Performance Management

The process of reviewing employee performance often develops into something similar to a "visit to the dentist" for the parties involved. The pain associated with the process is often more of a perceived nature than it is a reality. The person(s) charged with the responsibility for conducting the review often struggle with many issues. They must decide: what factors should be rated; how to ensure the fairness of the review; what to say, and what not to say during the review; and, how to keep personalities out of the review. The employee being reviewed has an equal, if not a greater fear of the review process. The employee's feelings of dread are based upon concerns such as: I am being "judged"; my "future" may ride on the outcome; I already know that I am not a top performer; or, I do not have a clear understanding of the factors on which I am being rated. Due to these struggles and fears, Employers Resource Association has developed a program that is designed to help break down barriers and ease the pain for all of the participants in the review process.

Components of a Sound Program

Employers Resource Association will guide you through the process of developing and maintaining a sound Performance Management Program.

  • Performance Factors-the basis of a sound program starts with the description of the job that the employee performs. Our professional staff can work with you to develop sound and legal job descriptions, which serve to establish the "factors" necessary to create a usable, and directly job-related performance review form.
  • Training the Rater-Employer efforts to establish a workable program are greatly enhanced when training is provided for the individuals charged with responsibility of conducting the reviews. We provide raters with the information, tools, and a formalized process to aid them in avoiding the "Common Appraisal Errors."
  • The Coaching Technique-Raters must have the ability to change any poor performance from the "actual" to the "should" as soon as possible. This technique, a part of our customized program, provides necessary documentation for the rater at later review dates.
  • The Performance Discussion-The time, place, setting and general physical characteristics surrounding the review discussion that takes place must be managed. The Association's program will identify how to take care not to create a "dentist's office," a torture chamber, or other one-sided perceptions of the meeting.
  • Listening, Questioning & Probing-Raters must learn that the purpose of the discussions is the exchange of information. We show the rater how the exchange should occur to involve the employee, invite more employee conversation, and to secure employee commitment to action for future enhanced/improved performance.
  • New Goals & Follow-up-Setting performance goals is a natural result of a properly conducted performance review. Agreement on, and commitment to the goals to be achieved during the next rating period must be made by both parties. Our professionals assist in setting the goals and determining the necessary follow-up. Program Implementation

A Performance Review Program that is not understood and accepted by the participants is doomed before it begins. Utilizing its experience with the creating and implementation of such programs, Employers Resource Association will assist you in the creation, implementation and maintenance.

For more information about the Performance Management program, contact Monique Kahkonen (Cincinnati) at 513-679-4120.