Performance Management Conducting Performance Reviews

1. CONDUCTING PERFORMANCE REVIEWS
CHAPTER 8

2. PERFORMANCE REVIEW MEETING
 Assess the three C’s
i. contribution
ii. capability
iii. continuous development
 Individuals assess their performance and look for ways to improve results.
 Performance Management is not historical in nature, it looks forward to the future on
• what needs to be done by employee to fulfill purpose of job
• To meet new challenges
• Improve use of and devlop knowledge, skills and capability
• Improve performance

3. OBJECTIVES OF PERFORMANCE REVIEWS
Motivation
• Positive feedback
• Recognition
• Encouragement
Development
• Development of current
role and possible future
role
• Especially important in
flatter organizations
(short career ladders)
Communication
• Two-way channel
• About expectations, roles
• Work problems,
aspirations and
relationships.

4. PRACTICAL PROBLEMS
Problems
1. Identifying performance measures and criteria
2. Collecting factual evidence about performance
3. Resolving conflict between reviewers and the
people they review
4. Defensive behaviour exhibited by individuals in
response to criticism.
Solutions
1. Cover agreed objectives. Prefer quantifiable
standards.
2. Monitor performance according to plans and
objectives. Record critical incidents and
feedback of the time.
3. Train mangers to build poistives on constructive
critricism (not more than 2-3). Criticisms should
be based on fact not opinion.
4. Get employee to self-assess. Managers should
use contructive criticism, not blame. Inform of
all the benefits of the process.

5. PERFORMANCE REVIEW ISSUES
Issue Reasons
Why have Performance Review Meetings? Provides focus for motivation & development, and
to consider future in light of past.
On whom should Performance Reviews Focus? They normally tend to focus on the extremities.
Organization relies on middle-of-the-road
performers, thus focus should be on them.
On what should they focus? Development for performance improvement and
future plans.
What impact does management style have? Should not be directive. Encourage two-way
communication.
What skills are required to conduct PRM & how to
develop them?
Skills are either natural or can be gained form
training and guidance.

6. CONDUCTING A PERFORMANCE REVIEW
1. Both managers & individuals should be prepared.
 Managers refer to agreed objectives, and notes on performance of past year. Have reasons for success or failure
and decide on praise and steps to overcome problems. Individuals should come with own issues and self-
assessment.
2. Create the right atmosphere frank, friendly and informal__ Start with general discussion
3. Work to a clear structure __ Cover all prepared point and give time to individual
4. Use praise __Should be sincere and deserved. Helps individual relax and encourage
5. Let individuals do most of the talking __ Use open-ended questions
6. Invite self-appraisal
7. Discuss performance, not personality __ Discussions based on factual evidence, not opinion. Give individual
scope to explain.
8. Encourage analysis of performance __ Joint analysis discussion of performance of past and future.
9. Don’t deliver unexpected criticisms
10. Agree measurable objectives and a plan of action.

7. PREPARATION BY MANAGER
 Provide at advanced time notice to individual. At least 2 weeks
 Discuss purpose and points to be covered.

8. PREPARING FOR REVIEW MEETINGS
The purpose of a review meeting can be defined as being to:
 provide an opportunity for a frank, open, but non-threatening discussion about the individual’s
performance and development needs;
 give the individual a chance to discuss her/his aspirations and any work problems;
 focus the attention of both the individual and the manager on objectives and plans for the future (i.e.
provide the basis for the next performance agreement or plan).

9. THINGS TO DO AT A REVIEW MEETING
 discuss achievements in relation to objectives and performance/development plans;
 discuss the extent to which the individual s behaviour is in accord with the organization s core values;
 assess the level of capability achieved against the headings and descriptors in the individual s role definition;
 identify any problems in achieving agreed objectives or standards of performance;
 establish the reasons for such problems, including any factors beyond the individual’s control as well as those
which can be attributed to the individual s behaviour;
 discuss any other problems relating to work and the individual’s relationships with his/her manager, colleagues
and, if appropriate, subordinates;
 agree on any actions required to overcome these problems;
 agree on any changes to the role definition in terms of key result
 areas or key tasks and capability requirements that might be required;
 review and revise performance measures (standards) as necessary;
 draw up a personal development plan that incorporates self managed learning activities
 agree a performance plan for the next review period (the performance agreement).

10. THE END