performance reviews for hr.com november 2013
DESCRIPTION
Webinar delivered to HR.com subscribers in November 2013TRANSCRIPT
Effective performance reviews in the Canadian workplace-HR.com
by Toronto Training and HR Inc.
November 2013
Page 2
CONTENTS3-4 About the speaker 5-6 Definitions7-8 All about performance reviews9-10 Words speak loudly just like
actions11-12 The interview13-14 Poor performance15-16 Making performance reviews
work17-18 Conducting performance
reviews19-20 Moving away from paper-based
reviews21-22 Rating and ranking systems23-24 Issues around professional
ethos25-26 Designing a performance
review system27-28 Problems with performance
reviews29-30 Conclusion and questions
Page 3
About the speaker
Page 4
About the speaker
Timothy Holden heads the specialist training and human resources consultancy Toronto Training and HR 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions Performance review Performance appraisal Performance management 360 degree feedback
Page 7
All about performance reviews
Page 8
All about performance reviews
Types of performance review Purpose of performance reviews Objectives of performance
reviews Uses of performance reviews What can they achieve? Benefits of performance reviews Key elements of performance
reviews Common themes of performance
reviews
Page 9
Words speak loudly just like actions
Page 10
Words speak loudly just like actions
Questions for the appraiser Questions for the appraisee Phrases to use Watch the language used
Page 11
The interview
Page 12
The interview Preparation Good interviews Bad interviews Listening Feedback Negative feedback After the meeting
Page 13
Poor performance
Page 14
Poor performance Specific objectives and
descriptions of the improvements needed
Specific steps to achieve the desired improvements
Specific methods for measuring performance and assessing improvement
Collaborate; don’t assassinate
Page 15
Making performance reviews work
Page 16
Making performance reviews work
Pre-conditions Validity Involvement Training Acceptable standards and
targets Linked to other systems Input into performance
reviews Sources of information Employee feedback An hour each quarter
Page 17
Conducting performance reviews
Page 18
Conducting performance reviews
Different approaches Gathering information Make it a conversation Hear what is being said Reward the positives Help fix the negatives Set SMART objectives Getting the most out of the
situation
Page 19
Moving away from paper-based reviews
Page 20
Moving away from paper-based reviews
Start eReviews Siloed performance
reviews Full circle performance
reviews
Page 21
Rating and ranking systems
Page 22
Rating and ranking systems Advantages and
disadvantages Practical problems Numbers and ratings
Page 23
Issues around professional ethos
Page 24
Issues around professional ethos Professional ethos typified
by… Characteristics emphasized
by performance reviews
Page 25
Designing a performance review
system
Page 26
Designing a performance review system
Gaining support for the system
Choosing an appropriate rating instrument
Selecting raters Determining timing Ensuring fairness Decisions to make
Page 27
Problems with performance reviews
Page 28
Problems with performance reviews
Unclear standards Halo effect Central tendency Leniency or strictness Bias Horns effect Recency error First impression Fixed impression
Page 29
Conclusion and questions
