Home
our team our philosophy our soul our services our clients our e-solutions
 
Conducting Effective Performance Reviews
Back
Research has shown that organisations that conduct performance reviews are more successful than those who do not have a system in place. The first step in a basic system is to develop standards of performance that all employees can understand and agree to. 

Setting performance objectives to aim for will give supervisors and employees a like focus, and targets to aim for. Supervisors must also learn how to coach and give feedback, both positive and negative, on a regular and timely basis so that employees can grow and develop. Defensible performance reviews are the cumulating of all these activities. 

Learning Objectives: 

At the conclusion of this workshop, you will: 

  • Recognise the importance of having a performance review process for employees.
  • Identify the performance management cycle, and the part employees, managers and organisations play in that cycle.
  • Understand how to work with employees to set performance objectives and standards.
  • Develop skills in observing and giving feedback, listening and asking questions, for effective coaching and improved performance.
  • Identify an effective interview process and have the opportunity to practice the process in a supportive atmosphere.
  • Make the performance review legally defensible.
Workshop Outline (Three Days) 

  1. Course Overview and Learning Objectives
  2. History of Performance Appraisals
  3. Why Do We Need PAs?
  4. Employee’s Concerns About PAs
  5. What Makes PAs a Defensible Process?
  6. Stereotypes
    1. Leniency or Stringency
    2. Halo/Horn Effect
    3. Error of` Central Tendency
    4. Stereotyping
  7. The Performance Management Process
  8. Goals
  9. Goal Setting
  10. The Performance Management Cycle
    1. Basis for Review
    2. KRAs
    3. BARs
    4. Developing Objectives and Setting Standards
    5. Orientation Programs
  11. Setting Standards
  12. Performance Development Plan
  13. Feedback and Communication
  14. Listening
    1. Guidelines for Effective Listening
    2. Active Listening
    3. Constructive Listening
    4. Paraphrasing
  15. Asking Questions
    1. Questioning Skills
    2. Open-Ended Questions
    3. Hypothetical Open Questions
    4. Direct/Specific Questions
    5. Closed Questions
    6. Loaded Questions
    7.  Leading Questions
    8. Third-Person Questions
  16. Probing
    1. Verbal and Non-Verbal Probes
    2. Probing Techniques
    3. Probe Funnel
  17. Non-Verbal Messages
  18. Feedback
  19. Characteristics of Effective Feedback
    1. In Private
    2. Balanced
    3. Relevant
    4. Be specific
    5. Back it up
    6. Make it personal (the right way)
  20. Accepting Criticism
  21. Planning the Interview
  22. The Interview Format
    1. The Opening
    2. The Discussion
    3. The Closing
  23. Role-Play through all phases of Performance Management
    1. Goal-Setting
    2. Ordinary Feedback
    3. Coaching and Counselling
    4. Appraisal Preparation
    5. The Interview
  24. Maintaining Performance
  25. Behaviour Contracts
  26. Handling Performance Problems
  27. The Worst-Case Scenario
  28. Pre-Assignment Evaluation
  29. Performance Management Checklists
Conducting Exit Interviews (1/2 hour)

Review (1/2 hour using one of several game show options)           

Personal Action Plans (1/4 hour)

Evaluation