Conducting effective performance reviews and appraisals March 2012

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Half day open training event held in Toronto, Canada.

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  • 1. Conducting effective performance reviews and appraisals by Toronto Training and HR March 2012
  • 2. 3-4 Introduction to Toronto Training and HR 5-7 Development and implementation of 360Contents degree feedback 8-9 Numbers and ratings 10-11 Moving away from paper-based reviews 12-13 Objectives of performance appraisals 14-15 Performance contracting 16-17 When employees are dissatisfied 18-20 A shift age alternative 21-22 Types of performance review 23-24 Performance reviews for smaller employers 25-26 Strategic plans for appraisals 27-28 An hour each quarter 29-31 Conducting performance appraisals 32-35 Practical problems with rating systems 36-38 Issues around professional ethos 39-41 Typical questions 42-43 Questions for the appraisee 44-46 Appraiser training 47-49 Common themes 50-51 Case study 52-53 Drill 54-55 Conclusion and questions
  • 3. Introduction Page 3
  • 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 4
  • 5. Development andimplementation of 360 degree feedback Page 5
  • 6. Development andimplementation of 360 degree feedback 1 of 2Define objectivesDecide on recipientsDecide on who will give the feedbackDecide how feedback will be givenDecide on the areas of work and behaviour onwhich feedback will be givenDecide on the method of collecting the dataDecide on data analysis and presentation Page 6
  • 7. Development andimplementation of 360 degree feedback 2 of 2Decide 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 7
  • 8. Numbers and ratings Page 8
  • 9. Numbers and ratingsUsing multi-rater surveysSetting or reviewing targets and goals Page 9
  • 10. Moving away from paper- based reviews Page 10
  • 11. Moving away from paper-based reviewsStarteAppraisalsSiloed appraisalsFull circle performance reviews Page 11
  • 12. Objectives of performance appraisals Page 12
  • 13. Objectives of performance appraisalsClarify what individuals are accountable for doingin 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 underperformers Page 13
  • 14. Performance contracting Page 14
  • 15. Performance contractingWhat is performance contracting?What is the relationship between performancecontracting and performance appraisal?Differences between performance contracting andperformance appraisalSuccessfully implementing performancecontracting Page 15
  • 16. When employees are dissatisfied Page 16
  • 17. When employees are dissatisfiedHold your composureReview and analyzeGo through the job descriptionCheck for evaluation errorsDouble check the processPrepare for a meetingBe respectfulTake the next formal stepMove on Page 17
  • 18. A shift-age alternative Page 18
  • 19. A shift age alternative 1 of 2Open with a brief discussion of how the directreports month wentReview results and commitments made in lastmonths review sessionReview current months leading indicatorsReview the direct reports performance correctionlog and previous reviewsGive and receive feedback Page 19
  • 20. A shift age alternative 2 of 2Establish and agree on next months priorities(with measures)Within two business days, write and deliver to thedirect report a summary letter of the meeting(include all assessments and agreements)Include a discussion of career aspirations and/orpotential every six monthsUse the previous reviews as your source whenasked to discuss performance or potential Page 20
  • 21. Types of performance review Page 21
  • 22. Types of performance reviewClose-endedOpen-ended Page 22
  • 23. Performance reviews for smaller employers Page 23
  • 24. Performance reviews for smaller employers Keep it simple Dont reinvent the wheel Set a realistic schedule Place the emphasis on positive Approach 360 degree feedback with caution Review the process Page 24
  • 25. Strategic plans for appraisals Page 25
  • 26. Strategic plans for appraisalsBe based on the long-term vision and immediatemissionLink each employee to the missionSet goals and objectivesDescribing results to move the mission forwardCreate aligned department plans to achieve aportion of the overall plan Page 26
  • 27. An hour each quarter Page 27
  • 28. An hour each quarterFocus on current and future performance NOT thepastContinuous feedbackPerformance and improvement results integratedwith the organizations needsIndividual awareness of what he or she should bedoing at any moment to accomplish the mission Page 28