Performance review preparation

• Start early enough to prepare

  • Take enough time to prepare (approx. 2 hours per direct report)

• Try to anticipate their reaction

• Identify why you give the feedback

  • Positive Reinforcement

  • Corrective Reinforcement

  • Coaching Reinforcement

• Be aware of potential cognitive traps

  • HALO Effect (a positive, recent experience influences our overall evaluation)

  • HALO and HORN ( opposite of HALO effect) can be mitigated by the following tools:

    • Notes from your 1:1

    • Previous Review

    • Peer Feedback

    • Notes, Feedback 

    • OKRs

    • Other data sources

• Start with the written feedback 

  • Areas of evaluation

    • Achievements & Progress

    • Setbacks & Errors

  • Level of evaluation 

    • Quantitative - OKR, Goals, KPI

    • Qualitative - Behaviour

• Be fair, productive and motivational

• Make it personal, and f2f whenever possible

• Timely Feedback - Mostlies shouldn't be surprised about the feedback - you should have discussed it already with them

• Be as specific as possible to get the best results

• Schedule enough time for the conversation

What to do when you identify that performance standards are not met?

Ask yourself the following questions:

• Is it the first time you are confronting the employee with that fact?

• What have you done so far to correct the behaviour?

• Identify the disconnect

  • Lack of motivation

  • Lack of ability

  • Lack of resources 

• When you answer the first question with NO - this might change the nature of the conversation and it is better to consider an exit scenario

• When you answer the first question with YES - think about the necessary steps to improve the performance

• Start on time

• Be prepared

• First part should be dedicated to performance review

• Use the second part to discuss compensation adjustments

  • Use the Total reward document

• Don't make any promises. You can share your intention but don’t promise

• Confirm follow ups and next steps

• Active Listening 

  • Repeat the message

  • Ask clarifying questions

• Make sure your feedback is actionable

• Check emotional tone

• Avoid extreme words

• Focus on learning opportunities, not challenges

• Split the conversation between “Evaluation” and “Development” 

• Ask what they need

• Don’t get defensive

• Identify areas of improvement

  • Limit it to 1-3 areas

• You can schedule a follow up meeting so that both of you have enough time to reflect and think about the best steps forward

• MOSTLIES are in the driving seat of their career, so they should come up with some ideas how to grow

• Regularly check in to ensure progress 

• Your role as a manager is to enable, empower and facilitate the growth

TL;DR

• Consistently exceeds goals and performance standards

• Consistently presents viable solutions to problems and the plan to execute the solutions

• Consistently meets and occasionally exceeds goals and performance standards

• Identifies problems, and frequently presents viable solutions to problems (May require some coaching to determine the appropriate solution and the plan to execute the solutions)

• Consistently meets performance standards

• Identifies problems, and occasionally presents viable solutions to problems (May require some coaching to determine the appropriate solution and the plan to execute the solutions)

• Inconsistent performance and does not meet all goals and performance expectations

• Requires close supervision to achieve some work responsibilities

• Does not complete daily work responsibilities in a consistent manner

• Requires substantial supervision to achieve any work responsibilities

In detail

• Routinely demonstrates a willingness to complete work that may be out of scope of their regular responsibilities

• Consistently volunteers to take on new tasks and/or initiatives and sees through to completion without the need for direction and with little to no coaching

• Effectively handles multiple priorities

• Consistently looks for process improvements and development opportunities for self, the team, and the department

• Consistently demonstrates exceptional customer service

• Is always willing to lead change, and help others through change

• Consistently seeks out constructive feedback and opportunity for improvement and development

• Consistently demonstrates leadership among peers and colleagues

• Consistently maintains a positive and professional manner when under pressure or in stressful situations

• All competencies have been demonstrated or developed in an outstanding manner

• Often demonstrates a willingness to complete work that may be out of scope of their regular responsibilities

• Consistently demonstrates exceptional customer service

• Is able to handle multiple priorities

• Is open to implementing process improvements and often suggests process improvements and development opportunities for self, the team, and the department

• Is open to change and maintains a positive attitude through change

• Openly receives constructive feedback and opportunity for improvement and development

• Consistently receives positive feedback from customers and colleagues

• Often demonstrates leadership among peers and colleagues

• Often acts as a peer mentor and coach

• Maintains a positive and professional manner when under pressure or in stressful situations

• Relevant competencies have been satisfactorily demonstrated or developed

• Occasionally demonstrates a willingness to complete work that may be out of scope of their regular responsibilities

• Is able to handle multiple priorities with limited direction

• Is open to implementing process improvements and often suggests process improvements and development opportunities for self

• Is open to change and maintains a positive attitude through change

• Openly receives constructive feedback and opportunity for improvement and development

• Consistently receives positive feedback from customers and colleagues

• Occasionally acts as a peer mentor and coach

• Maintains a positive and professional manner when under pressure or in stressful situations

• Most of the relevant competencies have been satisfactorily demonstrated or developed

• Inconsistently contributes to solving problems

• Occasionally looks for reasons why work or goals cannot be accomplished rather than looking for ways to complete the work

• Inconsistently demonstrates exceptional customer service

• Occasionally has difficulty managing multiple priorities

• Occasionally has difficulty handling change and may reject ideas without due consideration

• Not always open to constructive feedback and at times may place blame elsewhere

• Infrequently receives positive feedback from customers and colleagues

• Occasionally has difficulty maintaining a positive and professional manner when under pressure or in stressful situations

• Some of the relevant competencies have been satisfactorily demonstrated or developed

• Does not adhere to department policies and expectations

• Is unable to recognize problems

• Looks for reasons why work or goals cannot be accomplished rather than looking for ways to complete the work

• Provides an inconsistent level of customer service

• Rarely demonstrates the ability to handle multiple priorities

• Is not open to change and often rejects ideas without due consideration

• Reacts defensively when receiving constructive feedback and often places blame elsewhere

• Infrequently receives positive feedback from customers and colleagues

• Is unable to maintain a positive and professional manner when under pressure or in stressful situations

• A number of the relevant competencies have not been demonstrated or developed