Webinar delivered to HR.com subscribers in November 2013

1. Effective performance reviews in the
Canadian workplace-HR.com
by Toronto Training and HR Inc.
November 2013

2. CONTENTS
3-4
5-6
7-8
9-10
11-12
13-14
15-16
17-18
19-20
21-22
23-24
25-26
27-28
29-30
About the speaker
Definitions
All about performance reviews
Words speak loudly just like actions
The interview
Poor performance
Making performance reviews work
Conducting performance reviews
Moving away from paper-based reviews
Rating and ranking systems
Issues around professional ethos
Designing a performance review system
Problems with performance reviews
Conclusion and questions
Page 2

3. About the speaker
Page 3

4. About the speaker
Timothy Holden heads the specialist training and human
resources consultancy Toronto Training and HR
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
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Performance review
Performance appraisal
Performance management
360 degree feedback
Page 6

7. All about performance
reviews
Page 7

8. All about performance reviews
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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 8

9. Words speak loudly just
like actions
Page 9

10. Words speak loudly just like actions
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Questions for the appraiser
Questions for the appraisee
Phrases to use
Watch the language used
Page 10

11. The interview
Page 11

12. The interview
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Preparation
Good interviews
Bad interviews
Listening
Feedback
Negative feedback
After the meeting
Page 12

13. Poor performance
Page 13

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 14

15. Making performance
reviews work
Page 15

16. Making performance reviews work
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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 16

17. Conducting performance
reviews
Page 17

18. Conducting performance reviews
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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 18

19. Moving away from paperbased reviews
Page 19

20. Moving away from paper-based
reviews
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Start
eReviews
Siloed performance reviews
Full circle performance reviews
Page 20

21. Rating and ranking
systems
Page 21

22. Rating and ranking systems
 Advantages and disadvantages
 Practical problems
 Numbers and ratings
Page 22

23. Issues around professional
ethos
Page 23

24. Issues around professional ethos
 Professional ethos typified by…
 Characteristics emphasized by
performance reviews
Page 24

25. Designing a performance
review system
Page 25

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 26

27. Problems with
performance reviews
Page 27

28. Problems with performance reviews
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Unclear standards
Halo effect
Central tendency
Leniency or strictness
Bias
Horns effect
Recency error
First impression
Fixed impression
Page 28

29. Conclusion and questions
Page 29

30. Conclusion and questions
Summary
Case studies
Questions
timothy.holden@torontotrainingandhr.ca
Page 30