Performance Calibration Process
Sample Format
DRAFT
Design Principles
This process enables us to:
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Create consistency in performance ratings
Receive input and gain a broader perspective about ratings
Gain common ground regarding “good performance” and “performance management”
Continue to build a performance environment
This process is not:
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About defending actions or decisions
A group vote
A way to undermine individual leadership accountability
A forum to resolve strong disagreements
A compensation discussion or a talent planning meeting
Designed to move us to a forced distribution curve
Ultimately, (Sr. Leadership)’s decision is final in the one-over-one approval process; he/she can
overrule the group or the individual manager.
Process
Step 1
Performance Discussion – 15 minutes
 Review changes in rating categories, discuss implications
 Thoughts on continuing to “raise the bar”
 Any other global considerations for this year’s ratings?
 HR Generalist shares distribution data
Step 2
Overall Calibration and Distribution – 20 minutes
 On the wall chart, place each of your direct reports into the rating category you have
assigned them
 View distribution, insights, comparison/contrast and implications
Please print on at least 30% recycled paper
Performance Calibration Process
6/09
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Yale
Step 3
Finance and Business Operations
Rating Calibration: by area, by individual – 2 – 2.5 hours
 Walk through your evaluation of each direct report, taking 2 to 3 minutes per report
o
o
o
Name
Rating
Key deliverables, performance and contribution
 As you listen to your peers rate their direct reports, keep track of agreements,
expectations, questions and any comparison/contrast points that need to be calibrated
with other individual ratings
o Agreement: you agree with the rating and articulation of performance
o Exception: you don’t agree with the rating and/or articulation of performance
o Comparison/Contrast: you observe that individual ratings, when compared
with other ratings, do not sync up and require calibration
 Questions to consider while listening
Does this rating ring true or fit?
If it does not ring true – is it about the rating, the articulation of performance,
or both?
Order – Open for discussion
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2.
3.
4.
5.
6.
o
o
Step 4
Rating Calibration Discussion: Gaining meaning, agreement and common ground
 Identify a peer to keep notes for you in terms of challenges, clarification and
comparison ratings on all individuals discussed
 Review the exception ratings with the group
 Peers should raise any questions or concerns they noted during each presentation
 Reach agreement when possible, make changes and note areas of disagreement to be
raised with the (Sr. Leader)
 Take 7 to 10 minutes per area
Order – Open for discussion
1.
4.
Step 5
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6.
Finalize/Update
 With HR through HR generalist, and with Sr. Leader (review and approval)
Step 6
Performance Conversations
 Signed performance reviews to your HR generalist by DATE
 Performance Conversations with your direct reports DATE – DATE
Performance Calibration Process
6/09
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