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Writing Performance Reviews

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Writing Performance Reviews. What? How Much? How?. According to Supervisors. . Take too long to write. People only want good news. It’s about “Show me the money!” Don’t improve performance. Employees say. . . Never get one or it’s late. All checkmarks and no examples. - PowerPoint PPT Presentation

Text of Writing Performance Reviews

  • Writing Performance ReviewsWhat? How Much? How?

  • THE PROBLEM WITH REVIEWS According to Supervisors. .

    Take too long to write.People only want good news.Its about Show me the money!Dont improve performance.

    Employees say. . .

    Never get one or its late.All checkmarks and no examples.No guidance about what to do differently.No link between performance and pay.

  • REINFORCE EXPECTATIONSWhat is expected of me?

    Why is it important?

    How am I doing?

    Why Write Performance Reviews? Opportunity for formal written feedback and dialogue about development. Emphasize a performance culture. Reinforce expectations & recognize achievement of them. Generate documentation and a record (+ and -). Justification for employment decisions.

    Performance reviews should clarify:

  • Performance Management vs Performance ReviewPerformance Management

    Continuous interactionPart of the ongoing routine Ongoing developmentObservations with feedback for small incremental changesReal-time here-and-now orientation

    COACHINGPerformance Review

    Singular meeting (2xs/yr)Dedicated timeDevelopment planSummarizes results against expectations Documentation of past events


  • Rater Biases: How to Limit the EffectContrast/ComparisonCentral TendencyFamiliarity/SimilarityHalo/Horns EffectRecency Length of ServicePrior ReviewsCollect your own documentation!!!

  • Documentation GuidelinesKeep a record of examples & samples.Note successes and lessons learned.Document as events occur.Note dates, times, objective measures.Include important items, not every routine action.Deliberative notes & samples.Copy & paste: emails, portions of electronic documents, sample work.You have the opportunity to influence your review by what you choose to write and how you write it!

  • General Writing TipsProvide specific examples or quantitative, measurable information to demonstrate progress compared to a target.Give more examples of important information as evidence for a very high (Top) rating or for a very low (Requires Improvement) rating.Use different examples for each goal/ expectation/competency.Keep your comments descriptive and succinct. (Focus on facts & measures. No generalities, labeling or personality traits.)Use correct grammar, punctuation, spelling. OR, a bulleted list of accomplishments if there are several instead of a narrative paragraph.

  • Writing Tips Form SpecificGoals/Expectations Objective quality-quantity-date information that directly supports the level of attainment.Description of specific related activities; references to a work sample, project, incident.Behavioral CompetenciesSpecific examples that show obvious connection to each competency.Incorporate phrases from Appraisal Wizard along with a specific incident involving you.Overall CommentsGeneral summary regarding the level of performance.Reiteration of key positive highlights/ progress achieved.

  • SAY WHAT?!?!?This young lady has delusions of adequacy.

    Works well when under constant supervision and cornered like a rat in a trap.

    He brings a lot of joy whenever he leaves the room.

    Got a full six-pack but lacks the plastic thing to hold it all together.

  • WRITING TIPS Just the Facts Opinion or Vague-Self-I am organized and efficient in performing my daily tasks in a timely manner.

    Improved quality & satisfaction of learning programs in 2010.

    Supervisor CommentDisorganized and does not multi-task well.Fact (Specific)-Self-Utilize a 5 Top Priorities list to plan my daily tasks and accomplished all assignments on or before requested deadlines. Reorganized electronic folders in June 2010 by project areas to enable faster retrieval.

    Increased 2009 program fill-rate to 95% vs. avg of 67% in 2008. Overall rating average of 9.7 vs. 8.3 during same time.

    Supervisor Specific CommentFiling items by project name and on department drive will enable faster retrieval/updates by Pat & others despite phone/people interruptions.

  • WRITING TIPS Straight TalkNegative Tone-Supervisor-

    Fails to follow customer request instructions which causes customer problems.

    Rater Bias-Self-

    Received excellent patron feedback on Fall performance series. (Recency) Instructive Tone-Supervisor-

    Needs to read all information on request form & obtain customer confirmation of plan before executing event details.

    Specific Examples-Self-

    Consistently increased patron satisfaction ratings from Winter (7.2) to Spring (7.9) to Fall (9.1) by implementing patron suggestions noted on evaluations.

  • PERFORMANCE LEVELSTOPExceeds expectations in most aspects of the job frequently.Goes above and beyond what is asked.Thinks ahead. Is proactive. Seeks improvement. Solves problems independently.

    VALUEDMeets expectations in all major aspects of the position and exceeds some.Sometimes goes beyond what is asked.Takes initiative to solve problems.Seeks learning and improvement.DEVELOPINGNew to the position or some duties are new. More training/learning is needed to be fully performing all aspects of the job at the desired level.Performance does not meet expectations for fully experienced person.

    DEVELOPINGNew to the position or some duties are new. More training/learning is needed to be fully performing all aspects of the job at the desired level.Performance does not meet expectations for fully experienced person.

  • Strengths, Development Areas, Action Steps & Overall Comments REMEMBER THIS!People rarely remember what they are told.What they remember usually wrong.WRITTEN COMMENT SectionsStrengths: Describe TWO things they do well.Development Areas: Name ONE area they need to improve and ONE item they need to learn or develop further.Action Steps: Describe ONE to THREE specific actions they need to take to achieve the next level of performance.Overall Comments: Describe their value to the organization

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