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Performance Reviews

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The Annual Performance Review: Old-school or Timeless Tool? - Eagle Hill Consulting. 5 Ways To Make Employee Performance Reviews Better For Everybody - Questback. In recent years, there’s been a continual and growing number of calls for death to the performance review.

5 Ways To Make Employee Performance Reviews Better For Everybody - Questback

But the real issue isn't with employee feedback itself - far from it. The real issue is the manner in which too many companies still approach it. A 2013 Forbes post by HR analyst Josh Bersin broke down the issue with great clarity pointing out that the true problem is that many organizations are using the same approach to performance reviews that they’ve used for decades. This out-dated model is built on the idea that once-a-year feedback enough. If you talk to employees, especially today's generation of millennial employees, you’ll quickly find most of them have a negative perspective on this old school approach to reviews.

Which is where the idea of the dreaded performance review comes in. Managers hate performance reviews. It doesn’t have to be this way. Here are five ways to make your employees stop dreading, and actually start to enjoy, performance reviews: Forbes Welcome. Evaluations should nudge growth, not beat up or coddle (essay) Take out your deflector shield, those about to be evaluated.

Evaluations should nudge growth, not beat up or coddle (essay)

Go right for the jugular, raters everywhere. Just kidding, of course. And yet: When you hear the word “evaluation,” do you think: “contention”? Or “this could be good for all involved”? There is little that is funny about evaluations; they can be stressful, with promotions, GPAs and careers on the line. If evaluation can help nudge growth, activate potential and genuinely reduce deficits, it can be kinder and more effective. Use a sound instrument. Pretty fundamental is the rating instrument.

At one school where I taught, a nationally normed instrument was adopted, and – wisely – the department offered sessions to explain how it differed from the former tool. Know your rater/ratee. I believe there is truth to the “judger” and “perceiver” types of the Myers-Briggs continuum. Other factors: “So-and-so doesn’t like us to put in too-high scores” or: “I don’t believe in giving all 1s (highest rating).” Evaluation duet – it’s mutual. Are You Missing the Two Most Important Steps in Giving Feedback? (No Comments) Do you struggle with giving candid, constructive feedback?

Are You Missing the Two Most Important Steps in Giving Feedback?

Read on if you answered, “Yes.” If you’re like most managers and leaders, you have the best intentions when you are giving feedback. You want to communicate clearly and constructively without damaging the relationship, ultimately improving performance. As you know, this can be easier said than done. So, as a feedback provider, what can you do to set up the conversation for success? 1. When you are giving feedback, be sure to state the behavior you observed in objective terms. Let’s use Jane as an example. Instead, focus on the sharing the facts without sharing your interpretation. 2. Sometimes you can focus so much on communicating the behavior that you may overlook the importance of explaining its impact. Building on Jane’s situation above, here are some examples: “Jim is embarrassed and does not want to attend future team meetings.”


Accountablity. Employee Accountability - The Performance Accountability Process. Performance Accountability - How to Keep the Problem Performer On Track for Improved Performance No one disputes that the productivity of employees is an essential element in the profitability of their business.

Employee Accountability - The Performance Accountability Process

A major factor in low productivity is the problem employee, whose work performance is below standard or whose actions have a negative impact on other employees. Why are there problem performers in business today? Many supervisors either avoid confronting them or lack the skills to hold successful accountability discussions with them. Ultimately, the performance discussion becomes confrontational; the employee gains control of the discussion and the discussion is destined for failure.

As in Performance Coaching, the goal of the Performance Accountability process is for the Performer to take responsibility for his or her behaviors and develop solutions that stick.

Bill Carters' Group Training

Possilble topics. Mid year 2013. Motivation. Coaching. Questions. Pull vs Push. Performance Management Session #1 at Lafayette - HayGroup-Managing-Performance.pdf.