performance improvement review (refresh ppt ) (2)
TRANSCRIPT
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