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Half day open training event held in Toronto, Canada.
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Conducting effective performance reviews and
appraisals
by Toronto Training and HR
March 2012
Contents
3-4 Introduction to Toronto Training and HR5-7 Development and implementation of 360
degree feedback8-9 Numbers and ratings10-11 Moving away from paper-based reviews12-13 Objectives of performance appraisals14-15 Performance contracting16-17 When employees are dissatisfied18-20 A shift age alternative21-22 Types of performance review23-24 Performance reviews for smaller employers25-26 Strategic plans for appraisals 27-28 An hour each quarter…29-31 Conducting performance appraisals32-35 Practical problems with rating systems36-38 Issues around professional ethos39-41 Typical questions42-43 Questions for the appraisee44-46 Appraiser training47-49 Common themes50-51 Case study52-53 Drill54-55 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Development and implementation of 360
degree feedback
Page 6
Development and implementation of 360 degree feedback 1 of 2
Define objectivesDecide on recipientsDecide on who will give the feedbackDecide how feedback will be givenDecide on the areas of work and behaviour on which feedback will be givenDecide on the method of collecting the dataDecide on data analysis and presentation
Page 7
Development and implementation of 360 degree feedback 2 of 2
Decide on how the data will be usedPlan the initial implementation programAnalyse the outcome of the pilot schemePlan and implement the full programMonitor and evaluate
Page 8
Numbers and ratings
Page 9
Numbers and ratings
Using multi-rater surveysSetting or reviewing targets and goals
Page 10
Moving away from paper-based reviews
Page 11
Moving away from paper-based reviews
StarteAppraisalsSiloed appraisalsFull circle performance reviews
Page 12
Objectives of performance appraisals
Page 13
Objectives of performance appraisals
Clarify what individuals are accountable for “doing” in their organizational rolesProvide individuals with on-going feedback abouttheir level of results deliveryProvide individuals with insight into ways in whichthey can “develop/enhance” their skills setsRelate personal performance levels to performancebased compensation amountsIdentify and address the issue of “under performers”
Page 14
Performance contracting
Page 15
Performance contracting
What is performance contracting?What is the relationship between performance contracting and performance appraisal?Differences between performance contracting and performance appraisalSuccessfully implementing performance contracting
Page 16
When employees are dissatisfied…
Page 17
When employees are dissatisfied…
Hold your composureReview and analyzeGo through the job descriptionCheck for evaluation errorsDouble check the processPrepare for a meetingBe respectfulTake the next formal stepMove on
Page 18
A shift-age alternative
Page 19
A shift age alternative 1 of 2
Open with a brief discussion of how the direct report’s month wentReview results and commitments made in last month’s review session Review current month’s leading indicatorsReview the direct report’s performance correction log and previous reviewsGive and receive feedback
Page 20
A shift age alternative 2 of 2
Establish and agree on next month’s priorities (with measures)Within two business days, write and deliver to the direct report a summary letter of the meeting (include all assessments and agreements)Include a discussion of career aspirations and/or potential every six monthsUse the previous reviews as your source when asked to discuss performance or potential
Page 21
Types of performance review
Page 22
Types of performance review
Close-endedOpen-ended
Page 23
Performance reviews for smaller employers
Page 24
Performance reviews for smaller employers
Keep it simpleDon’t reinvent the wheelSet a realistic schedulePlace the emphasis on positiveApproach 360 degree feedback with cautionReview the process
Page 25
Strategic plans for appraisals
Page 26
Strategic plans for appraisals
Be based on the long-term vision and immediate missionLink each employee to the missionSet goals and objectivesDescribing results to move the mission forwardCreate aligned department plans to achieve a portion of the overall plan
Page 27
An hour each quarter…
Page 28
An hour each quarter…
Focus on current and future performance NOT the pastContinuous feedbackPerformance and improvement results integrated with the organization’s needsIndividual awareness of what he or she should be doing at any moment to accomplish the mission
Page 29
Conducting performance appraisals
Page 30
