When it comes to employee relations and labor/management conflicts, it's often difficult to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization. In this program, BizLibrary's Jeremy Lieb, director of recruiting, and Erin Boettge, content manager, will provide actionable steps to improve the performance appraisal processes at your organization and empower you to implement a new program or change an existing one. During this program, you'll get easy-to-understand insights on: The role of performance management. Why we do performance reviews. Key strategies for effective performance management. And much more.

2. Presenting Today
Jeremy Lieb
Director of Recruiting
BizLibrary
jeremy@bizlibrary.com
Erin Boettge
Content Marketing Manager,
BizLibrary
eboettge@bizlibrary.com
Follow along on Twitter: #BizWebinar @BizLibrary

3. www.bizlibrary.com/free-trial
BizLibrary helps organizations succeed by improving the way employees
learn.

4. WHAT WE HOPE YOU’LL
LEARN
The role of performance management
Why we do performance reviews
Why continuous learning and development is important

5. 66%
Of employees say the
performance review process
interferes with their productivity.
65%
Of employees say the
performance review process
interferes with their productivity.
90%
Of HR professionals don’t
believe their companies’
performance reviews provide
accurate information
SOURCE: Corporate Executive Board
NOT Meeting Expectations

6. Appraisals are where you get together with your team
leader and agree what an outstanding member of the
team you are, how much your contribution has been
valued, what massive potential you have and, in
recognition of all this, would you mind having your salary
halved.
Source: Guy Browning, British Humorist and Writer

7. The “Terrible Toos” Of Performance Reviews
Adapted from: Fearless Performance Reviews: Coaching Conversations That Turn
Every Employee into a Star Player,
Jeffrey Russell and Linda Russell (McGraw-Hill 2014)
Too much at stake.
Too judgmental.
Too often – uncomfortable
truths.
Too much fixing blame.
Too few managers are skilled
at them.
Too much uncertainty.
Too little control.
Too many one-way
conversations.

8. Why We Do
Performance
Reviews?
• Documenting performance problems
• Recognizing high performers
• Identifying developmental needs
• Compensation and pay
Documentation
Recognition
Development
Pay
?
?
Because we’re supposed to…

9. Clearly, the annual performance review was designed for
a work environment where control of individual employee
performance was a key function.
In today's team and collaborative environment, that
perspective no longer makes sense.
Source: Ray B. Williams, Wired for Success
Reproduced in Psychology Today

10. ’You were exceptional when you
came in, but now, relative to
your peers, you’re only
average.’ That doesn’t feel
good.
Donna Morris, Adobe’s senior vice
president of global people and places, Is
It Time to Put the Performance Review
on PIP?, SHRM.org
Adobe’s Qualitative Approach
• Informal conversations or
“check-ins”
• Collaborative and knowledge-
based work world
• Decreased voluntary attrition by
25%
Source: Is It Time to Put the Performance Review on PIP? SHRM.org

11. What can we do to improve
performance reviews?

12. 5 Keys to Effective
Performance Management
Identify and Use
Competencies
Set Clear Goals
Honest and Objective
Appraisal
Determine Key Job
Responsibilities
Continuous Feedback
and Coaching

13. Does the goal you are setting promote goals you’ve set for
the team and organization as a whole?
Set Clear Goals
Difficult, yet attainable for
the employee?
Can you measure it?

14. 1. What will success look like for me?
2. How will I know?
For each employee the goals should answer
two questions:

15. Determine Key Job Responsibilities
• What key behaviors lead to success?
• How can the manager support improved
performance?
• Play to employee’s strengths

16. Managers have unique opportunities in their daily interactions with
employees to empower them to discover and develop their strengths, and
they have the ability to position employees in roles where they can do what
they do best every day…
…Employees who feel engaged at work and who are able to use their
strengths in their jobs are more productive and profitable and have higher
quality work.
Source: Gallup Study, 2013 State Of The
American Workplace

17. CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES
Business discipline
JOB ROLE COMPETENCIES
Level of mastery required
Identify and Use Competencies

18. Coaching and Feedback
MANAGER OBLIGATIONS
At any given time, a manager will function
someplace on this continuum . . . .
Supervision and
Compliance
Achievement of
Goals

19. Coaching is a process that enables learning and
development to occur and thus performance to improve.
To be successful a Coach requires a knowledge and
understanding of process as well as the variety of styles,
skills and techniques that are appropriate to the context
in which the coaching takes place.
Eric Parsloe, The Manager as Coach and Mentor

20. MY – WAY MINDSET COLLABORATIVE MINDSET
I am right; you are wrong.
In every situation and
in every relationship
you choose a position
on this mindset
continuum.
I have something to learn.
I’m in charge; you’re not. People are doing their best.
My version of the truth is the right one. I only know part of the story.
I need to win; you need to lose. We both can win.
Adapted from: Fearless Performance Reviews: Coaching
Conversations That Turn Every Employee into a Star Player,
Jeffrey Russell and Linda Russell (McGraw-Hill 2014)

21. Objective Appraisal of Performance
• Objective = fair
• Timely notes and records
• Observations
• Professional judgement

22. What are my development
objectives?
What activities do I need
to undertake to achieve
my objectives?
What support/resources
do I need to achieve my
objectives
What are the
measures of
success?
Target date for
achieving my
objectives
Create a Development Plan

23. Performance Excellence: Creating a Healthy,
Competitive, High-Performing Organization
What You’ll Learn:
1. What performance excellence means
2. Steps you need to take to achieve
performance excellence
3. Some threats to achieving performance
excellence

24. Manager: Transforming into a Culture of
Accountability
NEW 5 Part Video Series
1. Employee: What is Accountability?
2. Employee: How to be Accountable
3. Manager: Getting Started on
Accountability
4. Manager: Transforming into a Culture of
Accountability
5. Manager: Leading Accountable Teams

25. Try out these video lessons
and more!
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