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Preparing Managers to Conduct Effective Performance Reviews

written by: Tara Duggan•edited by: Wendy Finn•updated: 2/3/2011

Preparing managers to conduct effective performance reviews helps them use a performance appraisal process to evaluate employee work fairly and equitably.

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    Introduction

    Manager and Employee Performance review training programs allow managers to help improve employee behavior by helping employees to align their development with the company’s strategic objectives. Many competencies, such as creativity, commitment and team work, can be difficult to measure. By ensuring that managers can determine if employees truly have the ability to do their job, training professionals can prepare managers to make an accurate assessment. Training usually features case studies and role-playing activities to practice conducting evaluations.

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    Training Goals and Objectives

    Performance appraisal training programs show managers how to properly and consistently conduct an employee’s job review, typically on an annual basis. Establishing a fair environment allows motivated employees with the right skills and knowledge, to complete job tasks with adequate resources, such as materials and time, to produce quality products and services in challenging environments.

    Managers who complete performance appraisal training effectively, learn to schedule, conduct and document an employee evaluation that typically includes reviewing the previous year’s objectives, discussing accomplishments, proposing career development, clarifying directions, establishing new objectives and supporting the employee.

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    Conducting Performance Appraisal Training Topics

    Training on how to conduct effective performance appraisals typically includes learning how to coach employees, so they become willing to receive positive and negative feedback, perform an accurate self-assessment, learn from mistakes and take direction to improve their performance.

    Performance appraisal training, prepares managers to give meaningful feedback about job performance, communicate job responsibilities, and set objectives, so that employees have clear direction about their role in the company. By clearly defining the work that needs completion, the skills and knowledge required doing it, and how to assess success, managers set expectations with employees about how they will be measured.

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    Learning to Use Tools to Gather Input and Monitor Performance

    Training should include tips and techniques on how to gather feedback from peers, other supervisors and even customers or clients. Using online survey tools, such as SurveyMonkey, Qualtrics or Zoomerang, managers learn to obtain multiple ratings and analyze the input.

    Managers learn to avoid pitting employees against each other, blaming the employee for things they have no control over, measuring trivial aspects of the job, and surprising employees at an annual review. By learning to provide constructive feedback on an ongoing basis, managers contribute to productive workplace.

    Performance appraisal training also provides details on the company performance management system. Managers learn to use the system to define objectives and measure achievement. They use the data to rectify problems by properly diagnosing the issues. Additionally, managers learn to monitor operational metrics to see the business impact of improving job performance. By holding people accountable and rewarding or disciplining them effectively, managers help the organization succeed.

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    Conclusion

    Preparing managers to conduct effective performance reviews, involves providing opportunities to role-play scenarios such as rating employees, providing negative feedback, or mandating areas of improvement. They learn to use performance management systems and position performance reviews as an opportunity to discuss career advancement. By consistently applying success criteria, managers build trust in the evaluation system so employees feel valued and rewarded by their organization, encouraging them to stay and work productively in the company.

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    References and Image Credit

    Newcomer, Kathryn E.. Using performance measurement to improve public and nonprofit programs . San Francisco: Jossey-Bass Publishers, 1997.

    State of Montana. "Professional Development Center - catalog.mcpx." Professional Development Center - default.mcpx. http://pdc.mt.gov/catalogB.mcpx (accessed January 30, 2011).

    Image Credit: Wikimedia Commons, Everaldo Coelho