Perfor Feedback Presentation (1).ppt

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Performance FeedbackPerformance Feedback

T.R. Edgar & AssociatesT.R. Edgar & Associates

Reston, VirginiaReston, Virginia

Purpose of This SessionPurpose of This Session

Familiarize you with the primary objective of a Performance Feedback System

Increase your sensitivity to typical problems in conducting performance feedback

Improve your awareness of a technique for conducting effective performance feedback

Help the company capitalize on the potential of its employees

T.R. Edgar & Associates

Performance Feedback Performance Feedback


An Historical Perspective

Lessons Learned

A Recommended Approach


1 Webster’s, Second College Edition2 ASPA Handbook of Personnel and Industrial Relations

Definitions Definitions

PerformancePerformanceExecution….accomplishment…. results

AppraisalAppraisal “An estimation of value”1

Performance Performance AppraisalAppraisal

“A systematic review of an individual employee’s performance on his job to evaluate the effectiveness or adequacy of his/her work…”2

Performance Feedback Performance Feedback ---- An Historical An Historical

PerspectivePerspective


Chronological ReviewChronological Review


3rd Century ADWEI Dynasty used an “Imperial Rater” to rate performance of official family members.

Early 1800’sCotton mills in Scotland hung a color coded cube over each employee’s work station defining grade of deportment, excellent bad.

1813U.S. Army General Lewis Cass evaluated each of his men (e.g., “A good natured man,” “A knave despised by all,” etc.).

1842Wide spread appraisal of employees in the U.S. Federal Government.

1940’sWide spread appraisal of managers in industry.

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Performance Feedback Performance Feedback ---- Lessons LearnedLessons Learned


Research Findings Research Findings


Reward manager for developing subordinates

Actively engage employees in process

Focus appraisal discussion on “development”

Establish & agree on goals mutually

Don’t use peer comparisons as a central theme

Be aware: the immediate manager may not be the best one to assess employee performance when: They work at a distance, don’t know the job requirements,etc.

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Effectiveness of Performance Effectiveness of Performance ReviewsReviews

“THE ANNUAL AGONY”“THE ANNUAL AGONY”

Wall Street Journal, 11/19/96Wall Street Journal, 11/19/96

“Get rid of the Performance Review! It “Get rid of the Performance Review! It destroys morale, kills teamwork, and hurts destroys morale, kills teamwork, and hurts

the bottom line.”the bottom line.”

Wall Street Journal, 10/20/08Wall Street Journal, 10/20/08

ContinuedContinued

“Research among 200 employers. 90% of “Research among 200 employers. 90% of

Appraisal Systems are unsuccessful.” Appraisal Systems are unsuccessful.” Psychological AssociatesPsychological Associates

“Anyone who equates delivering feedback “Anyone who equates delivering feedback

with filling out forms has lost the battle for with filling out forms has lost the battle for smart appraisal before it’s begun.”smart appraisal before it’s begun.”

Kelly AllanKelly Allan

ContinuedContinued

“…… These systems have become “…… These systems have become

bureaucratic nightmares and have put bureaucratic nightmares and have put human resources professionals in the role human resources professionals in the role

of ‘cop’.”of ‘cop’.”

Dr. Michael BeerDr. Michael Beer

ContinuedContinued

“ There are no certificates on the wall stating “ There are no certificates on the wall stating

the qualifications of the reviewer, yet the the qualifications of the reviewer, yet the effect on the individual’s present and effect on the individual’s present and

future is as real as if everyone knew what future is as real as if everyone knew what

he or she was doing.”he or she was doing.”Philip CrosbyPhilip Crosby

ContinuedContinued

“ The annual review nourishes short“ The annual review nourishes short--term term

performance, annihilates longperformance, annihilates long--term term planning, builds fear, demolishes planning, builds fear, demolishes

teamwork, nourishes rivalry and teamwork, nourishes rivalry and

politics…….it leaves people bruised, politics…….it leaves people bruised, battered, desolate, feeling despondent, battered, desolate, feeling despondent,

dejected, inferior, even depressed….”dejected, inferior, even depressed….”

