1. From Performance Evals to Performance Management
Presenters: Eric Tryon & Dawn Kennedy

2. Are you managing performance or just evaluating it?

3. Top 5 Reasons Why Performance Evaluations Do Not Work
They don’t assess actual performance. Typically they focus on personality traits and behaviors. Performance should be based on output quality, volume, dollar value, and responsiveness.
They don’t address infrequent feedback. Employees may actually hear for the first time that there is an issue with their performance.
Not data based- usually based on memory only and subjective.
Lack of effective metrics- did the performance evaluation actually improve performance?
Lack of accountability- managers are not measured on how effective their evaluations are. A poor or hastily completed review has no consequences

4. People remain organizations’ largest expense and greatest competitive advantage.

6. People Leave Managers- Not Companies – 5 essential steps to performance management
Develop Great Managers
Set Goals that Drive Outcomes
Conduct Ongoing Performance Discussions
Create a feedback and recognition-rich organizational culture
Build a culture of continuous growth and development

7. A Great Manager makes the move from command and control to coach and mentor

8. Provide the management training to develop the skills needed
Training on motivation
Training on decision-making
Training on building trust
Training on developing a culture of accountability
Training on assertiveness to overcome obstacles

9. Set Goals that Drive Outcome
When employees know what is expected of them and clearly see the impact they have on the organization’s success, they are motivated to deliver results
Review and revise goals to ensure they are aligned with desired outcomes
Coach for accountability
Provide feedback and recognition for what and how outcomes are achieved

10. Build a feedback and recognition rich culture
Working with great people remains one of the top 10 reasons people stay with a company.
Research indicates that managers are consistently rated as “poor” on providing feedback and recognizing employees.
There is a broad assumption that employees understand that lack of feedback means that the employee is doing well.
Managers underestimate the importance of frequent and personalized feedback.
Feedback and recognition must be a business priority.

11. The Wrong Feedback
You were a much better worker before your mom got cancer.
Hey Kiddo. Great job. Excellent presentation. Save it on the share drive… But that’s not what I was looking for…
You need to become a dynamic speaker!!
You're used to managing elephants; you need to learn how to manage giraffes. (Note: this person did not work at a zoo.)
Your growth is like a tree branching out in all directions.

12. How to give feedback Directly to the person it applies to
Be specific and give examples
Choose the right moment- most effective if given at the time of the incident or shortly thereafter
Choose the right place- if positive feedback publicly is fine- if negative feedback do privately
Don’t dwell on the past- tell the person what you want them to do going forward. Be future focused and positive. That will help reduce defensiveness and increase receptivity.
Leave out the "but…".
Your way is not necessarily the only way, the right way or the best way. Before giving someone feedback, check to make sure that expectations are reasonable and not limited by ego. Limiting staff to do everything your way may limit creativity, innovation and learning in the organization and robs you of the varied skills, experience and perspective of your employees.

13. Conduct ongoing performance discussions
Focus on employee contributions
Clarify expectations and accountability around goals and development
Discuss what motivates employees and what can drive greater job satisfaction
Provide opportunities for feedback, recognition and coaching
Discussions reinforce organizational culture and values, and ensure desired outcomes are achieved.
Meetings should be scheduled and committed to

14. Most managers aren’t learning and development specialists, it’s imperative for employees and managers to have access to learning and development pathways and activities that are clearly connected to job roles, skills and competencies essential for them to be successful and achieve desired business outcomes

15. “They Stole My Employee” and other myths…
Its not about the money
It is about relationships
Recent study of over 400 organizations found that one factor was conspicuously absent from the list of reasons why employees leave- Compensation.
People leave managers not companies
Micromanagement cited as the top reason for leaving- locus of control
Overworked
Culture Counts
Recognition
Friendships
Job & personal growth opportunities

16. Organizations can increase employee pay perceptions by 50% through more effective pay communication, positively impacting intent to stay by 34% and boosting employee effort by 15%.
Managers need to be accountable for and confident with honest and open conversations around how compensation and other types of rewards are determined.
Spot bonuses, gift cards and other rewards and recognition can be awarded at any time to complete an employee’s total rewards.

18. Aspiration- To rise to senior roles
Use Performance Management to Identify your High Potential Employees. Look for:
Aspiration- To rise to senior roles
Ability- To be effective in more responsible and senior roles
Engagement- To commit to the organization and remain in challenging roles

19. Next Steps

20. Ensure your core competencies are aligned to your organization’s culture, vision, values and strategic direction.
Core competencies should not be about skills needed to do work, they should be aspirational, driving change and leading the organization into the future.

21. Rewards and recognition are part of an ongoing performance cycle and employees’ contributions should be acknowledged and celebrated outside of a once-a-year compensation process.

22. Every company’s business rhythms are unique and one size does not fit all.
Consider your culture, people and business objectives, so that your performance management approach will fit with your business flow and focus on outcomes.

23. Identify where you are now and where you need to be.
What outcomes do you need to achieve and how can you help your people achieve them? For example, strategic planning, talent consultation, soft skills training, competency modeling, job description building.

24. Understand your culture and ability to adapt to change.
What support do you need to make it successful?