Conducting Effective Performance Reviews
Get the most out of Performance Appraisals
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Conducting Effective Performance Reviews

Research has shown that organizations that conduct performance reviews and appraisals are more successful than those who do not have a system in place. The first step in a basic system is to develop performance standards 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.

What participants will learn:
At the conclusion of this workshop, you will:

• Recognize the importance of having a performance review process for employees
• Demonstrate an understanding of core competencies and how to work with a core competency model
• Identify the performance management cycle, and the part employees, managers and organizations 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:
As facilitator, you have the option of using a variety of training methods for each workshop. This includes large group discussions, individual work and reflection, small group discussions & exercises, case studies and simulations for role play. Customization will be based on your own needs or information provided by your human resource department or the individual department prior to the workshop. Materials are designed as interactive workshops with a 40/60 split between concept/theory and practical application of skills discussed. Class size should be kept under 20, whenever possible, so each participant will have the opportunity to gain techniques for the types of situations they deal with or expect to deal with. 

Day 1
	Learning Objectives, Personal Objectives and Agenda
	The workshop begins with introductions through a large group exercise, followed by a small group exercise to identify objectives and energize the group
	Pre-workshop assignment
	The Importance of Performance Reviews
	For employees—their role
	For supervisors—their role
	For organizations—their role
	Defining Expectations and Consequences
	Large group discussion about when new employees learn what is expected of them and what the consequences are when expectations are not met. This is followed by role plays with participants working in trios, with one explaining, one receiving and one observing
	Developing standards and objectives
	This is a very hands-on segment of the workshop. Participants look at sample job descriptions, performance standards and competencies, and compare these to the ones they are using, for benchmarking
	Appraisal Tools
	Job descriptions
	Performance standards
	Goals and objectives
	Competencies
	Documentation
	Documentation Processes
	When and how to document
	Appraisal Forms
	This is a second very hands-on segment, with participants working in small teams to compare and contract four sample appraisal/review forms, and develop some guidelines for effective forms
	Pre-appraisal
	Appraisal
	Exercise/Activity
	Participants begin the afternoon by learning how to tie a tie or make a paper airplane. They go from this experience to developing some guidelines for effective training—for both the learner and the trainer. Facilitator then leads the group in a discussion of adult learning and learning styles, as points to remember when training and coaching
	Coaching for Improved Performance
	On-the-job training
	Follow up
	Giving Performance Feedback
	Participants take part in a team exercise to demonstrate the differing types of feedback. The exercise is debriefed and some guidelines are developed
	Praise and positive feedback
	Individuals then role play giving positive and negative feedback to an employee, and the group discuss how important it is to get feedback from others and how to accept feedback that is not positive
	Criticism and negative feedback
	Accepting feedback from others
	Review
	Participants cover the issues raised during the day. They are given an overnight assignment to think about how they will prepare for and conduct an interview on the second day
Day 2
	Reconnect
	Participants are asked to take part in a small group exercise to focus on the day’s activities and provide feedback on day one
	Planning the Interview Process
	Large group discussion about when and how to conduct interviews or performance reviews, and the preferred format for conducting them. They discuss what they as managers should do before the review to prepare, what they can do during the review to ensure it goes smoothly, and what they should do after the review to follow-up
	Organizing the interview
	Where and when
	Developing an Interview Format
	The opening
	The discussion
	The commitment
	The closing
	The appraisal as a two-way process
	Role Play Activities
	Managing Employee Performance
	A large group discussion of ways to maintain good performance and improve problem performance, followed by having small groups develop suggested solutions for a series of problems that plague managers, about both good, poor and average performers
	Maintaining exceptional performance
	Developing average performers
	Dealing with problem performance
	Group Discussion
	Conducting Exit Interviews
	Review
	Personal Action Plan
	Evaluation
	Suggested Reading List

	Individual Course    Order $ 995
	Conducting Effective Performance Reviews

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