Dr. W. Edwards DemingDr. W. Edwards Deming

Primary Uses of Primary Uses of Performance ReviewsPerformance Reviews


Source: Alan H. Locher and Kenneth S. Teel, “Performance Appraisal—A Survey of Current Practices,” Personnel Journal, May 1977. Copyright May 1977. Reprinted with the permission of Personnel Journal, Costa Mesa, California; all rights reserved.

UseUse Small OrganizationsSmall Organizations Large OrganizationsLarge Organizations

Compensation 80.6% 62.2%62.2%

Performance Improvement 49.7% 60.6%60.6%

Feedback 30.6% 37.8%37.8%

Promotion 29.1% 21.1%21.1%

Documentation 11.4% 10.0%10.0%

Training 8.0% 9.4%9.4%

Transfer 7.4% 8.3%8.3%

Manpower Planning 6.3% 6.1%6.1%

Discharge 2.3% 2.2%2.2%

Research 2.9% 0.0%0.0%

Layoff 0.6% 0.0%0.0%

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Performance Feedback Performance Feedback ---- A Recommended A Recommended

ApproachApproach


Why give performance Why give performance feedback? feedback?


Emphasize employee development

Enhance employee communications

Facilitate greater contributions to company performance

Support employment actions

What is the process?What is the process?


Preparation

Follow-Up

Content

Outcome

Follow-Up

• Review IDP with subordinate to obtain

mutual understanding and commitment

Subordinate’s Preparation

•Review job goals

•Review performance criteria

•Identify own strengths and weaknesses

•Prepare individual development plan (IDP)

Manager’s Preparation

•Think about organization and job goals of

subordinate

•Review performance criteria

•Review anecdotal records of subordinateperformance and typical days

•Select major area of contribution

Participation of

subordinate in

session

Constructive, helping

attitude and behavior

of manager

Resolve differences or

misunderstandings, if

any

Develop action plan

to optimize job

performance

Set future

performance targets

Determine results

expected

How do you approach How do you approach performance feedback?performance feedback?

Define and communicate performance expectations

Provide challenging assignments

Provide frequent, constructive feedback

Provide recognition and rewards for results and accomplishments

Have employee evaluate themselves

Focus on the future

How do you implement How do you implement performance feedback? performance feedback?


Formal schedule

Active employee participation

Individual development plan (IDP)

Abbreviated summary rating

Salary discussion separate

Different forms for each major job category: exempt, nonexempt, management

How do you document How do you document performance?performance?

ContrastContrast An employee surrounded by mediocrity is rated exceptional; An employee surrounded by mediocrity is rated exceptional; another surrounded by superstars is rated fairanother surrounded by superstars is rated fair

RecencyRecency Employees are evaluated based upon their most recent workEmployees are evaluated based upon their most recent work----positive or negativepositive or negative——regardless of their yearregardless of their year--long performancelong performance

PrimaryPrimary An employee’s evaluation is based on the manager’s 1An employee’s evaluation is based on the manager’s 1stst

impression, regardless of subsequent performance.impression, regardless of subsequent performance.

Description

Halo/hornHalo/horn The manager bases his/her assessment of the employee’s The manager bases his/her assessment of the employee’s performance one one aspect of performance, either favorable performance one one aspect of performance, either favorable

(halo), or unfavorable (horn). (halo), or unfavorable (horn). For example: An employee who

works long hours may be considered to be productive.

