Performance review preparation

How to…

 

1. Preparation

2. Conversation

3. Follow up

1. Preparation

2. Conversation

3. Follow up

  • 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

 


Performance Calibration

 

5 - Superb

4 - Exceeds expectations

3 - Consistently meets expectations

2 - Needs improvement

1 - Needs strong improvement

 

5 - Superb

4 - Exceeds expectations

3 - Consistently meets expectations

2 - Needs improvement

1 - Needs strong improvement

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

 


Optional: Skill Will Matrix

Managers can also use the Skill Will Matrix to further reflect on the reviewee’s performance and next steps. This is a powerful team management and leadership tool that allows Managers to make an initial diagnosis of a person’s will (willingness to perform) and skills (competence to perform).

Tips on how to deal with each scenario:

 

High will / high skill: Delegate/Empower

  • Provide freedom in job methodology

  • Communicate trust and recognition

  • Develop stretch goals, broaden responsibilities, treat as “partner”

 

High will / low skill: Guide/Coach

  • Reduce risks, obstacles, constraints

  • Provide tools, guidance, coaching, feedback upfront

  • Relax control as progress is shown

 

Low will / high skill: Excite/Motivate

  • Identify reason(s) for low will

  • Develop intrinsic motivation, incentives and value alignment

  • Monitor and provide recognition to reinforce positive behavior

 

Low will / low skill: Direct/Supervise

  • Brief clear, identify motives, develop vision for success

  • Structure quick wins

  • Supervise with frequent feedback and clear expectations

 

For a more detailed explanation of the Skill Will Matrix, check here.