTIVE
  24. 24. RECOMMENDED RESOURCES
  25. 25. RECOMMENDED RESOURCES
  26. 26. RECOMMENDED RESOURCES
  27. 27. WWW.BIZLIBRARY.COM/FREE-TRIAL 7,000+ COURSES . 25 TOPIC AREAS . UNLIMITED ACCESS
  28. 28. Jessica Petry Sr. Marketing Specialist jpetry@bizlibrary.com @JessLPetry @BizLibrary Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl #BIZWEBINAR

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