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Reviewing Performance UOG 2324

The document discusses reviewing employee performance, including why it is important for managers to conduct performance reviews, when they should occur, and how they should be structured. Managers are advised to prepare, introduce the topic, explain issues, ask for explanations, and agree on actions and objectives. Reviews should happen regularly and address specific problems promptly to help employees improve.

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Khang Đinh Trọng Hiếu
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22 views26 pages

Reviewing Performance UOG 2324

The document discusses reviewing employee performance, including why it is important for managers to conduct performance reviews, when they should occur, and how they should be structured. Managers are advised to prepare, introduce the topic, explain issues, ask for explanations, and agree on actions and objectives. Reviews should happen regularly and address specific problems promptly to help employees improve.

Uploaded by

Khang Đinh Trọng Hiếu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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REVIEWING PERFORMANCE

OBJECTIVES
1. Explain why it is important to review performance

2. Describe the correct approach, structure and the necessary skills to review an
individuals performance

3. Workshop Practical Preparation - roleplays


THE LINE MANAGER’S ROLE
Having difficult conversations with employees is part of a line manager’s role:
ACTIVITY (IN PAIRS)
5 minutes, in pairs –

Think of some examples of poor performance at work

Have you witnessed or experienced any of these? What happened? What was the
result? How was it handled?

Whole class feedback


POOR PERFORMANCE
REVIEWING PERFORMANCE EXAMPLES
Missing deadlines
Appearance
Attitude
Not achieving targets
Lateness
Mistakes
WHY SHOULD MANAGERS REVIEW THEIR EMPLOYEES
PERFORMANCE?
Good performance management helps everyone in the organisation to know:

•what the business is trying to achieve


•their role in helping the business achieve its goals
•the skills and competences they need to fulfil their role
•the standards of performance required
•how they can develop their performance and contribute to the development of the organisation
•how they are doing
•when there are performance problems and what to do about them
WHY, WHEN & HOW SHOULD A MANAGER REVIEW
PERFORMANCE?
Group discussion:
WHY SHOULD MANAGERS REVIEW THEIR EMPLOYEES
PERFORMANCE?

If managers do not act promptly they can:

mislead the employee by giving the impression that there is no problem


deny the employee the chance to improve or put things right
damage the productivity and efficiency of the business
lower the morale amongst team members
•Critical feedback can help the employee improve
•If there are any underlying reasons why the employee is underperforming they can be identified
•Support can be given to help them to improve.
WHEN SHOULD MANAGERS REVIEW THEIR EMPLOYEES
PERFORMANCE?

Promptly, because:

•Waiting for a more suitable opportunity results in the issue not being dealt with

•A problem will not usually resolve itself

•Even if the manager thinks a problem is temporary, it may reoccur if it is not dealt with

•Not dealing with the issue can lead to further complications


WHEN SHOULD MANAGERS REVIEW THEIR EMPLOYEES
PERFORMANCE?

On an ongoing basis:

Informal meetings/reviews
During probation period
Appraisals
Capability procedure
HOW SHOULD MANAGERS REVIEW THEIR EMPLOYEES
PERFORMANCE?

1. Prepare
2. Introduction
3. Explain the issue
4. Ask for an explanation
5. Agree a way forward

ACAS (2014). How to manage performance. London.

ACAS (2014). Difficult conversations. London ACAS


1. PREPARE
Establish the facts (records of attendance, feedback, other documentation)
Reflect on what you know about the individual
Reflect and consider what you are trying to achieve
Check your relevant policies and procedures (Attendance, Performance management,
Social networking)

Plan the meeting


Consider location and environment:
Conduct conversation in private and on a one-to-one basis
Face-to-face conversations are more effective
Plan a provisional structure
Allow sufficient time and have a second meeting if necessary

(ACAS 2014)
2. INTRODUCTION
•Establish a rapport

•Explain the purpose and structure of the meeting

•Adopt a calm and professional manner

Reassure them about confidentiality

Set the right tone: begin the conversation in a professional and non-threatening manner

Remember to focus on the issue and not the person.

(ACAS 2014)
3. EXPLAIN WHAT THE PROBLEM IS
Explain what the problem is

Give them specific examples, dates, facts, show them any documents

Explain the impact the problem is having on the individual, team and organisation

(Acas, 2014)
4. ASK FOR AN EXPLANATION
Listen to what they have to say (a good reviewer can spend up to 85% of the review meeting listening (Carbery and Cross, 2013)

Keep an open mind and don’t jump to conclusions

Acknowledge their position and any mitigating circumstances

Explore the issues together

If new evidence emerges, adjourn the meeting if necessary

Clarify points where necessary

If necessary be ready to ‘challenge’ positions or statements that contradict the evidence that you have.
(ACAS 2014)
5. AGREE ACTION
Ask the employee for proposals to resolve the situation

Discuss the options and agree a way forward with the employee

Discuss and agree what support and assistance will be provided (training, mentoring, supervision etc.)

If the employee needs to improve, agree how development or progress will be measured

Agree and set SMART objectives

(ACAS 2014)
5. AGREE ACTION (CONTINUED)
Summarise and confirm key points including action points

Agree timescales and a date for the next meeting

Document any agreement and give a copy to the employee.

This should set out:


• Agreed outcomes
• Any support or training to be provided by the manager
• Review dates
Acas, 2014
FOLLOWING THE MEETING
Keep the momentum going

Achieving a successful outcome is an ongoing process

Ensure that the employee feels supported: have regular discussions with him/her

Monitor implementation of agreed actions


SMART OBJECTIVES
Specific – objectives should state a desired outcome. What does the employee need to achieve?
Measurable – how will you and the employee know when an objective has been achieved?
Achievable – is the objective something the employee is capable of achieving but also
challenging?
Relevant/Realistic – do objectives relate to those of the team/department/business?
Timebound – when does the objective need to be achieved
SMART…OR NOT?
Keep delivery bays as tidy as possible.

Improve overall customer satisfaction by 5% over last year based on the results of the after sales
questionnaire sent to all customers.

Answer customer queries as quickly as possible.

Recruit 50 new customers before the end of the year.

Complete staff reports as soon as you can.

Answer all customer queries within two working days.

Clear delivery bays daily of all waste and other material within 30 minutes of delivery vans leaving.
ACTIVITY: DEFINE SMART OBJECTIVES FOR EACH OF THE
FOLLOWING ISSUES:
Draft a smart objective for each of the following issues:

1. An employee is regularly 10/15 minutes late for work

2. An employee fails to reach their sales target of £10,000 by £2000

3. An employee is regularly abrupt and rude to customers


REMEMBERING YOUR INTERVIEWING SKILLS
Questioning skills
• Open questions – Why?, What?, How?
• Probing
• Leading questions
• Closed questions

Active Listening
• Words
• Tone of voice
• Maintain eye contact
• Facial expression and body language
REVIEWING PERFORMANCE BRIEF
Please keep your role play briefing confidential:
TIMETABLE
Preparation - 10 minutes

Manager A discusses Employee B performance - 20 minutes

Employee B gives Manager A feedback - 10 minutes

Break (5 minutes)

Preparation – 10 minutes

Manager B discusses Employee A performance - 20 minutes

Employee A gives Manager B feedback - 10 minutes

Self-Reflection – 15 minutes
FURTHER READING
ACAS (2014) Challenging conversations and how to manage them London:
ACAS http://www.acas.org.uk/index.aspx?articleid=3799

ACAS ( 2014) How to manage performance. London: ACAS


http://www.acas.org.uk

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