Performance Reviews and Feedback MANA 4328 Dennis C. Veit [email protected].
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Transcript of Performance Reviews and Feedback MANA 4328 Dennis C. Veit [email protected].
Arguments Against Appraisals
Arguments Against Appraisals
Managers generally do a poor job of actually evaluating performance. Most people work hard and do their best Poor evaluations perceived as unfair de-motivate
employees. Poor performance is rarely a motivation problem
Most problems lie in systems and work processes Performance should be judged by output of groups
not individuals.
Alternatives to Appraisals
Alternatives to Appraisals
Replace reviews with regular feedback and coaching.
Emphasize the relationship between managers and direct reports.
How to determine raises? Pay for seniority Pay for skills Pay for unit performance
The Appraisal Interview
Most Employees Believe They Perform Well
“Is your performance above average at your organization?”
Fortune Magazine 2007
How to Deal with Poor Performance
Appraisals seldom provide good support for termination. Managers tend not to give poor reviews Language in reviews is often ambiguous
Alternatives: Document specific performance problems and
incidents Use a review system for only those ready to
terminate. Forced ranking systems?
Performance Appraisal Challenges
Gender Bias Managers tend to give women evaluations that are
less critical and less straightforward.
Attribution Theory People tend to overestimate the influence of individual
factors (such as motivation) and underestimate the influence of environmental factors when assessing others behavior.
Frame of Reference
Attribution Theory
“Don't confuse luck with skill when judging others, and especially when judging yourself.”
Carl Icahn, billionaire investor
Conducting A Fair Appraisal
1. Collect appraisal data
2. Evaluate performance
3. Write the appraisal
4. Conduct an appraisal interview
Conducting A Fair Appraisal
1. Collect appraisal data Objective data on job performance Critical incidents (good and bad) Behavioral observation
2. Evaluate performance Before completing form – think about intended result Avoid biases Consider how the message will be viewed by employee Consider circumstances beyond employee’s control Consider past evaluations
Diagnosing Performance Problems
Performance = f (Ability, Motivation, Environment)
Ability
Technical Skills
Analytical Skills
Interpersonal Skills
Physical Limitations
Business Knowledge
Motivation
Goals / Expectations
Career Motivation
Employee Conflict
Employee Satisfaction
Boredom / Frustration
Environment
Job Design
Equipment / Materials
Rules and Policies
Economic Conditions
Management Support
Diagnosing Performance Problems
Source: Scott Snell, Cornell University.
Conducting A Fair Appraisal
3. Write the appraisal Have courage to address poor performers Be specific and use examples Avoid nitpicking Additional evidence needed for high/low performers Tied to specific goals Prioritize development needs
Providing Performance Feedback
Location and timing Quiet and private “Neutral” seating arrangement Scheduled well in advance Avoids unrelated events
Approaches to the Appraisal Interview Tell and Sell Tell and Listen Problem Solving
Providing Performance Feedback
Avoid Defensive Reactions:
Describe performance, not personality. Avoid questioning motives. Use specific examples and quantify if possible. Avoid vague statements or unsubstantiated claims. Give the employee a chance to respond.
Providing Performance Feedback
Focus on Employee Development:
Limit plans for change, growth, and development to a few important items that are achievable.
Keep career discussions separate from performance feedback.
Create a development plan.
Dealing With Poor Performers
Avoiding problems usually makes them worse. “Why didn’t you tell me this before?”
Approach the employee for mutual benefit – to solve the problem and maintain the relationship. Threats and punishment increase compliance but....
Good intentions matter.
Identifying Performance Gap
Assume an employee says:
“I know you are not happy with something, but I am not sure what I am doing wrong. What exactly is it that concerns you?”
OR
“I want to make sure that I’m doing the job the way you want it done. What exactly should I do so that you will say I am doing a good job?”
Dealing With Poor Performers
1. Identify a specific gap between performance and expectations.
2. Determine business reasons why the problem must be solved.
3. Determine consequences if the situation is not corrected.
4. Determine appropriate action.
Dealing With Poor Performers
Be prepared to answer questions like: “What’s the big deal?” “Why is this important?” “That’s a dumb rule – you know I do a good job”
Determine consequences and action Be specific – no vague threats Give time for employee to change How critical is the problem behavior?
Dealing With Poor Performers
Consider a range of action Discuss during the appraisal without making a written
reference. Reference the issue in the appraisal narrative without
lowering ratings. Reference the issue and lower the performance rating
for that particular area. Reference the issue in performance summary and
lower final appraisal rating.
Use progressively stronger sanctions
HR Staffing
Legal Compliance Determining HR needs
Projecting staffing levels Job analyses Managing competencies
Identifying and recruiting employees Evaluating candidates
Selection tests Interviewing
Strategic Staffing Managing Retention
Performance Management
Performance management systems Timing, forms, and outcomes Managing for employee motivation
Goal setting Pay for performance Providing performance feedback