Conducting performance appraisals 1 of 2
PreparationMake it a conversationHear what is being saidReward the positivesHelp fix the negativesSet SMART objectives
Page 31
Conducting performance appraisals 2 of 2
GETTING THE MOST OUT OF THE SITUATIONConstruct a clear to-do listEmphasize clear objectivesAllow the appraisee to leadFollow through on promises
Page 32
Practical problems with rating systems
Page 33
Practical problems with rating systems 1 of 3
Tendency to give a good overall assessment on the basis that one particular aspect has been accomplished wellTendency to avoid giving low ratings even when deserved, for fear of angering or upsetting a weak performerTendency to give a poor overall assessment on the basis of poor performance in one area
Page 34
Practical problems with rating systems 2 of 3
Tendency to rate employee performance as ‘average’ or ‘good’ rather than to use the end-points of ratings scalesTendency to give particular weight to recent occurrences in reaching judgements about individual performanceTendency to give high ratings to people who have performed well historically, whatever their performance over the previous year
Page 35
Practical problems with rating systems 3 of 3
Tendency to refrain on principle from giving particularly high ratingsTendency to rate subordinates at a lower level than the appraiser achieved when in their position
Page 36
Issues around professional ethos
Page 37
Issues around professional ethos 1 of 2
PROFESSIONAL ETHOS TYPIFIED BY:High levels of autonomy and independence of judgementSelf-discipline and adherence to professional standardsPossessing of specialized knowledge and skillsPower and status based on expertiseOperating, and being guided by, a code of ethicsBeing answerable to the governing professional body
Page 38
Issues around professional ethos 2 of 2
CHARACTERISTICS EMPHASIZED BY APPRAISAL:Hierarchical authority and direction from superiorsAdministrative rules and the following of proceduresDefinition by the organization of standards and objectivesDemand that primary loyalty be given to the organizationBasing of power on one’s legitimate organizational position
Page 39
Typical questions
Page 40
Typical questions 1 of 2
What parts of your job give you most satisfaction?What parts of your job give you least satisfaction?How would you assess your technical skills?How would you assess your ability to communicate with your colleagues?How would you describe your working relationships?What do you feel are the main achievements over the past year?What did you fail to achieve? Why?
Page 41
Typical questions 2 of 2In what areas do you feel you have the ability to improve?What training events would you like to attend in the coming year?What are your career objectives for the coming year?What suggestions do you have for ways in which organization of work in your department could be improved?How could communication in the organization be improved?
Page 42
Questions for the appraisee
Page 43
Questions for the appraisee
How have I done in the last year/six months?When did things go well?What do I want to accomplish in the next year/six months?
Page 44
Appraiser training
Page 45
Appraiser training 1 of 2
TYPICALLY COVERED ON TRAINING COURSES:Importance of objectivity and consistencyNeed to avoid passing judgement on any aspect of an appraisee’s personality or attitude that does not relate 100% to his or her performance at workNeed to prepare thoroughly for all appraisal interviewsImportance of putting employees at ease and encouraging them to do most of the talking
Page 46
Appraiser training 2 of 2
TYPICALLY COVERED ON TRAINING COURSES:Need to stress good aspects of performance as much or more than poorer aspectsNeed to take a constructive approach to weaknesses in the employee’s performance and to make positive suggestions as to how matters might be improvedNeed to end appraisal interviews on a forward-looking, positive and constructive note
Page 47
Common themes
Page 48
Common themes 1 of 2
RELIABILITY AND DEPENDABILITYExceptional, consistently exceeds expectationsExcellent, frequently exceeds expectationsFully competent, meets expectationsMarginal, occasionally fails to meet expectationsUnsatisfactory, consistently fails to meet expectations
Page 49
Common themes 2 of 2
INTEGRITYExceptional, consistently exceeds expectationsExcellent, frequently exceeds expectationsFully competent, meets expectationsMarginal, occasionally fails to meet expectationsUnsatisfactory, consistently fails to meet expectations
Page 50
Case study
Page 51
Case study
Page 52
Drill
Page 53
Drill
Page 54
Conclusion and questions
Page 55
Conclusion and questions
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