Driving Employee Engagement
Through Performance Reviews
Delivering Performance Reviews
Review
Performance
25%
© 2012 The Corporate Executive Board Company. All Rights Reserved.
Retention
35%
2
Review: Continued
Evaluating Performance Through Formal
Reviews
Ineffective
Managers
63%
© 2012 The Corporate Executive Board Company. All Rights Reserved.
Effective
Managers
37%
3
Presentation Review
 Use Effective Language
 Encourage Employee Input
 Communicate Performance and Pay Differentiation
© 2012 The Corporate Executive Board Company. All Rights Reserved.
4
Use Effective Language
Common Pitfalls
Uses Overly Negative Words
Makes Generalizations
Makes Value Judgments
© 2012 The Corporate Executive Board Company. All Rights Reserved.
Example:
“The main weakness
I’d like
I’d
weaknessthatthat
likeyou
for
for you
to focus
to focus
on isonattention
is attention
to
to your
is
is your
lack
lack
of administrative
of administrative
details. You never
submit
neversubmit
paperwork on time and did a
really bad
managing
managing
thethe
badjobjob
Bouchard account as a result.”
5
Use Effective Language
Do…
Frame problems as development
opportunities
Be descriptive when giving examples
Emphasize words of encouragement
© 2012 The Corporate Executive Board Company. All Rights Reserved.
6
Use Effective Language – Summary
Don’t…
Do…
Use overly negative words
Frame problems as development
opportunities
Make generalizations
Be descriptive
Make value judgments
Emphasize words of encouragement
© 2012 The Corporate Executive Board Company. All Rights Reserved.
7
Presentation Review
 Use Effective Language
 Encourage Employee Input
 Communicate Performance and Pay Differentiation
© 2012 The Corporate Executive Board Company. All Rights Reserved.
8
Encourage Employee Input
Common Pitfalls
Avoid difficult questions
Become defensive or apologetic
Example:
Situation: The
Theemployee
employeeisthinks
asks
angry
a
question
they
should
I’m“I’m
have
not sorry
sure
gotten
how
a tois
Response:
if this
answer across
different
rating as harsh”
coming
Response:
“I
want
to with
give
Response:
one
Response: “You’re
“I didn’t
have the
no
idea
this
but
had no
ayou
performance
issue--attacking
what
therating,
answer
is.I Maybe
choice
given
how
ourtell
system
my
ability
as
manager
won’t
someone
in aHR
can
you.”
works.”your rating”
change
Express dissatisfaction with
performance management
systems/decisions
© 2012 The Corporate Executive Board Company. All Rights Reserved.
9
Encourage Employee Input
Do…
Schedule plenty of time
Be candid, thoughtful, professional
Respond calmly to
negative reactions
Restate employee comments
Own the feedback
Follow-up if necessary
© 2012 The Corporate Executive Board Company. All Rights Reserved.
10
Encourage Employee Input – Summary
Don’t…
Do…
Avoid addressing difficult questions
Schedule plenty of time
Become defensive or apologetic
Respond calmly to negative
reactions
Express dissatisfaction with
performance management
systems/decisions
Own the feedback
© 2012 The Corporate Executive Board Company. All Rights Reserved.
11
Presentation Review
 Use Effective Language
 Encourage Employee Input
 Communicate Performance and Pay Differentiation
© 2012 The Corporate Executive Board Company. All Rights Reserved.
12
Communicate Performance and Pay Differentiation
Common Pitfalls
Discuss other employees’ ratings
Use jargon
Example:
I Overall,
…
know
As athe
reminder:
merit
increasea is
less than
you
received
rating
of
you
hoping
for, component
butof everyone
4—
that’s
the highest
Thewere
profit-sharing
of
your
team!
ifon
you
can
improve
your
your variable pay is calculated
presentation
skills
like
Here’s
that
will impact
your
using how
a graduated,
firstwe
dollar
discussed,
compensation…
formula. you’ll get a bigger
increase next time.”
Make promises
© 2012 The Corporate Executive Board Company. All Rights Reserved.
13
Communicate Performance and Pay Differentiation
Do…
Inform the employee of where his/her
pay places them in their pay range
Ensure the employee understands the
terms
Explain the pay and performance
decision processes
Explain what types of behaviors are
necessary to achieve different ratings (e.g.,
meets, exceeds)
© 2012 The Corporate Executive Board Company. All Rights Reserved.
14
Communicate Performance and Pay Differentiation – Summary
Don’t…
Reveal other employees’ pay
or performance ratings
Use complicated compensation or
performance management jargon
Promise that doing certain things
will lead to different pay outcomes
© 2012 The Corporate Executive Board Company. All Rights Reserved.
Do…
Inform the employee of where his/her
pay places them in their pay range
Ensure the employee understands
the terms you use
Explain pay and performance
decision processes
Explain what types of behaviors are
necessary to achieve different ratings
15
Presentation Review
Delivering Performance Review Feedback:
Use effective language
Encourage employee input
Communicate differentiation
Additional Resources
 Manager Guide: 10 Keys to Improve Employee Performance through Formal
Performance Reviews
 Manager Guide: Improve Employee Performance by Managing Reactions to Formal
Feedback
© 2012 The Corporate Executive Board Company. All Rights Reserved.
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