Performance

Improvement Review
(PIR)

Mantrac
HRD
 Purpose
 To help you UNDERSTAND


 the PROCESS of handling

 “Performance Improvement
Discussion”
 with your employees


• What you need to do to make it work

for you as both Manager and
Employee
 Objectives
• Direct, Guide and Improve
Performance
•
• Establish a Common View of joint
Contribution
•
• Set a “CLIMATE” for Continuous
Improvement
•
 Performance Improvement
Review


 Is only 1 element among other

4 elements in the


 “Employee Development
Process”
 Basic Steps in
“Employee Development Process”
 Competenci
es,
 Job
Objectives
/
Re w a rd s  Expectation P e rf o rm a n c
& On g o ins g e
Re c o g n it io n Co a c h in g & Im p ro v e m e
Fe e d b a c k nt
D is c u s s io n /
Re v ie w
Tra in in g
&
D e v e lo p
m e nt
P la n
 2

BENEFITS 1 3

5 4
6
If we handle this Development Process


well:


• People’s talent matched to the right

assignment
• Increased Retention of employees
• Improved employee performance
• People focus their energies on the
business
 CLIMATE
To make BENEFITS come true, the


CLIMATE must be one of :



 “PARTNERSHIP”


 Partnership between employee,

manager and organization to
ensure achieving corporate
objectives

 CLIMATE
 What is PARTNERSHIP ?


• Specify Roles & Responsibilities

•
• Gain Ownership & Commitment
•
• Ensure Clarity of Expectations:
 setting people to
 “SUCCEED”
 CLIMATE


How to achieve PARTNERSHIP ?



•
• Be open and straightforward
•
• Preserve others “Self-Esteem”
•
• Always assume value in your employee
•
• Think “Win-Win”
 Making it Easier


Some TIPs to help get additional

feedback on
employee being appraised

In preparation for filling in the review:



•
• Employee nominate 2-3 colleagues from
other departments for their input on
his/her performance
•
• Manager/Supervisor review list and add 2-
 Performance Improvement
Discussion
What it is?


•
• A Periodic Discussion between employee
and direct manager/supervisor (covering a
12 months period)
•
• Results in a Development Plan for the
employee in 3 key Areas/Parts
 PAST
 PRESENT
 FUTURE
 3 Key Parts in a
Performance Improvement
Discussion
PART 1:
Performance Review (last 12 months) (PAST)
• Review of accomplishments versus Competencies
- Objectives – Expectations
PART 2:

Performance Development (PRESENT)

• Plan for how to improve individual effectiveness –
specific action from manager, employee,
training program
PART 3:

Objectives for upcoming year (FUTURE)

• Objectives, assignments and priorities for next
year
 Performance Improvement
Discussion
 Outcome: (3 final products)


 1. Key Strengths:
 Capabilities that enabled the person to
make a contribution to the business.
 2. Improvement Needs:
 Performance capabilities most in need of
development in order to improve
individual’s contribution to the business
 3. Performance Problems:
 Deficiencies, if any, significant enough to
need correction in order to meet current
job requirements
 Difference between KPI’s and
Performance Improvement
Review (PIR)
KP I’s
•Ha s t o d o wit h t h e Fin a n c ia ls
•Me a s u re Ac h ie ve d vs . Ta rg e t
•Mo re fo c u s o n n u m b e rs
a c h ie ve d
•Do e s n o t d ire c t ly h ig h lig h t
s t re n g t h
a n d im p ro ve m e n t
nee ds
•No t d ire c t ly re la t e d t o
e m p lo ye e De ve lo p m e n t
p la n & Tra in in g n e e d s
•Ou t c o m e a ffe c t s e m p lo ye e
An n u a l Bo n u s
 Performance Improvement
Review
• Nothing to do with Financials
• Preset objectives / tasks
• Covers behavior / attitude of
employee
• Identifies Strengths and
Improvement needs
• A key tool for employee
Development plan & Training
needs
• Outcome affects employee
Development plan and Merit
Increase

