Download - Bulling Towne

Performance Review Challenges: What to Say & Dog y

February 24, 2011

Were Zooming In . . .

Managing Yourself: ZoomManaging Yourself: Zoom In, Zoom Out

Rosabeth Moss KanterMarch 2011 HBR

OK, You All Have These Challenges, Right?

But, Who is the Guilty Party?

What We Can Begin to Tackle

HR

POLL: What is the #1 Excuse Managers Give You, When You Ask, Why arent you managing the

f f thi l ? VOTE FOR ONLY ONEperformance of this employee? VOTE FOR ONLY ONE.

A I dont have the time A. I don t have the time.

B. I dont know what to say.

C. Ive tried, and its not working. He doesnt listen.

D. Its easier to ignore her and work around herto focusD. It s easier to ignore her and work around her to focus

on other employees.

E E if I d I d t f l th i ti tE. Even if I do, I dont feel the organization supports

managing out . . . So why bother?

Inside the Managers Head

Frequent Missteps By Managers

1. Too busy to train and document.y2. Failure to set goals and give feedback.3. Not clear about consequences.4. Rush to fire.5. Rush to start over again,

repeating mistakesrepeating mistakes.

Why is Navigating a Performance Challenge So Difficult?y g g g

Its easier to do nothing. . . initially.

How to Look at ItRegardless of the Desired Ending

Ask Yourself

Consider:1. How the employee feels2. How you feel

Our Challenges: The Ugly Scenarios1. Top performer who has applied for internal positions and

wants to grow with the company. You see very few promotional opportunities in the next 6 12 monthspromotional opportunities in the next 6-12 months.

2. Struggling performer who is slightly aggressive when you share constructive feedback. Someone who pushes back and

k l f l f t blmakes people feel uncomfortable.3. Middle of the road performer who focuses, solely, on what to

donot how to do it. How he currently accomplishes tasks is far from ideal.

4. Middle of the road performer whose former manager (still with the company) inflated her performance rating. You now need y) gto share with her a new, lower rating.

5. Top performer who will, again, learn that there will be no raises this year.y

You Knew This Was Coming . . .g

The primary solution =

1. Top Performer Who Wants a Promotion

Top performer who has applied for internal positions and p p pp pwants to grow with the company. You see very few promotional opportunities in the next 6-12 months.


1. Acknowledge.g2. Thank.3. Be honest and realistic.4. Create next steps together.

Best Practices for Promotionsest act ces o o ot o s

1. WHY? What has changed in his gperformance and the business need for his role? And for how long?g

2. When? Anniversary, annual review, quarterly, bimonthly?

3 Title change? Be ca tio s of3. Title change? Be cautious of inflation and bowing to employee wishes.

4. Increase? Is it on par with other positions? Are you benchmarking?


Examples of what to say:p y I feel, as I expressed in your review, that you are an

incredible asset to this company. Both the work you do d th h it i E land the way you approach it are amazing. Example,

example, example . . . Thank you. The projects youve completed have helpedThank you. The projects you ve completed have helped

us to increase/raise/develop/build, etc. Lets talk about the positions you applied for this year. I

k di i t d th t did t i tknow you are disappointed that you didnt move into one of them. How do you feel about that now? OK for him to vent if he wants to.

1. Top Performer Who Wants a PromotionExamples of what to say (continued): Tell me which positions youd like to learn more about. p y

Perhaps he can shadow one person in a different department each month.What do you feel are your strengths? What do you want What do you feel are your strengths? What do you want to do more of?

I am sure that if we work closely on this, we will be able y ,to identify tangible opportunities for you to grow in your role.I thi ki th t h i t t id f I was thinking that having a mentor outside of our department would be interesting for you. What do you think?


1. Acknowledge.g2. Thank.3. Be honest and realistic.4. Create next steps together.5. If necessary, set him free.

2. Struggling Performer Who is Aggressive

Struggling performer who is also slightly aggressive when gg g p g y ggyou share constructive feedback.


