Embed Size (px)
DESCRIPTION
Half day open training event held in Mississauga, Ontario.
Citation preview
Performance reviews which really add value
by Toronto Training and HR
October 2013
Page 2
CONTENTS5-6 Definitions7-8 Elements of the performance review process9-10 Uses of performance reviews11-12 Different approaches to performance reviews13-14 Preconditions for effective performance reviews 15-16 Collating information17-18 Preparation19-22 Qualitative attributes23-24 Quantitative attributes25-27 Bias28-29 Drill30-31 Headings for work plans32-33 Engaging the individual being reviewed34-35 Tricky situations36-37 Feedback38-40 Behaviourally-anchored rating scale (BARS)41-43 Management by Objectives (MBO)44-45 Other methods46-47 Steps to follow with performance reviews48 Case study49-50 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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions
• Performance review• Performance• Appraisal
Page 7
Elements of the performance review
process
Page 8
Elements of the performance review process
• Measurement• Feedback• Positive reinforcement• Exchange of views• Agreement
Page 9
Uses of performance reviews
Page 10
Uses of performance reviews
• Developmental• Administrative
Page 11
Different approaches to performance reviews
Page 12
Different approaches to performance reviews
• Tell and sell• Tell and listen• Problem-solving
Page 13
Preconditions for effective performance
reviews
Preconditions for effective performance reviews
• An open, trusting relationship between manager and employee-building trust takes a lot of time, losing it takes only a second
• A joint exploration, with the tone set by using the employee’s self-review as the starting point
• A problem finding/ solving/learning approach instead of a judgmental, punishment-oriented approach
Page 15
Collating information
Page 16
Collating information
• Objectives• Competence• Training• Actions
Page 17
Preparation
Page 18
Preparation
• Person reviewing• Discussion guides • Person being reviewed
Page 19
Qualitative attributes
Page 20
Qualitative attributes 1 of 3
• Adaptability to change• Analytical skills• Aptitude and competence• Communication skills• Creativity• Decision-making skills• Dependability and
responsibility• Initiative in accomplishing
objectives
Page 21
Qualitative attributes 2 of 3
• Judgement skills• Logic skills• Loyalty to the
organization• Motivation to accomplish
tasks and objectives• Negotiating skills• Oral presentation skills• Persuasion skills• Problem-solving skills
Page 22
Qualitative attributes 3 of 3
• Professionalism, standards and ethics
• Quality of work• Sales skills• Secretarial and clerical
skills• Self-improvement and
learning skills• Writing skills
Page 23
Quantitative attributes
Quantitative attributes
• Accomplishment of tasks and objectives
• Accuracy and precision• Computer skills• Cost and resources
management• Knowledge of job and
industry• Planning and scheduling
skills• Setting objectives• Technical competence• Time management
Page 25
Bias
Page 26
Bias 1 of 2
• Horns and halos• Purposeful• Performance review• Self
Page 27
Bias 2 of 2
AVOIDING COMMON BIASES• Year-round recording and
feedback• 360 degree reviews• Benchmarking• Adjusted rating scales• Custom forms• Monitor
Page 28
Drill
Page 29
Drill
Page 30
Headings for work plans
Page 31
Headings for work plans
• Key performance objectives
• Output• Performance standard• Performance indicators• Time• Resource requirements• Enabling conditions• General performance
factors
Page 32
Engaging the individual being reviewed
Page 33
Engaging the individual being reviewed
• Use as many open-ended questions as possible
• Use conversation starters• Make sure the employee
has read the review before the official meeting
Page 34
Tricky situations
Page 35
Tricky situations
• Handling a defensive subordinate
• Criticizing a subordinate• Ensuring improved
performance
Page 36
Feedback
Page 37
Feedback
• Components of a feedback system
• 360 degree• Positive and to improve• Constructive and
destructive• Fearless feedback
Page 38
Behaviourally-anchored rating scale (BARS)
Page 39
Behaviourally-anchored rating scale (BARS) 1 of 2
• Definition• Developing a BARS
Behaviourally-anchored rating scale (BARS) 2 of 2
Page 41
Management by Objectives (MBO)
Page 42
Management by Objectives (MBO) 1 of 2
• Definition• Key ideas• Problem areas
Page 43
Management by Objectives (MBO) 2 of 2
4. Continuing performance discussions
3. Setting of objectives
2. Development of performance
standards
1. Job review and agreement
Page 44
Other methods
Page 45
Other methods
• Graphic rating scale method
• Alternation ranking method
• Paired comparison method
• Forced distribution method
• Critical incident method• Narrative forms• Computerized and web-
based performance review
Page 46
Steps to follow with performance reviews
Page 47
Steps to follow with performance reviews
• Review job responsibilities and performance objectives
• Collect data• Write a draft• Determine ratings• Set the draft aside;
review and finalize
Page 48
Case study
Page 49
Conclusion and questions
Page 50
Conclusion and questionsSummaryVideosQuestions
