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The Performance Management Process
Manager Guide:
Table of Contents
THE PERFORMANCE MANAGEMENT PROCESS…..…….……………………………… 3
PHASE 1: PERFORMANCE PLANNING...………...………………………………………….. 4
PHASE 2: PERFORMANCE MONITORING…...….………………………………………….. 10
PHASE 3: PERFORMANCE APPRAISAL EVALUATION…...………………...………….. 17
PHASE 4: PERFORMANCE REVIEW DISCUSSION………………………………………. 25
KEY TERMINOLOGY………………………………………………………………………………….... 36
2
Within this guide you will find information regarding each phase of the Performance Management Cycle. You are
encouraged to leverage this guide by focusing on the section of the guide most applicable to the phase of the
performance management cycle you are experiencing, or by reviewing it in its entirety for a general overview.
The Performance Management End-to-End Process
The fundamental purpose of the Performance Management
process is:
• To set and align on key objectives, performance factors to be
showcased, and developmental focus areas
• To engage and empower TSMs through meaningful contributions
to the organization
• To provide continuous feedback and coaching on the execution of
established expectations
• To create a basis for reward and recognition recommendations
When the Performance Management process is fully
leveraged, both the TSM and the organization will benefit
greatly. The Performance Management process enables a
culture that embodies our Team Schein Values; the delivery
of key results; increased development, retention and
engagement of TSMs; and a sense of aligned purpose and
belonging. Additionally, it provides an opportunity for TSMs
to drive business success using their unique skills,
perspectives and backgrounds.
Continuous
Feedback
3
Performance Planning
Setting Expectations
Performance Monitoring
Check-ins
Performance Appraisal
Evaluation
Performance Review
Discussion
Performance Planning:
Setting Expectations & Establishing Goals
4
5
Setting Expectations & Establishing Goals Process Flow
Manager and
TSM discuss
Individual Goals
for the year
Matrix Manager
and TSM discuss
partnership/goals
for the year
TSM establishes
Individual Goals,
in Workday if
applicable
Manager reviews TSM’s
Goals, in Workday if
applicable
?
Manager determines if
goals are appropriate
4
Manager makes
recommended edits and
selects ‘Send Back’ to the
TSM for review/edits
5
Manager sends Goal
Form to Second Level
Review
Second Level Manager reviews
and approves TSM’s Goals, in
Workday if applicable. Second
level manager can send back
goals if not in agreement
3
4a
No
4b2
TSM action
Manager action
Matrix Manager* action
Second Level Manager & Above action
Key
*A matrix manager can be defined as an individual who works in close partnership with a
TSM to guide, coach and partner with them ensuring successful delivery of responsibilities
Note: Forms for Director and Above routes to Compensation for final approval
Manager meets
with Matrix
Manager to
ensure alignment
on TSM’s
objectives
1 2b2a
Goals Foster Alignment & Reflect the ‘What’ and the ‘How’
6
Individual Goals* should
be aligned with the
Company strategy,
Business Unit direction,
and Department objectives
leveraging a cascade
approach.
It is your role as a
manager and/or matrix
manager to ensure your
TSMs understand the
strategic direction in order
to craft their goals.
Company Vision, Mission, Strategic
Priorities
Business Unit Strategic Pillars
Department Objectives
Individual Goals
Fostering Alignment Reflecting the ‘What’ & the ‘How’
&The ‘What’ refers to what a
TSM/team sets out to accomplish:• Key Results
• Customer Centricity
• Solutions/Innovations/Efficiencies
The ‘How’ refers to how a TSM
accomplishes objectives:• Leverages Team Schein Values
• Demonstrates Leadership Competencies
• Prioritizes Team Development &
Relationships
Individual Goals should be written in a way that clearly
outlines expectations and demonstrates accountability
for both what and how a TSM achieves results.
What
How
*See Key Terminology for a definition of Individual Goals, formerly known as MBOs
Ensure Goals are in S.M.A.R.T. Format
SSpecific
Goals outline
what will be
achieved
MMeasurable
Criteria established
for measuring
progress
AAchievable
Goals are
challenging but
within reach
RRelevant
Goals are in
alignment with
strategic plans
TTime-bound
An end point is
set for achieving
the goal
7
“(Action verb + description) to accomplish (observable, measurable outcome) by
(sufficiently specific but reasonable) date.”
Example Format:
• If the Goals involve support from other people, be sure to work with your team
member(s) to ensure commitment from all interdependencies before finalizing Goals
• Apply different weights (or priority) to Goals as appropriate
o Ensures focus on the most important actions
• Recommend your TSM leverages the ‘Writing S.M.A.R.T. Goals Guide’ and/or attends
the ‘Understanding and Writing S.M.A.R.T. Goals Workshop’
Ensure the right level of
action verbs are used
when writing S.M.A.R.T.
Goals:
Str
on
ger
Go
od
implement
develop own
lead execute
drive
understand learn
suggest share interact
study
review analyze
manage promote
coordinate champion
recommend architect
familiarize
strategize
Str
on
g
Create Development Items/Goals Development Items/Goals are identified actions that will be taken by a TSM to grow skillsets and capability in alignment with their current role. They may also be established as a way to prepare for a next role or future leadership position. As a manager, ensure Development Items/Goals for your TSMs are equitable –based on where they are today (skill level, experiences, etc.) and where they aspire to grow.
