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Performance Management Dialogue

The document discusses reasons for conducting performance appraisals, including providing feedback to employees on their strengths and areas for improvement, as well as helping employers improve productivity and address performance issues. It also outlines common problems with performance reviews such as a lack of preparation or objectivity. Finally, it provides tips for effectively conducting performance reviews and avoiding biases.

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Mary Grace Orcine
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Download as PPT, PDF, TXT or read online on Scribd
64 views

Performance Management Dialogue

The document discusses reasons for conducting performance appraisals, including providing feedback to employees on their strengths and areas for improvement, as well as helping employers improve productivity and address performance issues. It also outlines common problems with performance reviews such as a lack of preparation or objectivity. Finally, it provides tips for effectively conducting performance reviews and avoiding biases.

Uploaded by

Mary Grace Orcine
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management Dialogue

Reasons for Performance


Appraisals
• Benefits to Employees:
– Provides a chance for employees to ask
questions and tell you their sense of what
they’ve accomplished
– Lets employee know his/her strengths and
areas that need improvement
– Allows employees to take responsibility for
their performance
– Lets employees know what’s expected of them;
creates mutual understand of job duties
Reasons for Performance
Appraisals
• Benefits to Employers:
– Helps to improve employee relations and
productivity
– Serves as an effective retention tool
– Provides a paper trail for addressing
performance or disciplinary problems
– Demonstrates organization’s commitment to
employee success
– Provides valuable feedback for managers
Common Problems

• Failure to prepare for the interview


• Failure to listen (80-20 ratio)
• Failure to maintain objectivity
• Failure to provide feedback—positive and/or
corrective
• Failure to follow-up
• Failure to document performance – both good and
bad
Common Problems

• Misusing the performance evaluation process to


address a disciplinary problem
• Element of surprise
• Relying on impressions/rumors, rather than facts
• Inconsistent application of performance evaluation
criteria
• Interpersonal issues
• Holding employees responsible for
events/problems beyond their control
Common Rater Biases

• Halo/horns effect
• Contrast effect
• First impressions
• Similar-to-me effect
• Negative and positive leniency tendency
• Spillover effect
• Recency effect
The Personnel-Management Cycle

Job Description

The Performance
Appraisal

Ongoing Feedback
and Training
How is Your Personnel-
Management Cycle?
• Do you have accurate and current job
descriptions for all of your employees?
• Do your employees have the resources,
training and information they need?
• Are you aware of problems that your
employees have right now, for which they need
help?
• Are you giving regular informal feedback?
Performance Appraisal Process

Step 1:
Prepare for the Meeting

Step 2:
Conduct the Meeting

Step 3:
Follow-up
Prepare for the Meeting

• Review the job description to make sure it is


accurate and current
• Gather and review any documentation
• Complete the performance appraisal form or
narrative for the employee
• Review your appraisal to be sure it is objective
• Give the employee at least a week’s notice
Conduct the Meeting

• Control the environment; avoid an atmosphere of


stress
• State the purpose of the discussion
• Allow the employee to give their assessment of
their performance
• Provide your own review of the employee’s
performance
• Position criticisms as areas for improvement
Conduct the Meeting

• Give specific examples of strengths and areas for


improvement
• Ask open-ended questions
• Be calm and objective; don’t blame or attack
• Focus on the performance, not the person
• Listen
• Set specific goals and timelines; action plan
• Close the discussion
Avoid Discriminatory Behavior

• Avoid favoritism
• Base the appraisal on job-related criteria
• Base judgments on factual data instead of
general impressions
• Give all employees a clear understanding of
their performance standards
• Maintain good, accurate documentation
• Be consistent
Things to Remember

• Don’t make hasty judgments.


• Be aware of nonverbals – yours and the
employee’s
• Don’t be afraid of silence
• Don’t interrupt when the employee is
speaking
• Use “I” statements
• Say what you mean
The Defensive/Hostile Employee

• Don’t object to the employee’s reaction


and become defensive
• Use restatement to reflect his/her negative
comments
• Never accept abuse from an employee
under any conditions
• Postpone the interview
• Have the employee prepare a written
summary of his/her complaints
Follow-up
• Provide frequent communication and
feedback (positive and corrective)
• Maintain written records (positive and
negative)
• Respond promptly to requests for help
• Conduct interim reviews
– Review goals/action plans and timelines
• Evaluate your own performance and its
effect on your employees
Negative (Corrective) Feedback

• Behavior: state the specific behavior that is


unacceptable
• Effect: Explain why the behavior is unacceptable
• Expectation: Tell the employee what you expect
to happen to change the behavior
• Result: Let the employee know what will happen if
the behavior continues or changes

Source: Charles Cadwell. The Human Touch Performance Appraisal.


Positive Feedback
• Behavior: What aspects of the employee’s
behavior do you find valuable?
• Effect: What positive effect does the
performance have?
• Thank You: Where can you find
opportunities to use this expression more?

Source: Donna Berry, Charles Cadwell, and Joe Fehrmann. 50 Activities for
Coaching/Mentoring.
Four Generations in the Workforce

Generation Years Born Numbers Age/% of


(in millions) Workforce

Traditionalists 1933-1945 27.9 62-73/10%

Baby Boomers 1946-1964 76.7 43-61/46%

Generation X 1965-1976 49.1 31-42/29%

Generation Y 1977-1994 73.5 13-30/15%


UAHuntsville Today: A Snapshot

Generation Number of Percentage


Employees
Traditionalists 195 12%

Baby Boomers 806 48%

Generation X 361 21%

Generation Y 323 19%


Four Generations at a Glance

Generation Characteristics Stereotyped as


Traditionalists Hardworking & dedicated Old-fashioned, behind the
Respectful of rules and authority times
Conservative & traditional Rigid/Autocratic
Change/Risk averse

Baby Boomers Youthful self-identity Self-centered


Optimistic, Team Player Unrealistic, Political
Competitive Power-driven workaholic

Generation X Balanced work/life Slacker, selfish


Self-reliant, pragmatic Impatient, cynical
Generation Y Fast pace/multitasking Short attention span
Fun-seeking, technologically Spoiled, disrespectful
savvy Technology dependent
Four Generations At Work

Generation Management Style Job Strength


Traditionalists Chain of Command Stable
Top-down approach
Baby Boomers Competitive Service oriented
Focus on self-fulfillment rather Team players
than common goals
Generation X Self-Commanding Adaptable
Resourceful and independent Techno-literate
Generation Y Collaborative Multi-taskers
Accustomed to having their say Techno-savvy
and making it count
Four Generations At Work

Generation View of Authority Feedback


Traditionalists Respectful No news is good news

Baby Boomers Love/hate Once a year, with


documentation

Generation X Unimpressed and unintimidated Interrupts and asks how


they are doing

Generation Y Polite At the push of a button


(Online, real time)
Four Generations At Work

Generation Career Goals Rewards


Traditionalists Build a legacy Satisfaction of a job well
done
Baby Boomers Build a stellar career Money, title, recognition,
the corner office

Generation X Build a portable career Freedom is the ultimate


reward

Generation Y Build parallel careers Work that has meaning


for me
A pat on the back is only a few
vertebrae removed from a kick in
the pants, but is miles ahead in
results.
V. Wilcox
Activity:

• 1.) Choose a partner in the class and


make a video evaluation dialogue using
the pattern/ dynamics in the discussion.
• 2.) The video dialogue must last between
2 to 5 minutes.
• 3.) Send the video to my gmail account,
[email protected]

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