performance review info

1. Performance
Review
By
N.shaila
ja

2. Performance Review
 A performance review is a crucial process of the
employment and human resources-defined practices of an
organization.
 It is a formal discussion as well as a documented process
involving managers, HR and even top management about
an employee's development and performance.
 Performance reviews executed diligently can reflect an
organization's overall health, employee management
practices and overall productivity.
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3.  Other aspects of individual employees are considered
as well, such as organizational citizen ship
behavior accomplishments, potential for future
improvement, strengths and weaknesses.
 It provides an opportunity for the employee and the
supervisor to discuss development goals and jointly
create a plan for achieving those goals.
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4.  The following are typically considered during reviews:
O Job Knowledge
O Dependability
O Quality of work
O Communication Skills
O Quantity of work
O Attendance/Punctuality
O Adaptability
O Time Allocation
O Professionalism
O Working Relations
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5. Objectives
O To create an environment that
encourages open and on-going communication between
employees and managers.
O To honestly identify employee's strengths and
developmental needs to be successful in current and
future positions.
O To provide timely and accurate feedback .
O To provide an objective method to evaluation
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about the review

6. Evaluating Employee
Performance
 Review the Job Description :
Discussing the job description and
setting expectations is particularly important
when an employee transfers from another departmen
t.
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7.  Using the Employee Performance Review forms:
- Discuss the appropriate Employee Performance Review for
m with the employee:
 Exempt –
Salaried employees who are exempt from earning
overtime. Administrative duties. Not responsible for supervisi
ng
others.
 Exempt-Managerial–
Supervisors. Salaried employees who are
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exempt from earning overtime. Administrative duties with
responsibility for direct supervision of others.

8.  Non-exempt
Hourly paid employees who complete timesheet
s
and are eligible to earn overtime.
 Senior--admins
Those administrators who report to
Executive Office Administrators (i.e., President,
Chancellor, Executive Vice President)
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9.  Encourage Employee Self Evaluation & Stated
Personal Goals
 Provide Continuous Honest Feedback (excellent, good,
acceptable, unsatisfactory)
 Understand the performance ratings
 Explaining them to employees
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10. SELF PERFORMANCE
REVIEW TIPS
Many managers and bosses struggle to keep track of all the
ways each employer in an office performs throughout the
year. So by , a self-performance review a employee can help
manager and also himself.
 Being Objective
When scrutinizing our work and assigning grades or ratings
for our performance, should be as objective as possible.
Grading our self should be according to tangible results,
rather than intentions..
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11.  Being Specific
Being able to say you did exceptional work on a project is
nice, but that's not enough to substantiate your high marks for
one self. Identifying specific things is important.
 Taking professional approach
Self-performance review should be approached professionally,
but unlike other forms of professional writing, a review of
oneself should be written in first-person--you are writing a
review of yourself,
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12.  Employees can make most of reviews by:
 Taking It Seriously
 Being Prepared
 Focusing on the Big Picture
 Seeking Clarity
 Learning a Lesson
 Not being Unrealistic
 No Placing of blame
 Not Self criticizing too much(grovel)
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O

13. CONDUCTING AN EMPLOYEE
PERFORMANCE REVIEW
Conducting an effective employee performance review
provides a significant opportunity for management to shape
the work behavior and career of an individual.
The steps are as follows:
O Step 1
Get a copy of the organization's employee performance
review form.
O Step 2
Obtain a copy of the employee's job description.
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14. O Step 3
Collect information about the employee's performance from
others in the organization that supervised them at any time
during the review period.
O Step 4
Use the employee performance review form, the job
description, other supervisory comments and your
observations to complete each section of the employee
performance review.
O Step 5
Schedule a private meeting with the employee for his
performance review 14

15. O Step 6
Set up the space to facilitate communication by removing
barriers, such as a desk between the evaluator and the
employee.
Step 7
Listen. Employee performance reviews require two-way
communication.
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16. O Step 8
Complete the employee performance review by covering
plans and expectations.
O Step 9
Close the performance review by having the employee sign
the form. Give the employee a copy and file the original in his
personnel record.
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17.  Five important questionsa manager and leader,
should ask during employee performance reviews:
O What have I done to help – or hinder – your job
performance?
O What can I do in the next review period to help you
achieve/improve?
O What conditions here enable you – or make it hard –
to do your best work?
O What do you want most from your job?
O How can I help you reach your career goals?
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18.  Tips for managers
O Use performance logs to simplify writing employee
reviews
O conduct a positive, valuable employee performance
evaluation
O Turning a negative into a positive
O measuring an employee‟s „intangible‟ traits
O Be careful with your words in job-review meetings
O Incorporating an employee self-review
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19. Review by peers
 Questions for peer reviews.
 What were your teammate's most important
accomplishments this year?
 What did you see as his/her most important
improvements?
 What are the three most important areas you think your
teammate should work on next year?
 What do you think is the most frustrating part of this
person's job?“
This is asked to inspire some empathy in coworkers,
discover places where the system could be improved, and
let the employee know that others get what he/she is dealing19
with