When creating Development Items/Goals, feel free to recommend your TSM leverages the same format they used for their Individual Goals and create them in Workday, if applicable. Below is an example of a Development Item/Goal:
“By end of Q4(Time-Bound), attend a presentation skills workshop to develop presentation skills and join Toastmasters to practice regularly. Present at least twice during a leadership team meeting to
leverage skills learned (Specific, Measurable, Achievable and Relevant).”
Quick Tip: The 70:20:10 model refers to a typical ratio of the different ways in which a TSM may learn and grow. Leverage the Development Experiences Library for ideas relative to each portion of the model (Experiential, Social, Formal).
8
10%Formal
70%Experiential
On-the-job
Experience
20%Social
Learning from
others
Partnering on and Approving Your TSMs S.M.A.R.T. Goals
Use the following checklist to ensure successful completion of the Performance Planning Discussion:
Establishing Goals phase of the Performance Management cycle.
Activity Guidance
Strategy Cascade & Goal
Alignment
❑ Cascade to your TSM(s) the organizational strategy, Business Unit direction, and department objectives
❑ Liaise with your TSM’s Matrix Manager (if applicable) to be sure priority alignment
❑ Partner with your TSM(s) to identify how their role(s) and responsibilities align with the larger strategic direction
❑ Ask your TSM to share with you what they feel their specific focus areas are for the year and provide guidance in
response
Review Individual Goals and
Development Items/Goals
❑ Review your TSM(s) Individual Goals to ensure they are aligned with the Company, Business Unit, and Department's
priorities for the year
❑ Review your TSM(s) Development Items/Goals (in Workday if applicable) to ensure they are focused on building
capabilities for their current responsibilities and future opportunities
❑ Ensure Individual Goals and Development Items/Goals are written in the S.M.A.R.T. format
❑ When reviewing your TSM(s) Individual Goals assess if appropriate budget, resources and support required to achieve the
goals are available
❑ Confirm that the TSM has incorporated “stretch goals” (those that push them outside of their comfort zone)
Approve and Finalize Goals ❑ If changes are necessary to any of the goals, send back the form to your TSM(s) for revisions (in Workday if applicable)
❑ Approve all finalized goals, in Workday if applicable, and submit through the approval chain
9
Performance Monitoring:
Check-Ins
10
11
Conducting Check-Ins Process Flow
TSM action
Manager action
Matrix Manager action
Second Level Manager & Above action
Key
TSM prepares/documents
progress to date to share
with Manager (and Matrix
Manager if necessary), in
Workday if applicable
Manager and TSM discuss progress
made against Individual Goals and if
revisions need to be made based on
circumstances outside of the TSM’s
control. This discussion incorporates
insights from Matrix Manager discussion
2a
2b1
Matrix Manager and TSM discuss
progress made against Individual
Goals and if revisions need to be
made based on circumstances
outside of the TSM’s control
Engage in Check-Ins Continuously
12
Managers are encouraged to conduct check-ins and engage in continuous performance dialogue throughout the
year in order to enable two-way dialogue with a TSM that may both motivate performance and ensure
alignment. These check-ins don’t have to be long (15-30 minutes), but they should be uninterrupted to enable
robust, focused, and valuable dialogue. Make sure to create a safe space for the feedback discussions and
empower TSMs to initiate performance conversations with you on their own as well.
Below are some examples of opportune times to conduct a performance check-in with your TSM:
At the beginning of a project to ensure
alignment
At the beginning of each quarter to
reinforce alignment of priorities
At year-end to reflect on past
performance and look ahead to future
development
During key milestones of a project to
ensure a TSM is on track, has proper
support, and to provide coaching
At the conclusion of a project to discuss
accomplishments and provide feedback
If a TSM changes roles or responsibilities
If there has been a shift in priorities
To set the stage for, and follow-up on, a
learning opportunity
If a TSM’s performance begins to declineNote: This is not a formal disciplinary or
documentation discussion
DID YOU KNOW?
Research shows that TSM’s should receive feedback at least once per month from their direct
managers to maximize usefulness of timely feedback, ultimately leading to higher performance
Motivate Performance and Limit Surprises Through
Check-Ins
13
During check-ins make sure to provide positive feedback on accomplishments to date and constructive feedback
on areas where improvement may be beneficial. Focus on understanding what has been done and how.
Below are some example topic areas and associated questions you may want to reference during a check-in to
engage your TSM in providing their perspectives prior to your delivery of feedback:
Accomplishments
to Date
Areas of
Opportunity
Challenges
Encountered
Support
Necessary
Goal
Revisions
• What have you
accomplished this
year to date?
• What do you feel
most proud of?
• How did you
accomplish what
you did?
• Where do you feel you
can improve your
performance?
• Are there any goals
you have yet to make
progress against?
Which and how come?
• What do you look
forward to focusing on
more greatly?
• What has been your
biggest challenge
thus far in achieving
your goals?
