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Performance Review g y Challenges: What to Say & Do
February 24, 2011

We’re Zooming In . . .

Managing Yourself: Zoom In, Zoom Out Rosabeth Moss Kanter March 2011 HBR

OK, You All Have These Challenges, Right?

But, Who is the Guilty Party?

What We Can Begin to Tackle

HR

POLL: What is the #1 Excuse Managers Give You, When You Ask, “Why aren’t you managing the performanceof thi employee?” VOTE FOR ONLY ONE. f f this l ?” ONE

A. I don’t A “I don t have the time.” time B. “I don’t know what to say.” C. “I’ve tried, and it’s not working. He doesn’t listen.” D. “It’s easier to ignore her and work around her—to focus It s her to on other employees.” E. “Even if I do, I don’t f l th organization supports E “E d d ’t feel the i ti t managing out . . . So why bother?”Inside the Manager’s Head

Frequent Missteps By Managers
1. 2. 3. 4. 5. “Too busy” to train and document. y Failure to set goals and give feedback. Not clear about consequences. Rush to fire. Rush to start over again, repeating mistakes mistakes.

Why is Navigating a Performance Challenge So Difficult? y g g g

It’s easier to do nothing . . . initially.

How to Look at It—Regardlessof the Desired Ending

Ask Yourself
Consider: 1. How the employee feels 2. How you feel

Our Challenges: The Ugly Scenarios
1. Top performer who has applied for internal positions and wants to grow with the company. You see very few promotional opportunities in the next 6 12 months 6-12 months. 2. Struggling performer who is slightly aggressive when you share constructive feedback.Someone who pushes back and makes people f l uncomfortable. k l feel f t bl 3. Middle of the road performer who focuses, solely, on what to do—not how to do it. How he currently accomplishes tasks is far from ideal. 4. Middle of the road performer whose former manager (still with the company) inflated her performance rating. You now need y) g to share with her a new, lower rating. 5. Top performer whowill, again, learn that there will be no y raises this year.

You Knew This Was Coming . . . g

The primary solution =

1. Top Performer Who Wants a Promotion
Top performer who has applied for internal p pp pp positions and wants to grow with the company. You see very few promotional opportunities in the next 6-12 months.

1. Top Performer Who Wants a Promotion
Consider: 1. How theemployee feels 2. How you feel

1. Top Performer Who Wants a Promotion
1. 2. 3. 4. Acknowledge. g Thank. Be honest and realistic. Create next steps together.

Best Practices for Promotions est act ces o o ot o s
1. WHY? What has changed in his g performance and the business need for his role? And for how long? g 2. When? Anniversary, annual review, quarterly, bimonthly? 3. 3 Title change? Becautious of ca tio s inflation and bowing to employee wishes. 4. Increase? Is it on par with other positions? Are you benchmarking?

1. Top Performer Who Wants a Promotion
Examples of what to say: p y • “I feel, as I expressed in your review, that you are an incredible asset to this company. Both the work you do and th way you approach it are amazing. E d the h i Example, l example, example .. .” Thank you ve • “Thank you. The projects you’ve completed have helped us to increase/raise/develop/build, etc.” • “Let’s talk about the positions you applied for this year. I know you are di k disappointed th t you did ’t move i t one i t d that didn’t into of them. How do you feel about that now?” OK for him to vent if he wants to.

1. Top Performer Who Wants a Promotion
Examples of whatto say (continued): • “Tell me which positions y p you’d like to learn more about.” Perhaps he can shadow one person in a different department each month. • “What do you feel are your strengths? What do you want to do more of?” y , • “I am sure that if we work closely on this, we will be able to identify tangible opportunities for you to grow in your role.” • “I was thinking that having a mentor...