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Performance Reviews > Performance Reviews > Flashcards

Performance Reviews Flashcards

1
Q

What 4 reasons do we do Performance Reviews?

A

They create a structured touchpoint and cadence for us to:
1. Give them FEEDBACK - and allow them to give US feedback
2. Clarify EXPECTATIONS (about the role and what performance looks like in their role)
3. See where they think they can improve and want (or need) DEVELOPMENT
4. Provide opportunities to learn about / discuss their CAREER PROGRESSION.

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2
Q

When are Performance Reviews starting?

A

July for the SLT. August for the Trades and Supports team.

(They all need to be completed by the end of August).

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3
Q

How often are we doing Performance Reviews?

A

Six monthly.

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4
Q

True or False: Our goal, as managers, is to get it perfect first time around, with no need for continuous improvement.

A

False. Conducting Performance Reviews take practice to get comfortable and good at leading. Our goal is to learn how to relax, put our direct reports at ease, and

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5
Q

Who is going first?!

A

Will, followed by Michelle, then the rest of the SLT.

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6
Q

When do you set up calendar appointments with your team (and give them their template)?

A

Once you have had your own performance review.

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7
Q

True or False: Before doing a performance review with your direct report, it is a good idea for you to (1) liaise with Will to get his input/feedback; and (2) gather feedback from other managers or key stakeholders - (even if you only meet for 10-15 minutes).

A

True.

Will may have particular feedback or expectations he wants set. And other stakeholders may offer another perspective.

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8
Q

True or false: The Performance Review Template gives them the opportunity to review how they’re going against skills they’ve been practicing since the last review.

A

True.

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9
Q

Can you request or make suggestions for changes to your own template - e.g., to ask for feedback on specific areas?

A

Yes.

If there is something you feel is an opportunity to offer feedback on, speak with Jasmine or Michelle and we’ll organise for it to be added to your template.

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10
Q

Can you contribute to the Performance Review Templates of others?

A

YES. Please do.

If there is something you feel is an opportunity to offer feedback on, speak with Will or the manager of that role, and if agreed, we’ll organise for it to be added to their template.

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11
Q

True or False: It is a good idea to leave it till the last minute to prepare.

A

False. You’ll feel and be more prepared and will do a much better job if you give yourself (and your direct report) time to prepare their responses.

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12
Q

True or False: Performance Reviews are meant to be scary.

A

False. They’re meant to help us to identify areas we are doing well and areas we can improve.

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13
Q

What are the three reasons we ask them to gather feedback from others?

A
  1. To help them to identify where they are going well - and opportunities for improvement
  2. To ensure feedback is well-rounded (not just from their manager)
  3. To enable us to validate or modify our feedback - if/where needed
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14
Q

True or False: Performance Reviews were created by bored HR departments as a way of wasting the time of people doing real work - and causing merry hell for “shits and giggles”.

A

False.

Performance Reviews offer a way of supporting performance improvement, career development, learning and development and job satisfaction.

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15
Q

True or False: They are asked to gather feedback from others in the business - and write the feedback on their form.

A

True.

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16
Q

True or False: It is important to set the scene with our direct reports to explain why Performance Reviews are happening.

A

True. This is important, so that our direct reports don’t get unnecessarily anxious about them.

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17
Q

True or False: We should try, as managers, to put our direct reports at ease during performance reviews.

A

True.

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18
Q

How can we put our direct reports at ease during their Performance Review?

A

By being relaxed in our body language, facial expression and tone of voice.

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19
Q

What is the “Next Steps” page about?

A

Capturing ‘next steps’ in their L&D plan. You, as their manager should have follow-up work to do (e.g., signing them up for a course, organising on-the-job training) - and they will likely have work to do or practice (e.g., working on a new technical skill).

20
Q

Why do we have a “Next Steps” page?

A

So that their Learning and Development Plan doesn’t fall into a big black hole. Agreeing to follow-up actions upfront means they’re more likely to happen and you have an agreed record to go back to when you meet them at their next review, or catch up.

21
Q

Whose job is it to craft their L&D Plan and “Next Steps”? Theirs, yours, or both?

A

Work with them to craft a relevant Learning and Development Plan and “next steps”.

22
Q

What should you do if they rate themselves a 3 (excellent) on a particular field when you think they are a 1 or 2?

