performance improvement review (refresh ppt ) (2)

Performance Improvement Review

(PIR)

MantracHRD

Purpose

To help you UNDERSTAND

the PROCESS of handling “Performance Improvement

Discussion”with your employees

• What you need to do to make it work for you as both Manager and Employee

Objectives

• Direct, Guide and Improve Performance

• Establish a Common View of joint Contribution

• Set a “CLIMATE” for Continuous Improvement

• Provide Motivating Feedback

Performance Improvement Review

Is only 1 element among other

4 elements in the

“Employee Development Process”

Basic Steps in “Employee Development Process”

Competencies,

Job Objectives

/Expectations Performanc

e Improveme

ntDiscussion/

ReviewTraining

& Develop

mentPlan

Rewards&

Recognition

On goingCoaching &Feedback

BENEFITS

If we handle this Development Process well:

• People’s talent matched to the right assignment

• Increased Retention of employees• Improved employee performance• People focus their energies on the

business• Managers “GROW” their employees• Improve ROI (training expenses)

1

2

3

45

6

CLIMATETo make BENEFITS come true, the

CLIMATE must be one of :

“PARTNERSHIP”

Partnership between employee, manager and organization to ensure achieving corporate

objectives

CLIMATE

What is PARTNERSHIP ?

• Specify Roles & Responsibilities

• Gain Ownership & Commitment

• Ensure Clarity of Expectations: setting people to

“SUCCEED”

CLIMATE

How to achieve PARTNERSHIP ?

• Be open and straightforward

• Preserve others “Self-Esteem”

• Always assume value in your employee

• Think “Win-Win”

Making it Easier

Some TIPs to help get additional feedback on

employee being appraised

In preparation for filling in the review:

• Employee nominate 2-3 colleagues from other departments for their input on his/her performance

• Manager/Supervisor review list and add 2-3 more names (max. 6 input overall)

Performance Improvement Discussion

What it is?

• A Periodic Discussion between employee and direct manager/supervisor (covering a 12 months period)

• Results in a Development Plan for the employee in 3 key Areas/Parts

PAST PRESENT FUTURE

3 Key Parts in a Performance Improvement

DiscussionPART 1:Performance Review (last 12 months) (PAST)• Review of accomplishments versus Competencies

- Objectives – ExpectationsPART 2:Performance Development

(PRESENT)• Plan for how to improve individual effectiveness – specific action from manager, employee, training program

PART 3:Objectives for upcoming year

(FUTURE)• Objectives, assignments and priorities for next

year

Performance Improvement Discussion

Outcome: (3 final products)

1. Key Strengths:Capabilities that enabled the person to make a contribution to the business.

2. Improvement Needs:Performance capabilities most in need of development in order to improve individual’s contribution to the business

3. Performance Problems:Deficiencies, if any, significant enough to need correction in order to meet current job requirements

Difference between KPI’s and Performance Improvement

Review (PIR)

Performance Improvement Review

• Nothing to do with Financials• Preset objectives / tasks• Covers behavior / attitude of

employee• Identifies Strengths and

Improvement needs• A key tool for employee

Development plan & Training needs

• Outcome affects employee Development plan and Merit Increase

KPI’s• Has to do with the

Financials• Measure Achieved vs.

Target• More focus on numbers

achieved• Does not directly highlight

strength and improvement needs

• Not directly related to employee Development plan & Training needs

• Outcome affects employee Annual Bonus

OUTCOMESof a Successful Performance

Improvement Review

• There is TEAMWORK – TRUST a Win Win relationship

• Both (Manager & Employee) know what to expect of each other & themselves

• Employee willingly accepts stretching assignments

• There is open, honest feedback in both directions

OUTCOMES

When manager and employee collectively agree on

the Objectives, this leads to:

• Self-direction• Empowerment• Improved communication and

cooperation• Increased motivation• Greater unity of purpose within the

organization

Some Problems faced with the Performance Reviews

• Culture of blaming rather than constructive feedback

• No agreement on Objectives• Lack of Operational Specifics (Goals-Time

frame)• Not conveying Expectations• Differing standards among Managers• Lack of Follow-up• Becomes a Salary Discussion• Becomes a Career Discussion

Some Annoying Points with the Performance Reviews

• No Discussion with employee• No details (specific examples) – generic

opinion• Confrontation with reality (due to lack of

ongoing feed back – surprises even with specific examples)

• Additional work for managers due to lack of specific examples to support evaluation/opinion or work left till last minute

• Lack of detailed Development Plan• Lack of follow-up (on employee behavior,

skills and capabilities progress)

Structure of Performance Review

Discussion• Put subordinate at ease• State purpose• Emphasize Performance Criteria• Give overview of Evaluation• Discuss Strengths• Discuss Improvement Areas• Collectively develop Improvement Plan• Summarize and Check for Agreement• Conclude Positively

Guiding Points(for the Manager)

• Be SPECIFIC when addressing a performance criteria

• Avoid generalization; pinpoint behaviors – end results

• Provide actual EXAMPLES as much as possible

• Define performance Strengths and Needs clearly and precisely

• State clearly: what is expected – what constitutes a job well done – what the individual needs to learn - where the individual needs to improve to achieve desired results

Guiding Points(for the Manager)

• If your employee is to be committed to the outcome, it must be a POSITIVE two-way PROCESS

• Ideally there should be NO SURPRISES

• Your relationship with your employee has an influence on his/her performance

• Encourage employee to come prepared with a self assessment against the set Criteria

• You MUST end with mutually agreed Improvement Goals

Guiding Points(for the Manager)

A FACT of Life:• There are times when you do not agree on

all points.

If so:

You should at least reach a mutual understanding of the

differences while RESPECTING each other’s opinion

Guiding Points(for the Employee)

• Take the initiative to make the discussion positive and constructive

• Prepare yourself by reviewing the Criteria and evaluate yourself against them

• Listen carefully to your manager’s overview on your strengths and improvement needs

• You have to understand your manager’s expectations clearly before going on with the next competency

• If you are unclear /disagree about an evaluation statement, ask for specific example

Guiding Points(for the Employee)

A FACT of Life:• There are times when you do not agree on

all points.

If so:

You should at least reach a mutual understanding of the

differences while RESPECTING each other’s opinion

Performance Improvement ReviewSuccessful Performance Improvement Program

is based on 3 Foundations

v

Process Skills Personal Awareness

- Performance Review - Foundation Skills

- Ongoing Feedback

- Impact of Manager’s Personality and Relationship on

employee’s Performance

1 2 3

Performance Improvement Program

GOAL

Commitment to

High Performan

ce& Long-

TermCareers with

theCompany

OUTCOMES

• On-time written appraisals

• Competent Performance Management

• Retention of Talented Employees

METRICS

• % Appraisals delivered on time

• % Managers trained in Performance Management Process

• % Voluntary Employee Turn-over

Performance Improvement Review

PROCESS

Manager specify date for Review

with Employee

Both Manager and Employee

Draft appraisal

Employee nominate colleagues for input

Manager review list and add

few more (total max.

6)

Manager prepares

review with examples

Performance Review Discussion

Manager & Employee

agree review content

Manager & Employee

agree Training Needs

Manager & Employee

sign review acknowled

ging discussion

Manager gets Dept.

Head approval

Manager sends to HR

for record/training follow-up

HR update HITS

(System)

Thank You