Professional Documents
Culture Documents
Agenda
What the Experts Say About Performance
Appraisals
What Do You Think?
Performance Appraisals Versus Performance
Management and Other New Practices
Conducting Effective Meetings About
Performance (and Other Difficult Conversations)
Overarching Goal
To create and promote a workforce that can
achieve the organizations mission to
provide the most value to its stakeholders
2 = No
Myths
Reality
One-size-fits-all works
well for supervisors and
employees
Different preferences in
coaching, receiving feedback
Rewards or Punishment?
Pay is not a motivator, but it can be a demotivator when it is inequitable
Rewards can create conflict between
managers and staff, or among staff members
Rewards undermine interest because
artificial incentive cannot match intrinsic
motivation
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Remember Myers-Briggs
Anyone who supervises someone else should:
Look carefully at the assumptions made about
motivation.
Assess the degree to which carrot-and-stick
assumptions influence own attitudes.
Harry Levinson
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So What Do We Do Instead?
Performance Management and
Other New Practices
Typical Process
Ideal Process
Highly subjective
Explicitly defined
Mutually understood,
with multilateral
communication
Strong development
focus
Uncertain link to
business success
drivers
Grounded in business
success drivers
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SMART
SpecificGoals and criteria should be clearly defined;
MeaningfulEvaluation process should impact
behavior;
Performance Management
Performance management is the process of
creating a work environment in which
people are enabled to perform to best of their
abilities.
Begins when a job is defined and ends when
the employee leaves your organization.
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Performance Management
at the Organization Level
Clearly define and communicate the organizations
mission, strategies, and performance goals.
Provide appropriate training for managers on
giving feedback.
Ensure employees receive ongoing feedback and
appropriate training.
Align job descriptions with organizational goals.
Conduct exit interviews to understand why valued
employees leave the organization.
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Performance Management
at the Manager Level
Involve employees in goal-setting process; goals
should be flexible enough to reflect changing
workplace conditions.
Clearly articulate performance metrics used to
measure employees success in meeting agreedupon goals.
Provide training to employees to strengthen
performance and advance career.
Provide ongoing on the job feedback.
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Performance Management
at the Employee Level
Develop performance goals with his/her manager.
View manager as a coach or mentor rather than
someone who passes judgment.
Be receptive to feedback.
Dont rely on manager to provide all the feedback
employee is also responsible for providing
information on his/her performance.
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Examples
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Prepare
Initiate conversation
Explore their story, then yours
Collaborate on resolution
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Stage 1: Prepare
Consider your objectives and approach
Conduct researchif youre the manager, review
the employees file, outline some topics and
talking points, do a mental walk-through.
Employee should consider their performance as
well and prepare notes or jot down concerns and
questions.
Be open to multiple perspectives
Adopt a positive mindset (see next slide)
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Your Story
Start with the most important points
State what you mean clearly to avoid
assumptions
Share how you formed conclusions
Avoid words like never or always or
fault
Present your story as your truth not the
truth
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Stage 4: Collaborate on
Resolution
Invite the other person to help identify solutions
Invite the other person to come back if attempted
resolution is not successful
Remain hopeful that mutually acceptable solution
is possible
Recap major points, be sure to end on encouraging
note
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Key Sources
Wilson, Thomas B. Innovative Reward
Systems For the Changing Workplace,
McGraw-Hill, New York 1994.
Flannery, Thomas P., et. al., People,
Performance, and Pay, The Free Press, New
York 1996.
Various articles published on human
resource websites
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