• Why has that been a
challenge and how
has it impacted your
achievement?
• How has the current
business environment
(internal or external)
affected your goal
progress?
• Which goals, if any, do
you believe need to be
revised?
• How do you recommend
they be revised?
• What further support do
you need from me, the
team, your
stakeholders?
• What kind of
development
opportunities may aid
your success?
Considerations for Goal Revisions
14
When engaging with your TSM(s) throughout the year, you may uncover the need for revisions to a TSM’s
Individual Goal(s). To ensure proper justification to adjust goals or their associated weightings, leverage the
following questions:
• Of your goals, which do you think are still relevant in the current business environment (both internal and external)? Which
are not and why?
• For goals that are still relevant, which ones are you on track to achieve? Which ones may you not be able to achieve and
why?
• How do you recommend your goal(s) be changed?
• How will you measure success for your adjusted or new goals?
• What help do you need from me, the team and other stakeholders throughout the organization to achieve your new
recommended goals?
Be mindful when approving revised goals that the changes are necessary due to circumstances outside of the
TSM’s control. Additionally, goals must continue to add up to a weighting of 100% and will require levels of
approval outside of the direct manager.
15
Goal Revision Process Flow
For TSMs in Workday: Manager clicks on Team Performance
under “Applications” on the homepage → Clicks on Edit
Individual Goals (MBO) task under “Goals” → Clicks on Create
Request under “Actions” →In the Request Type box clicks on
All and then Edit Individual Goals (MBO) → Clicks OK?
Manager determines if revised
goals are appropriate
TSM adjusts and submits
revised Individual Goals
based on discussions, in
Workday if applicable
21
5b
TSM action
Manager action
Matrix Manager action
Second Level Manager & Above action
Key
For outside of Workday:
Manager confirms TSM
may revise goals
Manager reviews TSM revised Goals, in
Workday if applicable. Ensures Matrix
Manager approves revised goals as applicable3
Manager selects ‘Send Back’ to
route the Goal Change form to the
TSM to make recommended edits
Manager approves of
goals, in Workday if
applicable
Additional Levels of Approval-Director and Above forms will be sent
through the management chain up to
EMC level and then Compensation
Partner for final approval
-Below Director level will go to
Second level manager for approval
and then Compensation partner for
final approval
4
5a 6
Conducting a Check-In
Use the following checklist to ensure successful completion of the Performance Monitoring Discussion:
Check-In phase of the Performance Management cycle.
Activity Guidance
Discussion Logistics ❑ Schedule the session in advance thinking through the modality of the discussion, time zones, length of discussion, etc.
❑ Send in advance a note to the TSM explaining the purpose of the check-in, what they may want to do to prepare, and
how/when the check-in will take place
Discuss Progress to Date ❑ Engage in two-way dialogue regarding accomplishments to date and areas for continued focus and progress
❑ Provide recognition of accomplishments and constructive feedback on developmental areas where appropriate
❑ Ask the TSM to share feedback they’ve heard from others regarding their achievements to date; share feedback you’ve
solicited and garnered
❑ Focus feedback on behaviors and results
❑ Leverage the conversation to be constructive and motivating
Evaluate the Need for Goal
Revisions
❑ Gather clarity regarding any challenges your TSM is facing that is outside of their control
❑ Partner with your TSM to discuss how the goal(s) can be appropriately revised
Approve and Finalize Revised
Goals, if Necessary
❑ If changes are necessary to any of the goals, send back the form to your TSM(s) for revisions (in Workday if applicable)
❑ Approve all finalized goals, in Workday if applicable, and submit through the appropriate approval chain
16
Performance Appraisal:
Year-End Evaluation
17
18
Year-End Performance Evaluation Process Flow
1
?
4
5a
1
3a
TSM action
Manager action
Matrix Manager action
Second Level Manager &
Above action
Key
3b
5
2
Performance Appraisal and
Individual Goals form
launches (in Workday if
applicable) to TSM
TSM completes the
Performance & Individual
Goal Self Assessment (in
Workday if applicable); then,
submits to Manager
Manager rates Performance Factors and
provides an overall comment on the
TSM’s Performance Appraisal; and rates
and assesses Individual Goals (in
Workday if applicable). Then, submits to
Second Level Manager
Note: Matrix Manager should
provide comments to Manager
(outside of Workday) on TSM’s
performance and achievement
of Individual Goals pertaining
to their partnership
Second Level Manager
reviews ratings and comments
on Performance Appraisal and
Individual Goal form and
provides additional comments,
edits and approval
Second Level Manager determines if
necessary to send back to TSM’s Manager
Second Level
Manager approves
and sends to EMC
Review Step
Second Level Manager
selects ‘Send Back’ to the
Manager and provides
explanation as to why the
form is returning
5b 6
Compensation
Management
process
launches
Compensation/HRIS
process
Please Note: The DC Performance Appraisal launches directly to the TSM’s
Manager and therefore Managers of DC TSMs begin the process at step 3.
