IH 830: Performance Review and Planning PRP

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IH 830 Performance Review and Planning(PRP)

• Andy Beggs
• Mike Devlin
• April 3, 2001

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Session Objectives

• To identify the benefits and flaws of performance
  evaluation
• To critique a performance evaluation form
• To undertake a performance review

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Agenda

• Session objectives
• Performance Review and Planning definition,
  benefits/challenges and components
• PRP forms
• Role play
• Closing and brief evaluation

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What is Performance Review and Planning?

• Achieving better performance through people
• Knowing what employees have to do
• Helping employees do the work
• Recognizing employees for their efforts

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Major Steps in PRP

• Supervisor defines job suggests performance
  objectives
• Supervisor and employee agree on job and
  performance expectations
• Supervisor and employee review performance.
  Results are recorded and planning for next period
  is done

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Common Pitfalls with PRP Sessions

• Giving new information about past performance
• Little knowledge of employees performance
• Used to distribute salary increases instead of
  improving performance

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Some Benefits to PRP

• Opportunity to plan for the future
• Opportunity to update the job description and
  decide on merit increase
• Can increase motivation and participation by
  providing performance feedback
• Provides objective information to decide on
  promotion, transfer, work assignment and staff
  development needs

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Essentials of PRP

• S Standards (e.g. collaboration, time
  management, respect, develop own skills,
  etc.)
• E Evaluate
• L Listen
• F Future
• Umiker, W.

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Quote on Standards

• Value judgments without clear, sharp and public
  standards are irrational and arbitrary. They
  corrupt alike the judge and the judgedan
  appraisal which focuses on potential, on
  personality or on promise or anything that is
  not proven and provable is performance
  abuse. Peter Drucker

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Value of Feedback

• The type of recognition that inspires or
  discourages high performance is the feedback you
  give on an on-going basis
• M. Blanchard and J. Tager, Working Well Managing
  for Health and High Performance, New York Simon
  Schuster, 1985, p. 139.
• informal and formal

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Preparing for the PRP

• Job description
• Copy of last review/performance plan
• Any new departmental objectives
• Continuing education record
• Instructions on how to prepare for the meeting
  (employee) and agenda (mgr.)
• Manager discuss employees performance with
  other managers

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Segments of the Review

• Get off to a good start
• Update the job description
• Discuss past performance and complete the
  appraisal form
• Planning for the future

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Suggestions for Discussing Performance Problems

• Never voice new complaints or issues
• Before you offer constructive criticism, allow
  and encourage self-criticism
• Limit criticism to 1 or 2 major problems
• Offer your support
• Save critical remarks for last
• Be a good listener
• Avoid terms such as attitude, work ethic,
  professionalism, weakness and deficiency

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Feedback for Supervisors and Organizations

• Ask employee to give specific suggestions (for
  the manager or department)
• Ask for general suggestions (for the organization)

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Planning for Future Performance

• Mutual selection and prioritization of topics and
  action steps to meet objectives
• Develop a written workplan that includes time and
  cost
• Develop a timetable for reviewing progress and a
  target date for objectives

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Closing the Session

• Summarize key points
• Reassure, express confidence and thanks
• Schedule follow-up sessions for
• Salary discussions
• Additional training
• Progress with objectives
• Detailed planning for complex activities

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Alternative Appraisal Methods

• Organizational opinion surveys or 360
  evaluations
• Formal, bottom-up appraisals (anonymous)
• Peer reviews

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Final Points on PRPs

• Provides systematic work planning
• An opportunity to update and change the job
  description
• Provides a review of overall performance and
  constructive feedback