1. Separate the issues, initially.p , y2. Have many examples ready. Use examples that

indicate how her behavior affects the business in a tinegative manner.

3. Pause and wait for reaction.4 Dont shrink away4. Don t shrink away.5. If behavior is aggressive, you must not feed the fire.

Tackle poor performance first and then behavior.

Analyze Why the Employee is Failing

1 They dont know what they are supposed to do?1. They don t know what they are supposed to do?2. They dont know how to do it?3. They dont know why they should do it?4 They think they are doing it (lack of feedback)?4. They think they are doing it (lack of feedback)?5. There are obstacles beyond their control?

Fournies, Why Employees Dont Do What Theyre SupposedFournies, Why Employees Don t Do What They re Supposed To Do and What To Do About It.

No one told me what to do.

. . . And I was doing a bad job.d as do g a bad job

Process and Preparation Are Crucial


Examples of what to say:y When I look at all of 2010, I feel you did not consistently attempt

to improve your performance unless I prompted you to do so. Here are some examples . . .p

I know you can accomplish some of your job activities, including XYZ. Now we need to discuss why some of them were not accomplished or accomplished late or in an ineffective manneraccomplished or accomplished late or in an ineffective manner. Please tell me what you do think.

In our next 1:1, we will review the points discussed today and create action steps on how you can make consistent andcreate action steps on how you can make consistent and noticeable improvements in the tasks you complete and the ways you complete them.


Examples of what to say (continued):y ( ) My job is to support you. I am here to discuss specifics and

answer questions. It is absolutely acceptable to ask questions and to ask for help. Please let me know what I can do to help p pyou.

One of the areas I feel you were challenged with this year is effective listening and being open and responsive to constructiveeffective listening and being open and responsive to constructive criticism and feedback. We all know its not always easy to hear it, but it is intended to help you be successful.

What do you think you can do to improve in this area? What do you think you can do to improve in this area? What can I do to assist? What additional examples can I provide? What ideas do you have?


1. Separate the issues, initially.p , y2. Have many examples ready. Use examples that

indicate how his behavior affects the business in a tinegative manner.

3. Pause and wait for reaction.4 Dont shrink away4. Don t shrink away.5. If behavior is aggressive, you must not feed the fire.

Tackle poor performance first and then behavior.6. If necessary, after the review is complete, consider a

PIP (May webinar on this topic!).

3. Middle Performer Whose Methods Are Not Ideal

Middle of the road performer who focuses, solely, on whatp , y,to donot how to do it. How he currently accomplishes tasks is far from ideal.

How He Feels

How You Feelo ou ee


1. Acknowledge.g2. Thank.3. Have examples of different behaviors and how they affect, in a

subtle way end resultssubtle way, end results.4. Have data from stakeholders.5. Create next steps together.


Examples of what to say:p y Lets first talk about which goals you met. These are the

goals where you met the expectations I set for you. D t il d t il l Details, details, examples . . .

These are the behaviors you exhibit that are desirable. I would like you to continue using those behaviors: theywould like you to continue using those behaviors: they help us reach our goals.

The behaviors you need to alter so that we can meet d d l and exceed our goals are . . .


Examples of what to say (continued): Why do you think? How could you use those behaviors? When? In what

it ti ?situation? How do you feel others currently view your methods?

How can you solicit feedback from your peers?o ca you so c eedbac o you pee s Lets review these examples and role play. Ill be you

and you be the customer/peer. Remember our mission. How can you consider our

values and incorporate them into how you work?


1. Acknowledge.g2. Thank.3. Have examples of different

behaviors and how theybehaviors and how they affect, in a subtle way, end results.

4 Have data from4. Have data from stakeholders.

5. Create next steps together.6. Emphasize that leaving

bodies in your wake is notOK.