FamiliarityFamiliarity A manager is comfortable with an employee who possesses A manager is comfortable with an employee who possesses characteristics similar to his/her own, and evaluates them more characteristics similar to his/her own, and evaluates them more

favorablyfavorably

4. Avoid judgment errors

Error

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•• BehaviorBehavior •• The individualThe individual

•• From actual observationFrom actual observation •• From what you From what you assumeassume anan

action meansaction means

•• By sharing ideasBy sharing ideas •• By giving adviceBy giving advice

•• What is happening nowWhat is happening now •• What happened a long What happened a long

time agotime ago

•• A few pointsA few points •• By overloading the person By overloading the person

with everything that’swith everything that’swrongwrong

CriticizeCriticize Don’t CriticizeDon’t Criticize

How do you document How do you document performance?performance?

5. Give constructive feedback

What about the performance What about the performance feedback discussion? feedback discussion?


There are 3 types:

Participatory Discussion*

Tell-and-Sell

Tell-and-Listen

* Preferred

The key to getting a good

performance review -

- as with many other things -

-is having

the right

attitude!

SUPERVISOR

T.R. Edgar & AssociatesSource: Heartland Enterprises, Inc.

…And the characteristics of a …And the characteristics of a good feedback discussion?good feedback discussion?


It’s a candid, balanced, joint activity

Employee strengths AND weaknesses are addressed

Both parties talk and listen, striving for commitment (NOT “Tell and Do”)

Understanding is sought by explaining performance observations + addressing perceptions vs. intentions

It facilitates introspection and personal reflection

It evolves an individual development plan

It enhances performance effectiveness


Avoid the halo/horn effect

Avoid assessment based on most recent memory

Describe behavior and results, avoid adjectives

Be specific and give examples

Avoid judging--work with the employee

Be a coach, not a counselor or critic

Avoid comparisons to others

Be patient and listen

SO, what should you remember SO, what should you remember before the discussion? before the discussion?

How can you tell employees How can you tell employees when they do good work?when they do good work?


“Good thanks come in 3’s!”

Step �: Make your usual remark.“That was a good report,Jenny.”

Step �: Get more specific.“I especially liked the way you used humor to help explain what the department changes will mean.”

Step �: Link this specific to a personality trait or character strength.“Your sense of humor often helps us over the rough spots--I appreciate

that.”

Source: Recognition, The Quality Way

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1. Make the employee feel comfortable and state the purpose of the meeting

2. Allow the employee to assess his/her own performance

3. Provide your own performance assessment, reinforce positives, outline improvement areas

4. Resolve any disagreements in performance assessments

5. Develop and obtain joint commitment for a future performance plan

You’re in the discussion, now You’re in the discussion, now what? Use a 5 step process:what? Use a 5 step process:

So, is feedback REALLY So, is feedback REALLY necessary? necessary?

“No one enjoys addressing others’ deficiencies. But failure to do so

sends the message that people are on track when they really aren’t. And that may be the greatest disservice a leader can do to someone

else.” Eric Harvey

“Feedback is the breakfast of champions.”Ken Blanchard and Spencer Johnson

“There are two things that people want more than sex and money –

recognition and praise.” Mary Kay Ash

“Truly great leaders spend as much time collecting and acting on

feedback as they do providing it.” Alexander Lucia

Career PathManagement

Applicants

QualityHires

•Motivated•Positive Attitude•Intelligent

Environment

•Challenging•Open•Positive•Participatory

PerformanceFeedback

•Reinforcement•Development•Motivation•Communication

RewardSystem

•Intrinsic•Extrinsic•Reinforcing•Appropriate

•Career Ladders•Productivity•Contribution

CorporateEmployee Goals

•Compatible•Consistent

PositionResponsibilities

•Understood•Compatible•Capable

How do you build a healthy How do you build a healthy employment relationship? employment relationship?


Performance Feedback:

Is an ongoing process

Needs to be “single” focused – on employee development

Must be balanced – address both strengths

and improvement areas

Requires a lot of time

Results are enhanced by good communication

techniques (5-step process)

What have you learned? What have you learned?

Documents

Perfor Feedback Presentation (1).ppt