Evaluating Your TSM’s Performance
Step 1: Review your TSM’s self-assessment to
understand from their point of view their
accomplishments for the year
Step 2: Provide a rating for each Performance
Factor leveraging the 5-point rating scale*
Tips to consider when rating performance:• Rate performance in relation to the job responsibilities and results achieved
• Consider feedback from others to provide an objective evaluation
• Be mindful of potential bias and evaluation traps that can impact your
assessment of a TSM’s performance
• Refrain from rating TSMs in a particular order and comparing their ratings
until all are complete
• Utilize the ‘Performance Evaluation Ratings Guide’
Step 3: Craft an ‘Overall Comment’ regarding your
TSMs performance for the year• Leverage the ‘Writing a Constructive Performance Appraisal Overall
Comment Guide’ for example comments and thought-starter language
• Provide remarks that are factual, straightforward, specific, and detailed
• Focus on behavior and results
• Ensure your Overall Comment aligns with the Performance Factor rating
19* Please note not all forms consist of the same rating scale
Avoiding Evaluation Bias When evaluating your TSM’s performance, it is imperative that you are mindful of the many forms of bias that
can influence your evaluation of a TSM. When you reflect on check-in discussions, feedback from others, and
the individual’s results and behaviors, you enable a more objective performance evaluation. Below are a few
examples of biases that most often may influence the performance management process.
In-Group BiasThe tendency to give preferential
treatment to those whom people perceive
to be members of their own groups
Confirmation BiasSearching for, interpreting, emphasizing
and recalling information that supports
our assumptions/preconceived notions
Halo/Horn EffectAllowing a person’s positive or
negative results in one area to impact
the overall evaluation of results
Gender BiasThe tendency to focus performance
feedback on personality/attitudes of
women compared to
behaviors/accomplishments of men
Availability BiasMaking a decision based on the most
accessible information, rather than on
more objective evidence
Recency BiasIgnoring outcomes of the beginning or
middle of a sequence and instead
focusing on the most recent memories
that are easiest to recall
Distance BiasThe tendency to rate things/those that
are physically closer in proximity
higher than others
Mitigation technique: Leverage
dashboards to identify and address
trends in evaluation. Gather feedback
from others. Additional levels of
review
Mitigation technique: Review
insights from TSMs self-assessment
and feedback from others. Additional
levels of review
Mitigation technique: Review insights
from the check-ins, TSMs self-
assessment and feedback from others.
Assess performance on demonstration of
performance factors and leadership
competencies, goal completion & impact
Mitigation technique: Review
insights from check-ins, TSM’s self-
assessment and feedback from
others. Use language that reflects
behaviors/impact rather than
personality/style
Mitigation technique: Reflect on
insights from 1:1 discussions, the
TSM’s self-assessment and feedback
from others gathered throughout the
year
Central Tendency BiasThe tendency to provide ‘middle of the
road’ evaluations most often (perhaps
out of a desire to avoid conflict or due
to inadequate preparation)
Mitigation technique: Ensure well
documented notes on goal progress,
accomplishments and feedback
throughout the year to enable
effective year-end evaluation
Leniency BiasAlso known as Overly Permissive –
The tendency to give higher/more
favorable evaluations
Mitigation technique: Leverage
dashboards to identify and address
trends in evaluation. Additional levels
of review
Mitigation technique: Ensure well
documented notes and feedback
throughout the year
Strictness BiasAlso known as Overly Severe –
The tendency to give lower/harsher
evaluations
Mitigation technique: Leverage
dashboards to identify and address
trends in evaluation. Additional
levels of review
Mitigation technique: Reflect on
insights from 1:1 discussions and check-
ins, TSM’s self-assessment and
feedback from others gathered
throughout the year. Assess
performance on demonstration of
performance factors and leadership
competencies, goal completion & impact 20
Evaluate for Behavior, Not Personality
21
When evaluating your TSM’s performance, it is important to be mindful of evaluating a TSM’s behavior (how they
do things) and the result of those behaviors (what happens), rather than their innate personality traits.
Below you will find examples of how you can ensure your feedback is focused on behaviors and the outcome of
those behaviors in order to provide constructive and meaningful feedback.
Personality
Traits
Observed
Behaviors as a
Result of Traits
What Not to Do What to Do
Example Feedback on Personality
Traits
Example Feedback on Observed
Behaviors
Introverted and Quiet Does not readily share
insights
× [Name] is quiet in meetings. It is important for
[Name] to talk up in meetings more.
✓ [Name] has valuable insights to share with the
organization. It is important for [Name] to share
his/her thoughts and recommendations regularly
with key stakeholders.
Kind and Social Collaborates and forges
partnerships
× [Name] is such a nice person – all his/her
customers love him/her!
✓ [Name] consistently forms collaborative
relationships which has enabled cross-
departmental synergies to be realized.
Impatient and Driving Follows-up too often with
others
× Throughout the year, [Name] was impatient at
times when partnering with others to deliver on
goals.
✓ Throughout the year, [Name] continuously
followed up with stakeholders to ensure
deliverables were on track as planned.
Frequently, the follow up was conducted too
often. It would benefit [Name] to build out a
project plan in partnership with
interdependencies to ensure effective
collaboration.
