A tale of two performance reviews: one fails, one succeeds
What distinguishes effective reviews from ineffective reviews?
Managers checklist for chapter 1
Performance reviews in the scheme of things
Reviews as just one part of a larger system
Managers checklist for chapter 2
Understanding performance good and bad
What do we mean by performance?
The stuff of performance good and poor
Implications for your performance reviews
Managers checklist for chapter 3
Documenting performance and rating and ranking systems
So what's the point of documentation?
Managers checklist for chapter 4
Documenting performance narrative
Critical incident, mbo, 360-degree feedback and other methods
Standards-based or management by objectives
Use of technological tools
Managers checklist for chapter 5
Performance planning: the answer to almost any review problem
What is performance planning?
By the end of performance planning ...
Step-by-step planning process: getting it done
Managers checklist for chapter 6
Review meetings, step by step
Warm up and clarify expectations and roles
Describe and review the main job tasks and responsibilities
Elicit input from the employee
Discuss and negotiate (evaluative component)
Engage in performance improvement problem-solving
Finish and plan for follow-up
Managers checklist for chapter 7
Diagnosing, problem solving, and ongoing communication
What is diagnosing performance issues?
Problem solving to remove barriers
Managers checklist for chapter 8
Essential communication skills
Communication facts and principles
Responding and eliciting skills
Managers checklist for chapter 9
The rewards and punishment dilemma
The rewards and punishments dilemma
Managers checklist for chapter 10
Reviews with employees of different stripes
The underperforming employee
Managers checklist for chapter 11
Facing real-world problems
Principles of disagreement management
Addressing biases and increasing evaluation accuracy
Getting from bad to better systems
A really poor review system
Managers checklist for chapter 12.