 OUTCOMES
of a Successful Performance
Improvement Review

• There is TEAMWORK – TRUST a

Win Win relationship
• Both (Manager & Employee) know
what to expect of each other &
themselves
• Employee willingly accepts stretching
assignments
• There is open, honest feedback in
both directions
 OUTCOMES
When manager and employee
collectively agree on
the Objectives, this leads to:

• Self-direction
• Empowerment
• Improved communication and
cooperation
• Increased motivation
 Some Problems faced with the
Performance Reviews
• Culture of blaming rather than
constructive feedback
• No agreement on Objectives
• Lack of Operational Specifics (Goals-Time
frame)
• Not conveying Expectations
• Differing standards among Managers
• Lack of Follow-up
• Becomes a Salary Discussion
• Becomes a Career Discussion
 Some Annoying Points with the
Performance Reviews
• No Discussion with employee
• No details (specific examples) – generic
opinion
• Confrontation with reality (due to lack of
ongoing feed back – surprises even with
specific examples)
• Additional work for managers due to lack
of specific examples to support
evaluation/opinion or work left till last
minute
• Lack of detailed Development Plan
• Lack of follow-up (on employee behavior,
skills and capabilities progress)
 Structure of
Performance Review
Discussion
• Put subordinate at ease
• State purpose
• Emphasize Performance Criteria
• Give overview of Evaluation
• Discuss Strengths
• Discuss Improvement Areas
• Collectively develop Improvement Plan
• Summarize and Check for Agreement
• Conclude Positively
 Guiding Points
(for the Manager)

• Be SPECIFIC when addressing a

performance criteria


• Avoid generalization; pinpoint behaviors –

end results


• Provide actual EXAMPLES as much as

possible


• Define performance Strengths and Needs

clearly and precisely


• State clearly: what is expected – what

constitutes a job well done –what the
 Guiding Points
(for the Manager)

• If your employee is to be committed to the

outcome, it must be a POSITIVE two-way
PROCESS



• Ideally there should be NO SURPRISES

•


• Your relationship with your employee has an

influence on his/her performance



• Encourage employee to come prepared with a

self assessment against the set Criteria


 Guiding Points
(for the Manager)

A FACT of Life:


• There are times when you do not agree on

all points.


 If so:


 You should at least reach a mutual

understanding of the
 differences while RESPECTING each other’s

opinion

 Guiding Points
(for the Employee)

• Take the initiative to make the discussion

positive and constructive
• Prepare yourself by reviewing the Criteria
and evaluate yourself against them


• Listen carefully to your manager’s

overview on your strengths and
improvement needs


• You have to understand your manager’s

expectations clearly before going on
with the next competency


• If you are unclear /disagree about an

 Guiding Points
(for the Employee)

A FACT of Life:


• There are times when you do not agree on

all points.


 If so:


 You should at least reach a mutual

understanding of the
 differences while RESPECTING each other’s

opinion

 Performance Improvement Review
Successful Performance Improvement Program
is based on 3 Foundations
1 2 3
v

Process Skills Personal

Awareness

-Performance Review -Foundation Skills -Impact of Manager’s

Personality and
- Ongoing Feedback Relationship on
employee’s
Performance
 Performance Improvement
Program
 GOAL OUTCOMES METRICS


 Commitmen •On -t im e writ t e n •% Ap p ra is a ls

t to a p p ra is a ls d e live re d o n
 High t im e
Performan •Co m p e t e n t •
ce Pe rfo rm a n c e •% Ma n a g e rs
 & Long- Ma n a g e m e n t t ra in e d in
Term Pe rfo rm a n c e
 Careers with
•Re t e n t io n o f Ma n a g e m e n t
the Ta le n t e d Pro c e s s
 Company Em p lo ye e s •
•% Vo lu n t a ry
 Performance Improvement
Review
PROCESS
Manager Employee Manager Both Manager
specify date for nominate review list and and Employee
Review with colleagues for add few more
Employee input (total max. 6) Draft appraisal

Manager & Manager & Performance Manager

Employee Employee Review prepares
agree Training agree review Discussion review with
Needs content examples

Manager & Manager sends

Employee sign Manager gets
to HR for HR update
review Dept. Head
record/training HITS (System)
acknowledging approval
follow-up
discussion
Thank You