Manager Assessment- Overall CommentCompleting the Overall Comment provides an opportunity for managers to provide written feedback on
common measurement criteria to a TSM for the year. When writing an Overall Comment, provide remarks that
are factual, straightforward, specific, and detailed. Focus on behavior and results, and ensure your comment
aligns with the Performance Factor rating you assigned.
Click here to access the ‘Writing a Constructive Performance Appraisal Overall Comment Guide’ for more
sample language like you see below.
Recommended Feedback Structure:
[TSM NAME] [OBJECTIVE LANGUAGE ON ACCOMPLISHMENTS] this year, and as such, I’ve rated her/him ‘[Rating]’. She/He [IDENTIFY
AT LEAST. 3 PERFORMANCE FACTORS TO COMMENT ON]. [DETAILED EXAMPLE OF PERFORMANCE].
Example: Met Expectations Overall Comment
Chris consistently performed at the level of which the role requires, and therefore has received an overall rating of ‘Met Expectations’. Chris
successfully demonstrated knowledge of the role & products, maintained focus on results, and leveraged the Team Schein Values when
working with colleagues and external customers. In Chris’ role in Telesales, it is imperative to meet sales targets, build rapport with customers,
and maintain knowledge of our products. Chris consistently met sales targets, and positive feedback was regularly provided on Chris’ level of
support from some of our key/larger customers. I look forward to Chris continuing this successful path next year and mentoring new Team
Schein Members on our systems, processes and products. Good job, Chris!
22
Evaluating Your TSM’s Individual Goals
Step 1: Review your TSM’s comment per goal to understand from their point
of view their completion of the outlined deliverable
Step 2: Provide a rating for each Individual Goal
Tips to consider when rating performance:• Rate Individual Goal accomplishment in relation to the outlined objective and expectations
• Identify if any external factors outside of the TSM’s control could have negatively impacted their goal completion
• Consider feedback from others who observed the TSM’s goal delivery to ensure well-rounded insights (both what
was achieved and how it was)
• Assess the impact of the goal
• Be mindful of potential evaluation bias that can impact your assessment of a TSM’s achievements
• Refrain from rating TSMs in a particular order and comparing their ratings until all are complete
• Ensure alignment between the overall Performance Appraisal rating and the Overall Calculated Rating for the
Individual Goal (if applicable)
• Reference the Leverage Table, shown to the right, to understand the payout % based on the Individual Goal
Achievement % (if applicable)
Step 3: Provide a comment in alignment to the rating you are providing for
each Individual Goal• Provide remarks that are factual, straightforward, specific, and detailed
• Focus on behavior and results
• Ensure the language you use is in alignment with the rating provided
• Be mindful of potential bias that may influence your comments
Leverage Table
23
Individual Goal
Achievement %
Calculated
Rating % or
Payout %
69% 0%
70% 50%
71% 52.5%
72% 55%
80% 75%
81% 76.5%
82% 78%
90% 90%
91% 91%
92% 92%
100% 100%
105% 105%
115% 115%
116% 115%
Evaluating Effectively
Use the following checklist to effectively conduct a year-end performance appraisal evaluation.
Activity Guidance
Review your TSM’s Self-
Assessment
❑ Review your TSM’s self-assessment and Individual Goal comments to understand from their perspective their greatest
achievements for the year as well as potential challenges they faced
Solicit & Gather Feedback ❑ Ask for objective feedback from individuals who directly partnered with your TSM (peers, internal/external customers, etc.)
or led your TSM (task force/project leader, matrix manager, etc.) throughout the year on the behavior and results observed
to ensure a more objective evaluation
❑ Reflect on check-in discussions and continuous dialogue conducted throughout the year to ensure evaluation of the TSM
is based on the entire year
Focus on Behavior and Results ❑ Base a TSM’s evaluation (Performance Factors and Individual Goals) on their behavior and results/impact – HOW
something was done and WHAT was done
❑ Be mindful of potential bias that could impact your evaluation
❑ Separate personality and likability from the evaluation – focus on observed behaviors
Rate and Comment ❑ Consider all data points to rate your TSM’s Performance Factors and Individual Goals (if applicable) in an objective
manner
❑ Provide constructive feedback in order to help your TSM continue to strengthen their strengths and develop in areas of
opportunity
❑ Remember, to effectively complete the Performance Management process it involves focus and time – make sure to allow
yourself both when rating and commenting on your TSM’s performance in order to provide them with objective,
constructive and meaningful feedback
24
Performance Review:
Year-End Discussion
25
Year-End Performance Discussion Process Flow
26
TSM action
Manager action
Second Level Manager & Above action
Key
Compensation Statement
and Performance
Appraisal available to
Managers of TSMs below
Director Level
Manager meets with TSM
(below Director Level) to
discuss Performance Appraisal
and review Compensation
statement; Manager sends
Acknowledgement Form to TSM
Compensation Statement and
Performance Appraisal available
to Managers of TSMs Director
Level and Above
Manager meets with TSM
(Director Level and Above) to
discuss Performance Appraisal
and review Compensation
Statement; Manager sends
Acknowledgement Form to TSM
TSM completes
acknowledgment
TSM completes
acknowledgment
Compensation/HRIS process
1 2 3
1 2 3
Please note the process flow demonstrated here is applicable to those leveraging Workday for their performance
management process. The timeframe to discuss performance with TSMs below the Director Level occurs prior to,
and extends throughout, the timeframe to discuss performance with TSMs Director Level and above.
