Performance Management Training

Introduction

This sample presentation is intended for presentation to supervisors and other individuals who manage employees.
It is designed to be presented by an individual who is knowledgeable about performance management.

This is a sample presentation that must be customized to include and match the employer’s own policies and practices.

©SHRM 2008

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Objectives • • • Performance management v. mentoring. goal setting. performance appraisal Creating the “right” environment Learning to develop “on going” performance oriented discussions Manager’s role in developing. and maintaining high performance standards Review rating criteria and rating perils • • ©SHRM 2008 3 .

Performance Appraisal v. Performance Management A Matter of Perspectives Appraisal One time event Retrospective Short Term Correction oriented Completing form Management Ongoing Prospective Long Term Progress steps Planning/goal setting ©SHRM 2008 4 .

Performance Management Continuum Performance Review Performance Management Goal Setting & Planning Performance Planning ©SHRM 2008 5 .

citations and performance based examples. Schedule sufficient time to focus on the review. consider lessons learned. progress for period. Lay out plan for performance discussions – collect and review notes. • • • ©SHRM 2008 6 .Planning the Review & the Environment • Advance planning – self appraisals should be completed 2 weeks prior to managerial review. statistics. and establish goals and objectives for next period. Plan for open dialogue – opportunity to review performance.

no text messaging. no interruptions • • • ©SHRM 2008 7 . no electronic devices. and move on to next area of review. Respect confidentiality of the review discussion when possible. no emails. Don’t exhibit defensiveness – if employee criticism is justified due to management failure or lack of resources. No cell phones.Planning the Review & the Environment • Prepare to discuss the full range of issues which may arise in the performance management discussion. advise employee accordingly. accept. If unlimited confidentiality cannot be promised.

• ©SHRM 2008 8 .Planning the Review & the Environment • Job description/addendums should tie together with performance management. Handle dissent professionally – disagreements should be noted as a matter of record.

• Solicit constructive employee action plan to resolve or ameliorate the performance failures or behavioral issue. customer.Planning the Review & the Environment Difficult Evaluations • Describe unsatisfactory performance/behavior • Cite specific observed examples – past incidents or lack of meeting goals and impact on employee. team. ©SHRM 2008 9 . department. • Review action plan and establish milestone date(s) to review progress. et al.

• • ©SHRM 2008 10 . if goals/objectives need to be changed or re-targeted during the review period.Developing “Ongoing” Performance Communications • Recognize performance management is a continuing process to assist everyone in enhancing performance and development. take corrective action. Establish milestone dates for periodic monitoring of performance objectives and progress reports in objective terms. Be aware of the potential and. when necessary.

assist. and/or re-direct employees who request assistance and those who are failing to meet standards. • ©SHRM 2008 11 .Developing “Ongoing” Performance Communications • Maintain open communication channels to ensure that issues are elevated quickly and resolved expeditiously. Coach.

Goal Setting/Setting Standards • Define and establish specific goals/objectives for the review period. Communicate changes or redirection of goals and objectives in a timely manner. Create mutually agreed time lines of break out data for progress reports on goals and objectives. • • ©SHRM 2008 12 .

Goal Setting/Setting Standards Use SMART goal criteria  S pecific  M easurable  A chievable  R elevant  T ime-bound ©SHRM 2008 13 .

• ©SHRM 2008 14 .Goal Setting/Setting Standards • • • Align goals with the organization’s business plan. Recommend and recognize behaviors that are aligned with organizational business plans. Establish mutually agreed to goals which add value. Establish milestone review dates.

Rating Standards • • • • Excellent Good Acceptable Unsatisfactory ©SHRM 2008 15 .

Rating Criteria Excellent • Consistently exceeds performance standards • Continuously contributes to the organization’s success by adding significant value • Demonstrates a comprehensive understanding of work. takes action to identify needs and solve problems ©SHRM 2008 16 .

Rating Criteria Good • Meets performance standards • Competently performs all aspects of job functions and meets goals • Capably adjusts to changing workplace needs and work requirements ©SHRM 2008 17 .

Rating Criteria Acceptable • Generally meets expectations of the position • Competently performs aspects of the job function or goal • May require Performance Improvement Plan to concentrate on areas of weakness • May require additional resources or training to move above rating ©SHRM 2008 18 .

Rating Criteria Unsatisfactory • Fails to perform most aspects of the position • Performance levels are below expectations • Requires close guidance in performing routine job duties • Requires Performance Improvement Plan to address areas of weakness with progress review dates ©SHRM 2008 19 .

Rating Perils • • Halo/Horn Effect – rate employees the same on every trait Central Tendency – lack of rating differentiation between employees • • • Leniency – avoids 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 – rate employees via rank order • ©SHRM 2008 20 .

veteran. national origin. religion. sex. or a specific disability ©SHRM 2008 21 .Avoiding Other Rating Perils • • • • • • • • Make objective statements Consider the totality of the employees performance Inadequate record keeping – lack of specific examples Lack of establishing milestones for progress reviews Discuss specific performance issues and behaviors objectively Legal impact of inflated performance ratings Maintain clear and open communication channels Specific comments should avoid any connotations which are connected to: age. race.

Summary • • • • • • Appraisal v management Planning reviews/development Goal setting Developing dialogue Rating standards Perils and pitfalls ©SHRM 2008 22 .

Questions? Comments? ©SHRM 2008 23 .

Course Evaluation Please be sure to complete and leave the evaluation sheet you received with your handouts. Thank you for your attention and interest! ©SHRM 2008 24 .

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