Overview:

"Oh great, my performance review is next week!" said no one ever. Well maybe one person.

At 2021 SHRM Annual Conference one study found 18-25% of employees reported crying after receiving their performance reviews. 35% of Millennials said they were driven to tears! So, why does the process persist, create such emotional responses, is dreaded by both supervisor and employee? The 7 Last Words (It Has Always Been Done This Way). But does it need to be done this way or are there other ways of working toward the real goal, feedback to aide improving performance of the organization and individuals.

Managing employee performance is a critical role for all leaders, of any group, even volunteers and family members. Expected outcomes depend on the leader's ability to set clear performance expectations (outcomes) and in some situations help by defining methods or processes that are to be used.

Periodically an employee may become disconnected from the outcome (goals), or processes and this situation must be quickly assessed, and action taken. To wait, defer or "hope" it will get better is not an option as both the organization performance and impact on co-workers starts to take hold and can have compounding negative impact.

Addressing both technical ability and behavioral issues must be done expediently and with proper alignment to policy along with regulatory boundaries for such action. The risk is real for doing it wrong, lawsuits and negative public relations, are two of the areas of concern. Having a leadership team that is well advised and consistently applying best practices and approaches to performance management is critical to long term success.

Why should you Attend: This webinar is designed to present another alternative. It is a challenging job but with the right preparation, we can hold employees accountable and improve our organizations. Many organizations and managers are already down the road to improving the performance management process.

In some case COVID may have helped accelerate the development of ways to exchange key performance metrics and give feedback. One key element was the need to stay connected, basically increasing frequency of conversations/communications with those working remotely and not in the office where they can be observed every day.

But don't employees want to know how they are doing? Absolutely! That is critical, essential, the core of improving performance and developing and maintaining a great culture. Some authors on this topic like to call it a "Check-in" and increase frequency of the formal meetings.

Performance management is about a mutual understanding of the goals (outcomes) and processes (how work is to be performed), identification of work well done and when you are off track, ways to get back on track, and support for both the employee and manager to keep the dialogue ongoing.

Areas Covered in the Session:

• How to start off on the right foot by creating clear expectations
• The Talent Management elements and roles
• How poor performance effects organizational performance and work environments
• Why employees leave
• How to hold employees accountable for sustained change
• Traditional reviews weaknesses
• Replacement elements for a Forward-Facing process
• Actions to consider
• Connection to compensation?

Who Will Benefit:

• Managers and Supervisors who have responsibility for corrective action
• Human Resources Professionals
• People who aspire to Leadership and Supervisory Positions