Below Manager Level Process
Director and Above Level Process
Preparing for the Year-End DiscussionUse the following checklist to prepare for the Year-End Performance Review Discussion.
Activity Guidance
Discussion Logistics ❑ Schedule the session in advance thinking through the modality of the discussion, time zones, length of discussion,
inclusion of a Matrix Manager, etc.
❑ Send in advance a note to the TSM explaining how and when the discussion will be delivered
Reflect on your TSMs Self-
Assessment and Individual Goal
(MBO) Comments (if applicable)
❑ Review your TSM’s self-assessment and Individual Goal comments to proactively identify and plan for any misalignment
on perceived performance (surprises)
Prepare your Feedback ❑ Identify the TSM’s strengths and areas of opportunity
❑ Gather concrete examples of the TSM’s performance that demonstrates the reason behind their performance ratings
❑ Meet with the TSM’s Matrix Manager, if applicable, to align on performance messaging and feedback
Mentally Prepare ❑ Take a moment before the discussion to position yourself with the right frame of mind understanding the importance and
impact of this discussion on your TSM
❑ Limit distractions in order to provide the attention the conversation deserves
Take time to rehearse the conversation leveraging the G.U.I.D.E. Framework to ensure that you are confident and prepared for
the discussion with your TSM.
G U IGather
performance
examples
Understand
results/goals
and actions to
achieve the
results
Identify
strengths and
weaknesses
to discussD
Develop
suggestions to
improve areas
of opportunityE
Expect
varying reactions,
questions and/or
points for
clarification
27
Preparing for Different Conversation Types
When preparing for your Performance Review Discussions, it is important to recognize that there are
three types of conversations you may engage in.
The
Inspiring
Conversation
The
Empowerment
Conversation
The
Motivation
Conversation
The inspiring conversation is one that
takes place with your High Performers
– those that receive a ‘Substantially
Exceeds Expectations’ or ‘Exceeded
Expectations’ rating. This is an
opportunity to recognize their
achievements and the impact they’ve
had on the organization. Inspire and
further engage them with an overview
of new and exciting opportunities for
them to contribute during the upcoming
year that is in alignment with their
career aspirations.
The empowerment conversation is one
that takes place with your solid and
consistent contributors – those that
receive a ‘Met Expectations’ rating.
This is the conversation that will likely
take place most often. During this
conversation recognize the TSM’s
achievements and empower them to
continue to succeed and elevate their
performance by reinforcing with them
that they own their career, and you are
here to coach and guide them.
The motivation conversation is one
that takes place with your TSMs who
require performance improvement –
those that receive a ‘Below
Expectations’ or ‘Did Not Meet
Expectations’ rating. It is important to
recognize during this conversation the
TSM may display negative reactions to
the conversation. Focus your
discussion on providing constructive
feedback and share with the TSM how
you will partner with them to improve.
1 2 3
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Conducting the Year-End Discussion
Use the following checklist to conduct the Year-End Performance Review Discussion. Further tips and guidance
on how to conduct the discussion will follow on upcoming pages.
Activity Guidance
Provide the TSM with all Relevant
Materials
❑ Share with your TSM their Performance Appraisal and Individual Goal form (if applicable)
❑ Share with your TSM their Compensation Statement following the discussion
❑ Share with your TSM their Bonus Statement (if applicable) following the discussionNote: Recognize each TSM has unique preferences when receiving feedback. It is recommended, if you choose to send in advance based
on TSM preference, that the discussion takes place within 24 hours
Review the Performance Appraisal
and Individual Goal (MBO) form (if
applicable)
❑ If delivering virtually, you are encouraged to keep cameras on
❑ Review with your TSM the different components of the Performance Appraisal and Individual Goal form (if applicable)For example, feedback on demonstration of the Performance Factors, evaluation of completion of the Individual Goals, etc.
❑ Provide concrete examples of the TSM’s performance that demonstrates the reason behind their performance rating
❑ Focus on the TSM’s behaviors and results rather than personal traits
❑ Be specific and concise when providing feedback
❑ Remember, this is a two-way dialogue. Practice active listening and make sure you ask your TSM if they have any
questions along the way and to provide their perspective
Discuss your TSM’s Strengths and
Areas of Opportunity
❑ Ask your TSM what they felt were their greatest strengths throughout the year and provide feedback on your perspective
❑ Ask your TSM what they feel their areas of opportunity are for future development and provide feedback on your
perspective
❑ Share with your TSM insights that their colleagues provided to you demonstrating their strengths or areas of opportunity
Reflect Back While Being Future
Focused
❑ Leverage the discussion on their performance to date to lean into conversation about their future growth potential
❑ Discuss future business and development opportunities
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Leverage Active Listening
2 31 4 5 6
Give your
complete
attention
Ask open-ended
questions
Ask probing
questions for
clarity
Paraphrase Be attuned to and
reflect feelings
while withholding
judgement
Check back for
confirmation
For Example:Limit distractions
Leverage eye contact
For Example:What do you believe your
greatest accomplishment
was this year and why?