A

You have options.
1. Speak with others* to find out their opinion. You might be being unfair.
2. Freak out about possible conflict - and give them a 3 to avoid having to confront the truth!
3. Think about the evidence you have of why you’d rate them a 1 or 2. Before you share the feedback, ask them why they rated themselves a 3 to test their thinking before offering your assessment.

(*Remember: be sensitive and open minded when gathering feedback on someone’s performance!).

23
Q

Why do we have to be careful (as managers) when writing on our Managers section of their template?

A

Once the Performance Review is complete, we scan and give them a copy. (We need to be sensitive with what we say on the form!)

24
Q

L&D stands for what?

A

Learning and Development.

25
Q

True or False: The Learning and Development section of the plan gives them the opportunity to identify skills that they need to develop as part of performing well in their current role, and/or that they would like to develop for your career progression.

A

True.

26
Q

True or False: The rating scale we use is on a 1-5 scale.

A

False. We use a 1-3 scale.
1 = Need for development / improvement
2 = Adequate (opportunity for development / improvement)
3 = Excellent / no room for improvement

27
Q

Which two of the “Six Boxes” do Performance Reviews most obviously relate to or support?

A

Expectations and Feedback (Box 1)
Skills and Knowledge (Box 4)

Selection and Assignment (Box 5) is a close third.

28
Q

True or False: If they prefer to be sent an electronic copy to fill in, that’s okay too.

A

True. Ask Michelle to send it to them (she will need to prepare an editable copy for them).

29
Q

True or False: You’ll need to print their template for them and give it to them to prepare.

A

True.

30
Q

What preparation do they need to do?

A
  1. Get feedback from people they want feedback from.
  2. Fill in their template
  3. Hand it back in
31
Q

What preparation do we need to do (as managers)? (Hint: there are 9 things!)

A
  1. Print the forms for them
  2. Give it to them - and brief them on what you need them to do
  3. Book them into your calendar - in person.
  4. Book Will in 2-3 days before then to review their completed form with him.
  5. Collect the forms back in (you may need to chase them!)
  6. Review their answers
  7. Meet with Will to discuss their answers
  8. Rate them - and write feedback notes to prepare your responses.
  9. Gather any other feedback to support your ratings and feedback.
32
Q

How long do we need to give them to prepare?

A

2 weeks is good.

33
Q

How long do we need to prepare?

A

It’s up to you, but 3 days at a minimum to allow time for you to meet with Will to review their answers and discuss what feedback to provide.

34
Q

How might managers feel about performance reviews - and how should they feel?

A

Managers new to performance reviews might feel fine, or nervous.

Practice will help you to relax and get comfortable with both the process and giving feedback.

35
Q

How do we get better at performance reviews?

A

Practice, practice, practice. And PREPARATION.

Don’t go into it without having done the thinking and prep.

36
Q

What type of communication is helpful when briefing direct reports about upcoming performance reviews?

A

Communication that puts them at ease.

37
Q

What type of communication is helpful when offering ‘constructive feedback’ during the performance review?

A

Start with positive things first.
Be honest, but constructive, kind and encouraging.

38
Q

What might “development” look like?

A
  • On-the-job training from you
  • On-the-job training from someone else
  • A specific training course (e.g., H&S, spraying)
  • Coaching
  • Reading a book
39
Q

There are 7 sections on the template. What are they for?

A

Feedback from others
Development Review
Self Assessment
Career
Learning and Development Plan
Managers Notes
Next Steps

40
Q

What do we do with feedback from them about wanting the next level role, or alternative role as part of career progression?

A

Discuss it with Will to see if it’s a possibility to move them in that direction.

41
Q

What ratio do we ideally look for when providing feedback in general?

A

5:1 positive to negative/constructive

42
Q

What tactic can we use - as a manager - to put them at ease and avoid blame and confrontation when we have ‘constructive feedback’ to offer?

A
  1. Take responsibility for what you and/or management could have done - or could do better to help them to perform. Then
  2. reiterate what you want them to focus on to improve.
43
Q

If you are in doubt about any aspect of Performance Reviews, what should you do?

A

Ask Jasmine.

44
Q

Will we keep evolving the Template over time?

A

Yes, as we see opportunities for improvement. (There will be a Master Template for each role in the Performance Review Templates folder in Google Drive).

45
Q

What is Jasmine’s mantra when it comes to Performance Reviews & Career, Learning and Development Planning?

A

Trust the template. But prepare.

The template is designed to walk you and them through it.

46
Q

How can we put our direct reports at ease during their Performance Review?

A

Performance Reviews (1 decks)

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