The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK

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1 The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval systems without the expressed written consent of Capital Associated Industries.

2 Self Assessment Instructions: Evaluate your performance appraisal process by answering "yes" or "no" to the following questions. In your groups discuss: what makes performance appraisals difficult what you learned about yourself what are some areas of improvement you have in common 1. Clearly identified expectations for the future tied to business outcomes. 2. Gave clear tangible examples of past performance. 3. Asked subordinates to list what they considered their most important responsibilities and to assess their own performance. 4. Approached the appraisal in a friendly and helpful manner. 5. Engaged in a two way conversation, soliciting feedback and input from the employee 6. Held regular 1:1 meetings to review progress on performance and development. 7. Recognized the team member s accomplishments. 8. Helped employees work out specific plans for areas that needed improving. 9. Offered coaching on items that needed improving. 10. Set up a way to monitor the degree of employee improvement. 11. Rated employees honestly and fairly. 12. Used a review form that was customized for my company. 13. Based ratings on actual accomplishments. 14. Reviewed performance for the entire review period. 15. Held a separate meeting during the year to discuss compensation. 16. Made the review consistent with our company reward system. 17. Discussed career and/or personal development goals with employees. 18. Trained managers on how to conduct effective appraisals. If you said no to five or more items, this may indicate a need to make performance appraisals more effective. The P s and Q s of Performance Reviews Workbook 1

3 Exercise: Differentiating Performance Levels 1. You are a manager who is conducting a performance appraisal for one of your employees. One of the job tasks you are evaluating as part of the appraisal is resolving customer issues. Write down your expectations for each level of performance. (For example: What would you expect of someone who substantially exceeds expectations when resolving customer issues?) 2. Discuss your performance differentiations with your partner. Substantially exceeds expectations Exceeds expectations Meets expectations Needs Improvement Unsatisfactory The P s and Q s of Performance Reviews Workbook 2

4 The Performance Review Preparing for the review Gather and review all relevant information. Review feedback received from co-workers and customers obtained throughout year. Identify specific examples of behavior related to performance standards. Identify key areas for improvement. Anticipate possible reactions to feedback. Ask the employee to complete a self-assessment of their performance for the year. Conducting the review Open the meeting with explanation as to purpose and format. Allow employee to share their self-assessment first. Listen to their comments. Present your performance rating starting with areas of agreement. Recognize good performance. Then present areas of disagreement or areas for improvement. Ask the employee to identify any barriers to successful performance. Engage the employee in identifying possible solutions to performance gaps. Avoid discussing salary or merit during the performance review meeting. Identify career goals and an appropriate developmental plan. Summarize key points. The P s and Q s of Performance Reviews Workbook 3

5 Group Exercise: Case Study Read the case study. In your small groups, answer and discuss the questions on page 14. Be prepared to discuss with the large group. Kathy has a pleasing personality. "She gets along well with everyone," explained her manager. Other employees say they like Kathy and confirm that she is pleasant and friendly. "She's easy to be around," a peer said. However, Kathy makes too many mistakes in procedures when performing her work. She is also slower than most people. The manager recognizes this and explains, "We've added more technology and more complex procedures during the last two years. Kathy has not caught on to the faster, more complex pace as quickly as the others." A few members have started to complain about Kathy's mistakes and the fact that it takes her too long to do things. "There's a lot of pressure to get the work out," complained an employee. "When someone does not do her part, it makes it harder on all of us." The manager has talked with Kathy on several occasions about her accuracy and speed. Kathy listens, agrees and appears to try. Because Kathy is so friendly and helpful to them, some other employees have gone out of their way to help "instruct" her on more efficient ways. Kathy does seem to be improving, but it is very gradual. There are 21 people in the department and in nine of ten procedures, 20 people would likely complete the jobs faster than Kathy. During her last review, eleven months ago (formal ratings are performed annually) Kathy received average ratings on most job factors. However, she did receive excellent on items such as attendance, attitude and cooperation. The P s and Q s of Performance Reviews Workbook 4

6 Group Exercise: Case Study continued However, since Kathy has not been able to adapt very well to the new equipment and procedures added during the year, peers are becoming increasingly irritated with her mistakes and the time it takes for her to do the job. There are no other less demanding jobs in the department to which the manager could assign Kathy, and her skills would not be applicable in other departments. "I'm concerned," explained Kathy's manager. "I keep hoping that Kathy will improve enough, although I know she'll never be the best in the department. However, she's causing us to lose some efficiency, and it's beginning to have an impact upon the morale of others." 1. How should Kathy be rated? Why? Substantially exceeds expectations Exceeds expectations Meets expectations Needs improvement Unsatisfactory 2. What can Kathy s manager do to help? 3. How should the upcoming performance review be conducted? 4. What can the manager do to make this a positive review? The P s and Q s of Performance Reviews Workbook 5

7 Developmental Planning Exercise 1. Identify a developmental gap for a specific employee (note: this does not have to be a low performing employee). 2. Brainstorm development activities to meet the development goals as well as the desired timeframe for completion. 3. Create a measure to verify achievement of the goal. Development Goal Development Timeframe Measures of Success Activities The P s and Q s of Performance Reviews Workbook 6

8 Summary Successful performance appraisals are a function of effective relationships. Clarifying expectations is important. When people know how to play the game, they are grateful. Removing ambiguity and uncertainty is always appreciated. Agreeing on the game plan is critical. Being on the same page really counts and is another relationship builder. Employees should receive ongoing coaching and feedback so there are no surprises at review time. Action Planning Identify 2 areas from the self assessment on page 2 that you can improve on and specific actions you will take to improve. Area Action Timeframe The P s and Q s of Performance Reviews Workbook 7