For Example:Do you feel that is
something you want to
continue working on this
year?
For Example:So, while that was your
greatest accomplishment
this year it’s not
something you want to
continue focusing on.
For Example:Am I correct in that
understanding?
For Example:Be mindful of both verbal
and nonverbal cues
Showcase empathy
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Be Mindful of Your Language & Positioning
When conducting your TSM’s Year-End Performance Review Discussion, it is important to be mindful of the language
& positioning you use to ensure the conversation remains constructive and engaging.
Below you will find examples of suggested ‘Do’s’ and ‘Don’ts’.
✓ Be specific and concise using objective
examples when providing feedback
✓ Be authentic and courageous in your
conversation to provide both positive and
constructive insights to the TSM
✓ Emphasize words of encouragement to
maintain engagement
✓ Frame the conversation using positioning
such as ‘strengths’ or ‘development
areas/areas of opportunity’
✓ Ask your TSM for their thoughts and
perspectives
× Focus solely on development areas without
recognizing accomplishments
× Leverage subjective examples when
providing feedback
× Compare TSMs to each other
× Use words demonstrating an absolute
stance (e.g., always, never)
× Apologize after delivering constructive
feedback – you are doing this for the TSM’s
and organization’s benefit
× Start with a discussion regarding
compensation
DO’S DON’TS
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Poor Performance,
Realistic
Expectations of
Growth
Poor Performance,
Unrealistic
Expectations of
Growth
Poor
Performance
Good
Performance
Realistic Expectations
Unrealistic Expectations
Good Performance,
Realistic
Expectations of
Growth
Good Performance,
Unrealistic
Expectations of
Growth
TSM who
wants to
stay in
place for
now
Common Conversation Situations
During the Year-End
Performance Review
Discussion, there are 5
potential conversation
situations that may
arise when you
consider a TSM’s
potential in relation to
their performance.
Depending on which
situation you encounter,
your response to your
TSM will differ. Tips on
how to respond can be
found on the next page.
Performance Conversation Situations You May Encounter
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Note: Realistic expectations represent the
agreement of a Manager and a TSM on what can
be expected and achieved.
• Thank the TSM for providing insights
• Give redirecting feedback regarding
current performance
• Review the complexity, skills,
competencies and other requirements of
the TSM’s current and aspirational role
• Thank the TSM for engaging in the
dialogue
• Give feedback regarding current
performance
• Reinforce with the TSM the expectations
to deliver on commitments for the current
role and check in frequently for progress
• Thank the TSM and showcase that you value
them and their contributions
• Share with the TSM that you will partner with
them to identify opportunities aligned with their
strengths and aspirations
• Ensure the TSM understands you feel they have
a good future at the org.
• Share with the TSM how their performance
has been strong
• Have an honest, courageous and empathetic
conversation regarding their expectations
• Paint a realistic picture regarding their growth
opportunities
Tips to Respond in Each Situation
• Thank the TSM and showcase that you value them and their contributions
• Share with the TSM that you will continue to empower them to remain successful in their current role
• Facilitate discussion on how the TSM can continue to enhance/hone their current skillsets
• Ensure the TSM understands that you will continue to have career conversations with them
TSM who
wants to stay
in place for
now
No matter which situation you encounter, aim to redirect the conversation while being mindful not to disengage the TSM
Responding to Each Performance Conversation Situation
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Managing Challenging ReactionsDuring the Year-End Performance Review Discussion, the feedback and evaluation provided to the TSM should
not come as a surprise due to ongoing coaching conversations throughout the year. Even so, TSMs may fall in
different places across the reaction spectrum. Below are examples of some of the more challenging reactions
you may encounter and guidance for how to respond.
Reacti
on
Sp
ectr
um
Anger
Denial
Upset/Shocked
Unaccountable
Indifferent
Understanding
Accepting
Satisfied
Engaged
Happy
Reaction Employee Cues Guidance for Response
Indifferent • Nonverbal cues may include shrugs, reduced eye
contact, silence
• Verbal statements may include “Sure, whatever you
say”; “Maybe; I’ll see what I can do”
• Reframe the conversation by asking that the TSM self-reflect on
their areas of opportunity
• Reinforce the need for them to commit to action by explaining the
“Why”
Unaccountable • Nonverbal cues may include shrugging, shaking their
head ‘no’
• Verbal statements may include “It’s not my fault”;
“Yes, that happened but its because…”
• Actively listen to the TSM’s explanation
• Empathize with the TSM while providing constructive and clear
examples that restate your position/evaluation
• Reinforce the need to improve despite their reasonings
Upset/
Shocked
• Nonverbal cues may include shaking their head ‘no’,
tears, flushed
• Verbal cues may include cracking voice and
statements like “This isn’t fair”; “This is the first I’m
hearing this was ever an issue”
• Give the TSM time to digest the feedback you’ve given them
• Allow the TSM to express their feelings
• Use open-ended questions to gain greater clarity as to their
reaction
Denial • Nonverbal cues may include shaking their head ‘no’,
rolling their eyes
• Verbal cues may include “I don’t know what you’re
talking about”; “Well, I think I performed just fine”
• Gauge the TSM’s reasons for resisting the feedback
• Reframe constructive feedback citing clear and objective examples
• Be transparent with the TSM about the importance of focusing on
the identified development areas
Anger • Nonverbal cues may include shaking their head ‘no’,
flushed, strong hand gestures
• Verbal cues may include raised voice or statements
like “After everything I’ve done this is what I get”
• Allow the TSM to express their feelings while remaining calm and
not getting defensive
• Use open-ended questions to gain greater clarity as to their
reaction
• Suggest possible next steps. You may need to reconvene
after the TSM has had time to process the feedback 34
Wrapping Up the Year-End Discussion
Use the following checklist to provide next steps to the Year-End Performance Review Discussion.
