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Performance Management: Focus on Performance Appraisals


Common Mistakes Stereotype Recency Central Tendency Leniency Horns/Halo Effect Contrast Projection Prejudgment Performance Appraisal Practice Review Performance ... – PowerPoint PPT presentation

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Title: Performance Management: Focus on Performance Appraisals

Performance ManagementFocus on Performance
facilitated by Dindy Robinson Director of

A pat on the back is only a few vertebrae removed
from a kick in the pants, but is miles ahead in
results. V. Wilcox
Course Objectives
  • After completing this workshop, the learner will
    be able to
  • Understand TCUs performance rating scale
  • Fill out a Performance Appraisal Form
  • Conduct meaningful performance appraisal
  • Be prepared for some common challenges of the
    appraisal process
  • Set effective goals with employees

Your Experience
  • Think about your past performance reviews
  • What thoughts come to mind?
  • What went right, what went wrong?
  • http//

Performance Management
  • An iterative process of goal-setting,
    communication, observation and evaluation to
    support, retain and develop exceptional employees
    for organizational success.

Why Manage Performance?
  • To reach organizational mission and goals
  • Encourage and reward behaviors aligned with
    organizational mission and goals
  • Curb or redirect non-productive activities

Reasons for Performance Appraisals
  • Benefits to Employers
  • Helps to improve employee relations and
  • Serves as an effective retention tool
  • Provides a paper trail for addressing performance
    or disciplinary problems
  • Demonstrates organizations commitment to
    employee success
  • Provides valuable feedback for managers

Reasons for Performance Appraisals
  • Benefits to Employees
  • Provides a chance for employees to ask questions
    and tell you their sense of what theyve
  • Lets employee know his/her strengths and areas
    that need improvement
  • Allows employees to take responsibility for their
  • Lets employees know whats expected of them
    creates mutual understand of job duties

What do Employees Expect?
  • http//

What do Employees Deserve?
  • Clear expectations
  • Positive/constructive feedback on a regular basis
  • Involvement in goal setting
  • Be treated fairly and consistently
  • Sharing of information and resources
  • Job/career enrichment opportunities

Planning for the Process
  • Review employees job description
  • Understand the performance measurement system
  • Review notes and documentation from the year
  • Understand employee expectations

Planning for the Process
  • If you are just now starting on the process, you
    are TOO LATE!
  • Performance Management is an ongoing process!!

Types of Appraisal Forms
  • Exempt
  • Non-Exempt
  • Forms are available online at
  • http//

Rating Scale(Non-exempt)
  • EE - Exceeds Expectations
  • ME - Meets Expectations
  • NPD Needs Performance Development
  • DNM Does Not Meet Expectations

Exceeds Expectations
  • Clearly considered to be exceptional performers.
  • Consistently exceed the communicated expectations
    of the job function, responsibility or goal.
  • Demonstrate unique understanding of work beyond
    assigned area of responsibility.
  • Identify needs and provide unique, innovative and
    workable solutions to problems. 
  • Achievements and abilities are obvious to
    subordinates, peers, managers and customers.

Meets Expectation
  • These employees are on track and fully achieve
  • Independently and competently perform all aspects
    of the job function, responsibility, or goal.
  • Performance consistently meets the requirements,
    standards, or objectives of the job.
  • Occasionally exceeds requirements.
  • Recognizes, participates in, and adjusts to
    changing situations and work assignments.

Needs Performance Development
  • Generally meet expectations required for the
  • Competently perform most aspects of the job
    function, responsibility or goal.
  • May require improvement in one or two areas of
    consistent weakness.
  • Employee requires coaching in a weak area or may
    need additional resources or training to meet

Does Not Meet Expectations
  • Employees with this rating fail to satisfactorily
    perform most aspects of the position (or
  • Performance levels are below established
    requirements for the job.
  • Employee requires close guidance and direction in
    order to perform routine job duties.
  • Performance may impede the work of others and the

Scheduling the Meeting
  • Notice
  • Location
  • Self-evaluation
  • Appropriate form
  • Comments
  • Documentation

Filling out the Form
  • Review notes
  • Behaviors vs. value judgments
  • Align categories on form with employees job
  • Optional categories
  • Set goals

Setting Effective Goals
  • Quick Tips
  • S.M.A.R.T. Goals
  • Specific
  • Measurable
  • Achievable/Agreed Upon
  • Relevant
  • Time-bound
  • Aligned
  • Adjustable

Goals and Metrics
  • A goal is a statement of results that are to be
    achieved. Goals describe
  • Conditions that will exist when the desired
    outcome has been accomplished
  • A time frame during which the outcome is to be
  • Resources the organization is willing to commit
    to achieve the desired result.
  • Ex To increase the flow of invoices through the
    Accounting Department to a minimum of 150 per day
    by October 1. The total cost increase to
    accomplish this should not exceed 550.

Goals and Metrics
  • A metric is an ongoing performance criteria that
    must be met time and time again.
  • Refer to such things as attendance, breakage,
    manufacturing tolerances, production rates,
    safety standards, dollar amounts.
  • Most effective when established with the
    participation of those who must meet them.
  • Ex The departmental filing backlog should not
    exceed one week. Any record requested should be
    available within five minutes of the request.

