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1.
2. Today’s Presenters
Chris Wright, Ph.D.
Founder, President & CEO
Reliant
Colin Wright
Field Systems Trainer
Love’s Travel Shops &
Country Stores
3. What We’ll Cover Today
Why people dislike
the performance
review process
Why performance
feedback is so
critical
What the current
trends in performance
management are
How to re-invent your performance
management system to drive
engagement
How Love’s Travel Stops & Country
Stores has led their industry in
performance management
4. How do HR leaders feel about their performance
management processes?
Source: Global Human Capital Trends 2015, Deloitte University Press
7. Performance feedback is given
infrequently or not at all
The annual review
process is a dated
model.
Annual reviews make it difficult for
managers to remember behavior and
work progress throughout the year.
8. Performance feedback is given
infrequently or not at all
Managers often provide as little feedback as
possible for fear of not “doing it right” or saying
something that could be used against them.
Many organizations don’t hold
managers accountable for delivering
feedback to employees.
10. Companies do not measure
the right things
Most companies
struggle to define core
competencies.
We over-complicate or
over-simplify what is
being measured.
We struggle to
integrate goals into the
performance
management process.
12. Managers focus mostly on
the negative
Companies have not
trained managers how to
deliver performance
feedback in a positive,
constructive manner.
Constructive criticism is
given, but managers don’t
work with employees to
create development plans.
Reviews become more
about what employees are
doing wrong rather than
what they’re doing right.
14. Managers are not invested
in the process
Reviews are a
“copy and paste”
from prior years.
Assistants
complete the
review forms.
Managers procrastinate until the
last minute, and provide no
written feedback to support
ratings.
They pass their
own goals down
to subordinates.
16. Forced distributions have tainted
the process and lowered morale
Only allowing managers to
give out a certain number of
high scores
Forcing managers to place employees into
a normal distribution so that many high
performers are rated as “average” or
“underperforming”
17. Forced distributions have tainted
the process and lowered morale
Implementing across-the-board
salary increases despite
performance differences
Rater bias is most prevalent
here; managers rate and reward
favorites highest
19. Source: Guide Spark Survey, 2014
So why do performance reviews?
89% of employees say they
want frequent performance
feedback
89% of employees say they
want their manager to be
direct when giving feedback
20. So why do performance reviews?
Develop & Manage Talent
Identify strengths and weaknesses
Identify potential leaders
Spend training and development
budgets wisely
Identify capability gaps to drive
hiring, training, succession
Drive Business Value
Improve customer experiences
Improve services
Make better products
21. Watch out for bad advice
“Scrap reviews, you don’t need them …
just do goals.”
How a person accomplishes a goal is just as
important as whether the goal gets accomplished!
People can accomplish goals, but also leave
a trail of scorched earth and burned bridges
in the process.
22. Watch out for bad advice
“Scrap reviews, you don’t need them …
just do goals.”
Rating people on critical behaviors and skills is
very important – it just needs to be done right!
Without reviews it is impossible to offer
career progression advice and do succession
planning well.
23. Is it time to reinvent the performance
management process?
Source: Deloitte University Press
24. Measure the right things
Only rate employees on
behaviors/competencies that you are willing to
invest money to develop.
Eliminate ratings on behaviors/competencies
that are truly irrelevant to streamline
the process.
Focus less on past behaviors and actions and
more on future behaviors and goals (i.e. the
“how” goals were accomplished).
Place more emphasis on
employee strengths.
25. Source: Gallup
At work, I have the opportunity
to do what I do best every day
more likely to earn
high customer
satisfaction scores
44%
more likely to have
low employee
turnover
50%
more likely to
be productive
38%
Businesses whose employees chose “strongly agree” for this statement were:
26. Increase the frequency of feedback
Make the process simple (short, mobile-
friendly forms).
Streamline review forms so that they require no
more time to do quarterly than annual reviews.
Review performance
“when it happens.”
Review people within
30-90 days of hire.
Conduct targeted, simplified reviews
more frequently (i.e. quarterly).
27. Source: Deloitte Global Human Capital Trends, 2015
Increase the frequency of feedback
“At Deloitte we live and work in a project structure, so it
makes sense for us to produce a performance snapshot
at the end of each project. For longer-term projects we’ve
decided that quarterly is the best frequency. Our goal is
to strike the right balance between tying the evaluation as
tightly as possible to the experience of the performance
and not overburdening our team leaders, lest survey
fatigue yield poor data.”
28. Simplify rating scales
Include qualitative
feedback with any
behavioral rating to give
employees a clear
understanding behind
the rating.
Develop rating anchors
that are “positive and
developmentally-oriented.”
Eliminate “forced-
distribution” approaches.
29. Source: Deloitte Global Human Capital Trends, 2015
Simplify rating scales
“Done poorly, performance management can not only
waste valuable time, but also have a negative effect on
engagement and retention. Done well, it can be one of
the most inspiring and developmental events in an
employee’s career, as well as drive performance
improvements and organization-wide results.”
30. Use the right technology
“More than 70% of our respondents are
upgrading or have recently upgraded
their core HR systems with new cloud
platforms.”
Source: Deloitte Global Human Capital Trends, 2015
Clients have reduced time spent on
conducting performance reviews by 30-
60% using PERFORM™ and have
improved the quality of the performance
management process.
32. Schedule evaluations
automatically
Conduct evaluations
remotely
View evaluations
remotely by
management
Analyze performance
over multiple
evaluations
Visible to manager
and employee
Review Competency to
identify strengths and
weaknesses
Enduring performance
process
Performance Management Today
33. Analytics can be used to determine:
Best candidates for specific development areas
Highest competency, which can be linked to
regional challenges
Linking action plans to our global e-learning
soft skill library means geography does not
hinder development
HR staff can review evaluations to help identify
field managers who require more coaching to
reduce claims/turnover
Development Advantage
34. Long-Term Benefits
Environmental improvement
Cross-references with standard testing and competency
assessment allows for easier mediation in personal disputes
Increase in
manager retention
More-driven staff; eager to improve
and qualify for promotions
Clearly defined standards
for evaluators
80% Field management retention over two-year period
37. Q&A
Chris Wright, Ph.D.
Founder, President & CEO
Reliant
cwright@reliantlive.com
Colin Wright
Field Systems Trainer
Love’s Travel Shops &
Country Stores
colin.wright@loves.com
38. HRCI
Program ID: 252642
Recertification Credit Hours Awarded: 1
Specified Credit Hours: HR (General)
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