1. CBI Health Group Manager Development Series Module 3 Performance Review & Development

2. 2 Objectives  Understand why performance review meetings are carried out  Explore the function and role of manager in executing performance reviews  Learn effective communication strategies  Manage employee strengths and weaknesses

3. 3 Objectives  Comprehend how to use the CBI-endorsed performance review tool and know why it is used  Prepare for performance reviews  Identify areas of discussion that are essential to performance reviews  Design action plans that result in follow-up success

4. 4 Performance Review & Development Section 1 Why performance reviews are essential

5. 5 A) Benefits  Company benefits  Employee benefits  Mutual benefits  Turnover prevention Section 1

6. 6 Performance Review & Development Section 2 Theoretical concepts in practice

7. 7 Section 2 A) Manager as catalyst  Incorrect assumption that status quo is satisfactory  Acting as catalyst  Need for creativity  Individual accountability

8. 8 B) Individualization  Authenticity  Be aware of your biases  Manage by exception Section 2

9. 9 C) Communication  Remembering the positive  Providing feedback  Listening for feedback

10. 10 Section 2 D) Informal regular communication  Removes the fear factor  Serves to address immediate concerns  Solidifies the relationship  Reduces the possibility of overlooking issues

11. 11 Section 2 E) Employee strengths  What is a strength?  Strengths identification  Focus on strengths  Multiple paths to achieving success

12. 12 Section 2  Factors that hinder the emergences of strengths: Fear of weaknesses Fear of failure Blindness to one’s strengths

13. 13 Section 2 F) Employee weaknesses  Managing around weaknesses: 1.Defining a weakness 2.Identifying the cause

14. 14 Section 2 3. Dealing with a talent weakness:  Get a little better at it  Devise a support system  Use a strength to overcome a weakness  Find a partner

15. 15 Performance Review & Development Section 3 Structure of manager- employee meetings

16. 16 Section 3 A) Types of manager-employee meetings  Performance Management Planning (PMP) meetings  Annual Performance Review & Development meetings

17. 17 Section 3 B) Performance review tools  Options: 1. Performance Management Planning (PMP) meeting form 2. Annual Performance Review form  Templates as thought organizers

18. 18 Performance Review & Development Section 4 Preparing for the meeting

19. 19 Section 4  Set the stage  Organize relevant documents  Complete necessary paperwork  Involvement of administrator  Develop outline for meeting

20. 20 Performance Review & Development Section 5 Executing the performance review & development meeting

21. 21 Section 5 A)Suggested Outline  Review previous action plans  Review job description  Review skills/knowledge/talents/competencies  Review target outcomes

22. 22 Section 5  Educational opportunities  Whole-person development  Exploring career growth Incorrect assumptions: 1. Higher positions are more complex 2. Certain roles are unimportant

23. 23 Section 5  Salary negotiations  Ethical guidelines/Privacy policies  Documentation  Terminations

24. 24 Section 5 B) Designing action plans  Collaborate with employee  Adhere to SMARTER rules  Balancing act

25. 25 Performance Review & Development Section 6 Follow-Up

26. 26 Section 6  Meetings  Employees as agents of change

27. 27 Performance Review & Development Action Plan