Goal /Metric/Neither
  • Breakage in the kitchen should be kept to a
  • To eliminate maintenance coding errors for
    existing computer programs by October 1, at a
    cost not to exceed 40 work hours.
  • Reduce the cost of ongoing operations by January
  • Telephones are to be answered quickly and
    messages taken when necessary.
  • To reduce burner maintenance expense by 15
    before November 15, at a one time cost not to
    exceed 10,000.

Goal /Metric/Neither
  • To increase sales of mens watches by 10 before
    June 1, with no increase in expense.
  • Reduce lost time because of accidents appreciably
    by year end.
  • Errors in recording class enrollment will not
    exceed 2 of the total monthly enrollment.
  • Telephones should be answered after no more than
    2 rings. Telephone manners are expected to follow
    that described in the company handbook. Messages
    should include date, time of call, relevant names
    and numbers, and the nature of the call.

Common Mistakes
  • Stereotype
  • Recency
  • Central Tendency
  • Leniency
  • Horns/Halo Effect
  • Contrast
  • Projection
  • Prejudgment

Performance Appraisal Practice
  • Review Performance Appraisal for items that are
  • Under-rated
  • Over-rated
  • Poorly stated
  • Refer to employee background
  • Rewrite Performance Appraisal using tools
    reviewed today
  • Make sure to fill out the form completely
    including the Goals section

Conduct the Meeting
  • Control the environment
  • State the purpose of the discussion
  • Discuss employees self review
  • Let employee talk
  • Be aware of all three parts of the messages you
  • Words
  • Tone
  • Body Language
  • http//

Conduct the Meeting
  • Give specific examples of strengths and areas for
  • Ask open-ended questions
  • Be calm and objective dont blame or attack
  • Focus on the performance, not the person
  • Listen
  • Set specific goals and timelines action plan

Common Performance Appraisal Challenges
Common Problems
  • Failure to prepare for the interview
  • Failure to listen (80-20 ratio)
  • Failure to maintain objectivity
  • Failure to provide feedbackpositive and/or
  • Failure to follow-up
  • Failure to document performance both good and

Common Problems
  • Misusing the performance evaluation process to
    address a disciplinary problem
  • Element of surprise
  • Relying on impressions/rumors, rather than facts
  • Inconsistent application of performance
    evaluation criteria
  • Interpersonal issues
  • Holding employees responsible for events/problems
    beyond their control

Discussing Unsatisfactory Performance
  • I want to warn you that this will not be what you
    are used to.
  • I notice on your self appraisal you have given
    yourself a top rating for quality. Are you aware
    of your error rate versus the departmental
  • We seem to be running about two weeks behind
    schedule can you tell me why and what we can do
    to catch up?
  • Fifty percent of your staff resigned in the last
    quarter. To what do you attribute that?
  • Are you aware of the standards for quality we
    expect on this item?

Discussing Unsatisfactory Performance
  • Can you explain what caused this?
  • What do you suggest we do to get this done on
    time in the future?
  • What possibilities do you see for resolving this?

Avoid Discriminatory Behavior
  • Avoid favoritism
  • Base the appraisal on job-related criteria
  • Base judgments on factual data instead of general
  • Give all employees a clear understanding of their
    performance standards
  • Maintain good, accurate documentation
  • Be consistent

Things to Remember
  • Dont make hasty judgments.
  • Be aware of nonverbals yours and the employees
  • Dont be afraid of silence
  • Dont interrupt when the employee is speaking
  • Use I statements
  • Say what you mean

Positive Feedback
  • Behavior What aspects of the employees
    behavior do you find valuable?
  • Effect What positive effect does the
    performance have?
  • Thank You Where can you find opportunities to
    use this expression more?

Source Donna Berry, Charles Cadwell, and Joe
Fehrmann. 50 Activities for Coaching/Mentoring.
Negative (Corrective) Feedback
  • Behavior state the specific behavior that is
  • Effect Explain why the behavior is unacceptable
  • Expectation Tell the employee what you expect
    to happen to change the behavior
  • Result Let the employee know what will happen
    if the behavior continues or changes

Source Charles Cadwell. The Human Touch
Performance Appraisal.
The Defensive/Hostile Employee
  • Dont object to the employees reaction and
    become defensive
  • Use restatement to reflect his/her negative
  • Never accept abuse from an employee under any
  • Postpone the interview
  • Have the employee prepare a written summary of
    his/her complaints

  • Provide frequent communication and feedback
    (positive and corrective)
  • Maintain written records (positive and negative)
  • Respond promptly to requests for help
  • Conduct interim reviews
  • Review goals/action plans and timelines
  • Evaluate your own performance and its effect on
    your employees

  • Prepare for the appraisal discussion
  • Discuss employees dreams, goals
  • Set mutual goals put them in writing
  • Give positive and corrective feedback
  • Use up-to-date job descriptions
  • Evaluate your performance
  • Involve the employee in the discussion
  • Be open, candid and specific
  • Evaluate performancenot personality
  • Sincerely care about your employees

Date to Remember
  • Appraisals due in HR by February 3, 2012

It is literally true that you can succeed best
and quickest by helping others to succeed
Napoleon Hill