CONSULTATION

Performance Management
August 2016
Introduction
Performance management is the management of employees, departments
and organizations for the purpose of ensuring that goals and objectives are
being reached efficiently and effectively. It involves defining what effective
performance looks like and includes the development and use of tools and
procedures necessary to measure performance.
A successful performance management program helps an employer retain
talented employees, keep them engaged, enhance employee learning, build
a winning corporate culture and be a successful company.
This presentation provides you with information on our performance
management program. It will help you improve your management skills and
your employees performance.

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Agenda
1. Performance appraisal versus performance management
2. Performance management continuum
3. Planning for appraisals
4. Developing ongoing performance communication
5. Setting goals and objectives
6. Ratings
7. Rating perils

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Performance Appraisal versus
Performance Management
Appraisal Management
One-time event Ongoing
Retrospective Prospective
Short term Long term
Correction-oriented Progress steps
Completing form Planning/goal-setting

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Performance Management
Continuum
Performance
Review

Performance
Management

Goal Setting Performance

& Planning Planning

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Questions? Comments?

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Planning for Appraisals
Plan in advance: self appraisals should be completed two weeks prior to
managerial review.
Plan for open dialogue: opportunity to review performance, consider lessons
learned, evaluate progress, and establish goals and objectives for next
period.
Lay out plan for performance discussions: collect and review notes,
statistics, citations and performance-based examples.
Schedule sufficient time to focus on the review.

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Planning for Appraisals (cont.)
Prepare to discuss the full range of issues that may arise in the performance
management discussion.
Dont exhibit defensiveness; if employee criticism is justified due to
management failure or lack of resources, accept it and move on to next area
of review.
Respect confidentiality of the review discussion when possible. If unlimited
confidentiality cannot be promised, advise employee accordingly.
No cell phones, no emails, no text messaging, no electronic devices, no
interruptions

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Planning for Appraisals (cont.)
Job descriptions should be reviewed along with performance management.
Handle dissent professionally; disagreements should be noted as a matter
of record.

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Planning for Appraisals (cont.)
Difficult Appraisals:
Describe unsatisfactory performance/behavior.
Cite specific observed examples: past incidents, inability to meet goals,
impact on employee, team, customers, department, etc.
Solicit a constructive employee action plan to resolve or ameliorate the
performance failures or behavioral issues.
Review action plan and establish milestone date(s) to review progress.

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Questions? Comments?

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Developing Ongoing Performance
Communication
Recognize performance management is a continuing process to assist
everyone in enhancing performance and development.
Establish milestone dates for periodic monitoring of performance objectives
and progress reports in objective terms.
Be aware that goals or objectives may need to be changed or retargeted
during the review period.

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Developing Ongoing Performance
Communication (cont.)
Maintain open communication channels to ensure that issues are elevated
quickly and resolved expeditiously.
Coach, assist and/or redirect employees who request assistance and those
who are failing to meet standards.

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Questions? Comments?

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Setting Goals and Objectives
Define and establish specific goals and objectives for the review period.
Create mutually agreed timelines for progress reports on goals and
objectives.
Communicate changes or redirection of goals and objectives in a timely
manner.

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Setting Goals and Objectives
(cont.)
Use SMART goal criteria:
Specific
Measurable
Achievable
Relevant
Time-centered

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Setting Goals and Objectives
(cont.)
Align goals and objectives with the organizations business plan.
Establish mutually agreed-upon goals between employee and manager.
Recommend and recognize behaviors that are aligned with organizational
business plans.
Establish milestone review dates.

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Questions? Comments?

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Ratings
Excellent
Good
Acceptable
Unsatisfactory

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Ratings (cont.)
Excellent:
Consistently exceeds performance standards
Continuously contributes to the organizations success by adding
significant value
Demonstrates a comprehensive understanding of work; takes action to
identify needs and solve problems

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Ratings (cont.)
Good:
Meets performance standards
Competently performs all aspects of job functions and meets goals
Capably adjusts to changing workplace needs and work requirements

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Ratings (cont.)
Acceptable:
Generally meets expectations of the position
Competently performs aspects of the job function or goal
May require performance improvement plan (PIP) to concentrate on
areas of weakness
May require additional resources or training to move above rating

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Ratings (cont.)
Unsatisfactory:
Fails to perform most aspects of the position
Performance levels are below expectations
Requires close guidance in performing routine job duties
Requires PIP, with progress review dates, to address areas of weakness

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Questions? Comments?

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Rating Perils
Halo effect: the individuals performance is completely appraised on the
basis of a perceived positive quality, feature or trait
Horn effect: the individuals performance is completely appraised on the
basis of a perceived negative quality or feature
Central tendency: lack of rating differentiation between employees
Leniency: avoidance of honest ratings to avoid conflict
Recency: narrow focus on recent events
Similarity/like me: favorable rating to employees who have similar values or
interests to the rater
Constancy: rating employees via rank order

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Rating Perils (cont.)
Ways to avoid rating perils:
Make objective statements
Consider the totality of the employees performance
Make and keep adequate records with specific examples
Establish milestones for progress reviews

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Rating Perils (cont.)
Ways to avoid rating perils:
Discuss specific performance issues and behaviors objectively
Consider possible legal impact of inflated performance ratings
Maintain clear and open communication channels
Avoid specific comments or connotations that are connected to age, race,
sex, religion, national origin, veteran status or a specific disability.

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Questions? Comments?

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Summary
Performance appraisal and performance management differ in form and
frequency of occurrence.
It is important to plan for performance appraisals and establish an
appropriate environment for them.
Develop ongoing performance communication by recognizing performance
management is a continuing process.
Define and establish specific goals and objectives for the review period. Use
SMART goals.
Ratings perils should be avoided.

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Questions? Comments?

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Training Evaluation
Please be sure to complete and leave the training evaluation
included in the handouts.
Thank you for your interest and attention!

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