20. Review for Managers
 Questions for the managers:
 What was your favorite task/role/project in the past 12
months and why?
 What made it so special?
 What made it successful?
 What did you do to make it work so well?
This is a great question as it helps you to find patterns of
success. You get to learn what motivates your team
member.
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21.  What was your biggest mistake/regret of the past 12
months and what did you learn from it?
 This question will help identify areas the employee need
to keep an eye on in the future. For example, was there a
particular personality they couldn‟t work with, were they
having problems with time management or trouble with
balancing work and life?
 By having them reflect and learn from their mistakes the
manager can help teach that mistakes happen in life – it
is what you do with them that are important
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22. Mistakes Made In Performance
Reviews
 Being too vague:
Be specific about what you liked and didn‟t like in their
performance.
 Everything’s perfect – until it‟s not and you‟re fired.
 No preparation:
Doing reviews in last moment and just as a matter of fact.
 Bosses who claim to be free with their employees but
are not.
 No pats on the back : Bosses who don‟t encourage
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23.  No recognition for doing the work of 3 people that is
overload of work and no appreciation.
 No discussion around the report‟s career ambitions like
future prospects of work done.
 No follow-up about the review given i.e. giving the review
just as a formality.
 Not being truthful with employees about their
performance.
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24. Preparation by employees
before review
 Become familiar with the review process:
Employees should understand why some employers use
performance reviews as a way to evaluate their employees.
 Prepare for an upcoming review:
Keeping the track of all achievements that are to be
mentioned in the review are to be kept ready to mention
when needed.
 Take away from a performance review:
Should regard performance review as a learning
opportunity and be ready.
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25.  Commenting On Your Performance Review :
Many employers expect comments from the employee
once the review is done. While the types of comments
depend on whether the review is good or bad, it should be
made sure that the process of commenting on the review
should be the same no matter what the contents are.
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26. Responding on Performance
Review
O Step 1
Read the review a few times
O Step 2
Put the review away for at least 24 hours. You may be so
fired up about the comments (both good and bad) that you
want to respond immediately.
Step 3
O List both the positive comments and the negative
comments on a word processing document.
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27. O Step 4
Gather positive comments that people have sent you about
your job over the past year.
O Step 5
Review your job description to determine if you are being
reviewed fairly based on the job you are doing.
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28. O Step 6
Comment on each section individually. For positive sections,
note how you could excel even further. For negative sections,
comment on how you feel you can improve and what the
company can do to help you. Provide back up if you feel any
negative comments are grossly unfair.
O Step 7
Make a copy for your records and discuss your comments with
your boss. It is a two-way conversation where both parties
need to work together to make the business stronger.
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29.  The characteristics of an effective performance feedback pr
ocess are as follows:
1. Feedback should be given frequently, not once a
year.
2. Create the right context for the discussion.
3. Ask the employee to rate his/her performance before the
session.
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30. 4. Encourage the subordinate to participate in the session.
5. Recognize effective performance through praise.
6. Focus on solving problems.
7. Focus feedback on behavior or results, not on the person.
8. Minimize criticism.
9. Agree to specific goals and set a date to review the proce 30
ss

31. Common Mistakes during
performance appraisal
 Labeling
 Avoid labeling of employees. Behaviors shoul
d
be listed. Always write the reason like what
made the employee to said so.
For ex instead of writing “lazy” employee write
high incidence of absenteeism and not
interested in work. 31

32.  Recency effect --
 Too much focus on the most recent examples of
behavior rather than considering the overall
performance.
 This can occur because of inadequate record
keeping.
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33.  Central Tendency-
 Managers tend to rate everyone about the
same or, avoid extreme ratings always using
the middle ratings only.
 Leniency -
 Managers shun low ratings to avoid conflict
and their belief that low ratings reflect badly on
the reviewer.
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34.  Constancy
 In this the employees are rated in rank order
rather than on an individual basis and adjust
scores to match ranking order.
 Similarity
 It is the tendency to rate employees higher, who
have similar values and interests to the
reviewer
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35.  Horns/Halo Effect --
 In this the employee is rated high or low based on only
one trait which satisfactory or unsatisfactory to he
manager.
 This happens when official feels that employee has some
shortcomings then rates them poorly on everything (or
highly in converse case).
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36.  Additional Factors which affect Performance
Appraisal Ratings:
 Length of service and employee compliancy.
 Previous review ratings influencing current one.
 Guessing of supervisor about the work he has not
recorded or observed keenly.
 Experience with a given employee's behavior.
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37. Tips and Warnings
 If your manager refuses to listen to your comments
(especially if they are in response to a negative review),
you may have to escalate your comments to a higher
manager. Make sure you have exhausted all
opportunities to speak with your direct supervisor about
the review before you do this.
 Never make comments in anger. This will only
undermine you and cause management not to take you
seriously. Take time and cool off before starting this
process.
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