Reviewing The Perfomance Management Effectiveness
Reviewing The Perfomance Management Effectiveness
summarize the work accomplished during the previous year relative to the goals that were set at the beginning of the performance period;
document the challenges you have encountered during the year; and,
identify areas for training and/or development
CHECKLIST: Performance Review Phase
Review the purpose and process of a final meeting.
Capture the key results, both accomplishments and shortfalls, for each performance objective and each learning objective.
Let the employee take the lead - ask for his/her assessment of their performance during the review period. The supervisor should do the same and any differences in assessment should be compared and discussed. Make sure the employee has an opportunity to respond to the supervisor's comments.
Do not invent areas for improvement and do not deviate from the agreed-upon objectives. If the employee has done an excellent job all year, digging for something to identify as an area of improvement will only lead to demotivation.
Identify and discuss any unforeseen barriers to the achievement of the performance and learning objectives.
The employee and the supervisor should sign off on the form. This acknowledges involvement in the process, but not necessarily agreement by employee with the content of the evaluation.
Ensure that the employee receives a copy of the evaluation and the document is put in the employee's file.
Both the supervisor and employee should prepare for the next cycle of performance management.
Some organizations do not allow a manager/supervisor to document anything negative in a performance management review if it has not already been discussed with the employee. This is done to ensure that managers deal with performance problems when they arise and that there are no surprises during the performance review meeting. Review your new performance management process after the first year and make adjustments if necessary.
5. Training Your Organization's Raters
For a performance management process to succeed in motivating staff to do their best it must be fairly and consistently applied to all staff.
Managers/supervisors must be trained on:
the overall performance management process
how to work with employees to set goals and standards
how to provide constructive feedback
how to conduct a performance management review
the sources of rater bias
Well trained raters will help ensure that the performance management system is reliable, that is, the results of the process are accurate measures of performance and the raters are consistent over time.
Common Sources of Rater Errors or Bias
Supervisors/managers should be aware of the potential sources of errors when rating performance and make every effort remove these potential sources of error from the evaluation process:
HaloThe supervisor's positive opinion of the employee in one area affects the performance ratings in all areas. This is particularly a problem when supervisor are rating employees whom they consider to be friends.
HornsThe supervisor's negative opinion in one area affects the performance rating of all areas.
Central TendencyThe rater is uncomfortable with evaluating an employee's work to be at either end of a rating scale such as "Exceeded Expectations" or "Did Not Meet Expectations". Instead the rater consistently rates employees in the middle of any scale.
Leniency or StrictnessThe rater is either too easy or too harsh when rating performance.
RecencyThe rater focuses on performance for the recent past and does not look at performance for the entire evaluation period.
Same-As-MeThe rater rates employees who are perceived to be similar to the rater more favorably than employees who are dissimilar.If this tendency is based on grounds for discrimination under Human Rights Legislation (for example race, gender, nationality), it is a violation of Human Rights and is illegal.
ContrastThe rater evaluates an employee against another employee that was rated just before the current performance review meeting.
Reviewing The Perfomance Management Effectiveness - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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At the end of the performance management period, usually one year, the employee and the manager sit down to:
summarize the work accomplished during the previous year relative to the goals that were set at the beginning of the performance period;
document the challenges you have encountered during the year; and,
identify areas for training and/or development
CHECKLIST: Performance Review Phase
Review the purpose and process of a final meeting.
Capture the key results, both accomplishments and shortfalls, for each performance objective and each learning objective.
Let the employee take the lead - ask for his/her assessment of their performance during the review period. The supervisor should do the same and any differences in assessment should be compared and discussed. Make sure the employee has an opportunity to respond to the supervisor's comments.
Do not invent areas for improvement and do not deviate from the agreed-upon objectives. If the employee has done an excellent job all year, digging for something to identify as an area of improvement will only lead to demotivation.
Identify and discuss any unforeseen barriers to the achievement of the performance and learning objectives.
The employee and the supervisor should sign off on the form. This acknowledges involvement in the process, but not necessarily agreement by employee with the content of the evaluation.
Ensure that the employee receives a copy of the evaluation and the document is put in the employee's file.
Both the supervisor and employee should prepare for the next cycle of performance management.
Some organizations do not allow a manager/supervisor to document anything negative in a performance management review if it has not already been discussed with the employee. This is done to ensure that managers deal with performance problems when they arise and that there are no surprises during the performance review meeting. Review your new performance management process after the first year and make adjustments if necessary.
5. Training Your Organization's Raters
For a performance management process to succeed in motivating staff to do their best it must be fairly and consistently applied to all staff.
Managers/supervisors must be trained on:
the overall performance management process
how to work with employees to set goals and standards
how to provide constructive feedback
how to conduct a performance management review
the sources of rater bias
Well trained raters will help ensure that the performance management system is reliable, that is, the results of the process are accurate measures of performance and the raters are consistent over time.
Common Sources of Rater Errors or Bias
Supervisors/managers should be aware of the potential sources of errors when rating performance and make every effort remove these potential sources of error from the evaluation process:
HaloThe supervisor's positive opinion of the employee in one area affects the performance ratings in all areas. This is particularly a problem when supervisor are rating employees whom they consider to be friends.
HornsThe supervisor's negative opinion in one area affects the performance rating of all areas.
Central TendencyThe rater is uncomfortable with evaluating an employee's work to be at either end of a rating scale such as "Exceeded Expectations" or "Did Not Meet Expectations". Instead the rater consistently rates employees in the middle of any scale.
Leniency or StrictnessThe rater is either too easy or too harsh when rating performance.
RecencyThe rater focuses on performance for the recent past and does not look at performance for the entire evaluation period.
Same-As-MeThe rater rates employees who are perceived to be similar to the rater more favorably than employees who are dissimilar.If this tendency is based on grounds for discrimination under Human Rights Legislation (for example race, gender, nationality), it is a violation of Human Rights and is illegal.
ContrastThe rater evaluates an employee against another employee that was rated just before the current performance review meeting.
Reviewing The Perfomance Management Effectiveness - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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