Activity Guidance
Summarize the Key Discussion
Points
❑ Highlight the key topic areas that surfaced from the Performance Review Discussion (e.g., strengths, areas of opportunity,
how you will partner moving forward).
Conclude the discussion on a
positive and future-focused note
❑ The Performance Review Discussion is a great opportunity to engage your TSM with what lies ahead. End on a positive
note sharing with the TSM how you are committed to supporting them in their continued development.
Thank the TSM ❑ Remember, engaging in Performance Review Discussions can be personal and challenging for TSMs. It is important to
thank them for their contributions and engaging in the dialogue.
Discuss Next Steps ❑ Discuss with the TSM how you will continue to coach them to enhance their strengths and/or areas of opportunity.
❑ Share with the TSM when you will be reconvening to set goals for the new year.
❑ Ensure the TSM knows that you will continuously have conversations regarding their growth, development and
performance throughout the year.
❑ Explain that following this discussion the TSM will receive a notification to ‘Acknowledge’ their Performance Appraisal and
Individual Goal form in Workday (if applicable).
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Key TerminologyThis section provides definitions for key terminology
that generally surfaces when Performance
Management is discussed. Not all terms within this
section were identified in the guide.
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Performance Appraisal and Individual Goal Form
The Performance Management Cycle leverages the Performance Appraisal and Individual Goal Form as the formal vehicle
to plan, monitor, and evaluate performance annually. In order to ensure relevancy to specific populations, you may hear of
this Forms being referred to as the ‘Team Schein Incentive Plan or TSIP Form’ which is used for exempt TSMs below the
Director Level; the ‘Non-TSIP Form’ which is used for non-exempt TSMs; the ‘Performance Incentive Plan or PIP Form’
which is used for Director Level and Above TSMs; and the ‘DC Form’ which is used for our TSMs within our Distribution
Centers. Additional forms may also be leveraged based on geography or subsidiary and/or Workday applicability.
Performance Factors
Defines the knowledge, skills and abilities that are essential to the achievement of the organization’s business goals and
how Team Schein Members (TSM) complete their work. Performance Factors are what a TSM self assesses against and is
the first section of the performance appraisal form that a Manager will evaluate TSMs against. Different Performance
Factors are leveraged on the various Performance Appraisal Forms.
Individual Goals
Individual Goals, formerly known as MBOs, are created by TSM’s in partnership with their manager to ensure their
individual work/projects aligns to the business strategy in order to meet the organization’s strategic objectives. Individual
Goals should be written in the S.M.A.R.T. format (Specific, Measurable, Achievable, Relevant, Time-bound) and have an
appropriate level of ‘stretch’. Four to six Individual Goals are recommended.
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Development Items/Goals
Development Items/Goals are identified actions that will be undertaken by a TSM to grow skillsets and capability in
alignment with their current role. They may also be established as a way to prepare for a next role or future leadership
position.
Matrix ManagerAn individual who works in close partnership with a TSM to guide, coach and partner with them ensuring successful
delivery of responsibilities.
Corporate Financial Goal
Directors and Above eligible to participate in the Performance Incentive Plan (PIP) have a portion of their bonus award
based on an overall Corporate Financial Goal. This component reinforces the critical link to our profit goal and is
determined annually by the Compensation Committee. The Goal is based on Henry Schein’s actual achieved Earnings
per Share (EPS) measured against the original Goal after adjustments (Henry Schein One participants is based on HS
One Operating Income).
Functional Financial Performance Goal (FFG)Directors and Above eligible to participate in the Performance Incentive Plan (PIP) have a portion of their bonus award
based on Functional Financial Performance Goal(s). Depending on a participant’s role, financial performance is measured
against annual financial budgets in the areas of sales, pre-tax income, and/or expense goals.
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Long-Term Incentive Plan (LTIP)Directors and above eligible to participate in the Long-Term Incentive Plan (LTIP) have a direct impact on delivering
financial results and creating value for our stockholders. This plan is designed to keep participants focused on long-term
goals, provide an ownership stake in the Company, and to motivate and inspire to help continue to deliver strong results
into the future.
Please contact your HR Business Partner if you have
any additional questions