Results Driven Performance Evaluations
Performance evaluations generate almost as many business opinions as they do types of evaluations given. CEOs want their performance system to drive business results. HR wants documentation. Low performing employees do not care to get a performance review and high performing employees look forward to them and become frustrated if not receiving constructive feedback. Whether high or low performing, most employees see them as a necessary conversation before a pay raise and become frustrated if their managers delay or avoid the process. Managers would like a system that drives business results, and provides constructive feedback while creating good documentation but do not see those results with their current system. Resultantly, many managers practice avoidance behavior.
More than 70 million U.S. workers receive performance evaluations each year. Why do we continue this madness? Advocates of performance reviews say they raise productivity, differentiate rewards and protect against lawsuits. Opponents of performance reviews claim they damage relationships and productivity through unclear goals and subjective opinions, often creating damaging evidence to support legal challenges.
The course will show you how to change your performance management system from a backward-looking critique to a forward-looking approach focused on achieving business results that minimize legal exposure.
Part 1: Chucking the old style “after the fact”, subjective and backward focused “punitive” performance review in favor of a goal setting system that drives business results.
- Shift from evaluating and judging to coaching for success.
- No longer, dread the thought of having to conduct performance evaluations.
- How to use feedback to motivate employees instead of disengaging and de-motiving them.
Part 2: The key components of an effective performance management system.
- How to write good business goals that link to performance pay.
- How to link performance appraisal with pay.
- Spend less time on evaluations and time on achieving the behavioral changes wanted from employees.
- Using performance evaluations to reduce turnover, identify, and support your business’s future leaders.
- Nipping manager’s “I don’t have time” argument in the bud.
Part 3: Using performance tools to document performance in ways that dramatically reduce your company’s exposure to legal judgments.
- The five things company’s do that cause 90% of their employee problems.
- Build a process that no longer continually understates employee problems.
- Write documentation that protects rather than harms your company.
- Training mangers to stay off the person and on the problem.
Teri Morning, MBA, MS, SPHR, SPHR-CA is the President of her own HR Consulting firm and Principal Partner in a new company HindsightHR 2013 Employee Relations and Investigation Management software. She has over 15 years human resource and training experience in a variety of professional fields, including finance, retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures. She has consulted with employers on... View Full Profile