Performance reviews for hr.com November 2013

Effective performance reviews in the
Canadian workplace-HR.com

by Toronto Training and HR Inc.

November 2013

CONTENTS
3-4
5-6
7-8
9-10
11-12
13-14
15-16
17-18
19-20
21-22
23-24
25-26
27-28
29-30

About the speaker
Definitions
All about performance reviews
Words speak loudly just like actions
The interview
Poor performance
Making performance reviews work
Conducting performance reviews
Moving away from paper-based reviews
Rating and ranking systems
Issues around professional ethos
Designing a performance review system
Problems with performance reviews
Conclusion and questions
Page 2

About the speaker
Timothy Holden heads the specialist training and human
resources consultancy Toronto Training and HR
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

Definitions

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Performance review
Performance appraisal
Performance management
360 degree feedback

Page 6

All about performance
reviews

Page 7

All about performance reviews

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Types of performance review
Purpose of performance reviews
Objectives of performance reviews
Uses of performance reviews
What can they achieve?
Benefits of performance reviews
Key elements of performance reviews
Common themes of performance
reviews

Page 8

Words speak loudly just
like actions

Page 9

Words speak loudly just like actions





Questions for the appraiser
Questions for the appraisee
Phrases to use
Watch the language used

Page 10

The interview

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Preparation
Good interviews
Bad interviews
Listening
Feedback
Negative feedback
After the meeting

Page 12

Poor performance
 Specific objectives and
descriptions of the
improvements needed
 Specific steps to achieve the
desired improvements
 Specific methods for measuring
performance and assessing
improvement
 Collaborate; don’t assassinate

Page 14

Making performance
reviews work

Page 15

Making performance reviews work
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Pre-conditions
Validity
Involvement
Training
Acceptable standards and targets
Linked to other systems
Input into performance reviews
Sources of information
Employee feedback
An hour each quarter
Page 16

Conducting performance
reviews

Page 17

Conducting performance reviews

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

Different approaches
Gathering information
Make it a conversation
Hear what is being said
Reward the positives
Help fix the negatives
Set SMART objectives
Getting the most out of the
situation

Page 18

Moving away from paperbased reviews

Page 19

Moving away from paper-based
reviews





Start
eReviews
Siloed performance reviews
Full circle performance reviews

Page 20

Rating and ranking
systems

Page 21

Rating and ranking systems
 Advantages and disadvantages
 Practical problems
 Numbers and ratings

Page 22

Issues around professional
ethos

Page 23

Issues around professional ethos
 Professional ethos typified by…
 Characteristics emphasized by
performance reviews

Page 24

Designing a performance
review system

Page 25

Designing a performance review
system
 Gaining support for the system
 Choosing an appropriate rating
instrument
 Selecting raters
 Determining timing
 Ensuring fairness
 Decisions to make

Page 26

Problems with
performance reviews

Page 27

Problems with performance reviews
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Unclear standards
Halo effect
Central tendency
Leniency or strictness
Bias
Horns effect
Recency error
First impression
Fixed impression

Page 28


Page 29

Summary
Case studies
Questions
timothy.holden@torontotrainingandhr.ca

Page 30

Performance reviews for hr.com November 2013

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