4. Middle Performer Whose Manager Inflated Rating

Middle of the road performer whose former manager (still p g (with the company) inflated her performance rating. You now need to share with her new, lower rating.


1. Acknowledge.g2. Thank (take your time).3. Be upfront right away.4. Dont blame the other manager

or the company.5 Be careful with Im sorry 5. Be careful with I m sorry.6. Have data from stakeholders.


Examples of what to say:p y Let s first talk about which goals you met. These are the

goals where you met the expectations I set for you. D t il d t il l Details, details, examples . . .

When I was writing your review, I considered the feedback youve received in the past . . .feedback you ve received in the past . . .

My evaluation of your performance is different from how your former manager rated you. / Abby, I need to let

k th t th f db k I h i t d iyou know that the feedback Im sharing today is a surprise.


Examples of what to say (continued):p y ( ) I see you are upset/angry/surprised . . . OK to allow the

employee to vent. These are the behaviors you exhibit that are desirable. I

would like you to continue using those behaviors as they help us reach our goals.help us reach our goals.

The behaviors you need to alter so that we can meet and exceed our goals are . . .

How can I help you? Again, I acknowledge this is a surprise to you.


1. Acknowledge.g2. Thank (take your time).3. Be upfront right away.4. Dont blame the other manager

or the company.5 Be careful with Im sorry 5. Be careful with I m sorry.6. Have data from stakeholders.7 Create next steps together7. Create next steps together.

5. Top Performer Who Wont Get a Raise

Top performer who will, again, learn that there will be no p p , g ,raises this year.

5. Top Performer Who Isnt Getting a Raise

1. Push for a raise or bonus!2. Acknowledge.3. Thank.4. Be honest and realistic.5. Have next steps ready on developmental opportunities.

f f6. If necessary, set him free.


9 What can you afford?y9 What is your projected growth?9 What were your retention efforts for top performersso

far this year?9 Confer with management team on priorities.9 Get good data9 Get good data.9 Dont forget about 401K matches.


As the economy stabilizes, employees will wonder, y , p y ,Whats up with salaries? Are we getting raises?

2.9% average raise. What is your stance? Are you prepared? What will your managers sayif you dont coach them?

Cant do it? Be ready to address why Be transparent Can t do it? Be ready to address why. Be transparent. Volunteer information vs. wait for an inquiry.


Retain top performers as if your livelihood depended on them . . . because it does!

Sit it out strategy has been used by top employees Do now:

1. Build a high potential program. Starting small is OK.2 Find executive mentors for top performers2. Find executive mentors for top performers.3. Push for merit increases..4. Do the 4 Ps assessment.

The 4 Ps Assessment

1. Peoplep With whom do you want to engage more?

2. Practices What do you want to learn how to do?

3. Processes What processes can you change here? What do you What processes can you change here? What do you

want to do differently?4. Projects

Identify the projects you wish to work on or lead.

Employees Join Companies and They Leave . . .

When asked why they are leaving a company, employees say:

1. Poor management2 Lack of career growth2. Lack of career growth3. Poor communication4. Lack of teamwork5. Pay6. Lack of recognition

* 2005 Saratoga Institute survey of 10,000+ employees

POLL. What is Stopping You From Implementing This in Your Own Work? Select all that applyThis in Your Own Work? Select all that apply.

A. Takes time. I dont have enough of it.gB. Management says they support itbut they really dont.C. Managers I work with are poorly equipped and/or

trained. D. I dontor the HR team doesnthave the knowledge,

skills and talent to do itskills, and talent to do it.

Thank You

"The One-Stop Performance Review Challenge ChecklistThe One Stop Performance Review Challenge Checklist and Resources:

http://bullingtowne.com/shrm/

Questions and comments welcome nowand later.

Leila Bulling TowneThe Bulling Towne Group, LLChttp://www bullingtowne comhttp://[email protected]+1.415.744.1991 San Francisco Office+1.800.789.8449

Download - Bulling Towne

Top Related