CEB - Manager Success Workshop - Getting Results From Formal Feedback - Presentation

Getting Results
from Formal
Feedback
Manager Success
Workshop Series
POLLING QUESTION
Are you about to do either

a mid-year or end-of-year
performance review cycle?
2 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Formal feedback is not
the end of a process.
Its the beginning.

Formal feedback is not
the end of a process.
Its the beginning.

POLLING QUESTION
Do you enjoy How often do you

the performance do performance
review process? reviews?

Expectations for Breakthrough Performance
Leaders and Managers Need Higher Performance to Hit Goals
= 27% 1.27x
1.00x
Current Employee Needed Employee

Performance Performance
n = 10,531.
Source: CEB 2014 Enterprise Contribution Workforce Summary.
Note: Indexed employee performance improvement needed to achieve business goals in next 12
months, as indicated by leaders and managers.
Manager-Led Development Drives...
Performance
25%
Source: CEB analysis.

Note: Impact on employees reporting to managers very effective at employee development.

POLLING QUESTION
How many direct reports

do you have?





Performance Retention
25% 40%


Performance Retention Commitment

25% 40% 29%


The New Work Environment
More Complex
Organizations
Source: CEB 2014 Enterprise Contribution Workforce Survey.

More Matrixed
More Complex
Organization
Organizations
Structures

More Matrixed
More Complex
Organization
Organizations
Structures
Higher
Performance
Expectations

More Matrixed
More Complex
Organization
Organizations
Structures
Higher
Increased Access
Performance
to Information
Expectations

Understanding Planning Formal and
the Enterprise Development Informal Feedback
Opportunity

We Need a New Kind of High Performer
CEBs Model of High Performance
Individual
Task
Performance
Source: CEB 2012 High Performance Survey.

Individual
Network
Task
Performance
Performance

Individual
Network Enterprise
Task
Performance Contribution
Performance

Individual
Network Enterprise
Task
Performance Contribution
Performance
Business Unit Outcomes

Up to 12% improvement in profit

Alex Pat

Alex Pat

Alex Pat
120% 110%

(5%) Alex Pat

Alex Pat 5%

Alex Pat
(5%) 5%
115% 115%

Alex Pat
(5%) 5%
(5%) 5%
110% 120%

Alex Pat
(5%) 5%
(5%) 5%
(5%) 5%
105% 125%

Alex Pat
(5%) 5%
(5%) 5%
(5%) 5%
(5%) 5%
100% 130%

Alex Pat
(5%) 5%
(5%) 5%
(5%) 5%
(5%) 5%
(5%) 5%
95% 135%

POLLING QUESTION
Who is getting rewarded

at your organization?

Most of Our Employees are Alexs
Effectiveness at Individual Task Versus Network Performance
Higher
High Individual Enterprise
Task Performance Contribution
Alone
38% 23%
of employees of employees
Individual Task
Performance Average and Low High Network
Performance Performance Alone
32% 8%
of employees of employees
Lower
Lower Higher
Network Performance
n = 23,339; 10,531.
Source: CEB 2012 High Performance Survey; CEB 2014 Enterprise Contribution Workforce Survey.
But They Want to Be Pats
Employees Who Believe

Enterprise Contribution
Is Part of Their Job
71%
Agree
n = 10,531.

But They Want to Be Pats
Employees Who Believe Employees Who

Enterprise Contribution Contributing to Others Is
Is Part of Their Job the Right Thing to Do
71% 81%
Agree Agree
n = 10,531.

Employee Enterprise Contribution
Checklist
5-Aoril- 2017
Instructions EMPLOYEE ENTERPRISE CONTRIBUTION CHECKLIST
Use this guide to

Instructions: Use this guide to identify areas where your employees can concentrate their efforts to become enterprise contributors. Assess
one of your direct reports, and whether or not they perform each of the tasks below.
identify areas where Employee Name:
Prioritization Organizational Awareness
your employees Prioritizes activities based on their contribution to the

organization, rather than completing tasks based only on fulfilling
Understands the informal decision-making processes of the
organization, rather than just the formal reporting structures.
can concentrate
job description.
Speaks with you to better understand organizational priorities Speaks with colleagues to understand the key talents and
and how their role relates to those goals responsibilities in their division in order to identify the best
their efforts to person to ask for assistance or bring concerns in certain

instances
become enterprise
Seeks out ways to make broader impact outside of their formal Uses their informal interactions with colleagues to get a better
role, for example by organizing skill workshops or assisting understanding of the challenges their division or organization
other teams with their experience and knowledge is facing and considers how they can help
contributors. Assess Asks you to explain the reasoning behind organizational

decisions, not just the decisions themselves
Identifies strengths and weaknesses, as well as additional skills
of team members when considering division of labor on team
projects
one of your direct Teamwork
Coordinates their work with that of others to achieve mutual

Problem Solving
Proactively identifies problems and opportunities for change and
reports, and whether

outcomes, rather than just maintaining personal relationships with initiate solutions, rather than only responding to changes made by
colleagues. others.
Shadows colleagues outside of their direct team to gain better Meets periodically with peers in other functions to discuss
or not they perform perspective of their responsibilities
Proactively serves as a resource for new hires rather than

common challenges and share best practices
Includes at least one proposed solution when escalating a
each of the tasks

having them approach them with questions first problem or challenge
Uses their extended network including alumni networks, Avoids becoming complacent with existing practices by
vendors, etc., to advance other teams in the company, rather periodically reviewing procedures to identify alternative
below.
than only using them to benefit their team methods that may prove more ecient
2017 Gartner Inc. and/or its affiliates. All rights reserved.HRFR171964 3
Please refer to page 3 in your workbook.

POLLING QUESTION
How did your Are you

employee score? surprised at how
your employee
scored?

Spend Time on the Right Activities
Average Time Managers Allocate to Employee Development Activities
21%
Development of
Direct Reports
79%
Other
Managerial
Activities
Source: CEB 2010 Manager Led Development Survey.

Note: Percentage of a typical week.

Spend Time on the Right Activities
No Connection Between Time and Effectiveness
Very
Effective
Manager-Led
Development More
Effectiveness Less Than
Than 5 2 Hours
Minutes
Very
Ineffective
Low High
Daily Manager Time Spend on Development
Source: CEB 2010 Manager Led Development Survey.

We dont need to
spend more time.

We dont need to
spend more time.
We need to see better
returns on our time.

Self-Diagnostic Exercise
5-Aoril- 2017
Instructions SELF-DIAGNOSTIC EXERCISE

Focusing on the Right Activities
Assess the Instructions: Assess the frequency with which you perform various development activities. Activities at the top of the list will tend to have
the greatest impact on employee performance.
frequency with Frequency
which you perform

Activity Often Sometimes Never
I explain the standards used during performance evaluations to my employees.
various development I assist my employees in the creation of development plans.
I give my employees feedback on their performance strengths during performance

reviews.
activities. Activities I ensure assigned projects provide learning experiences for my direct reports.
I provide my employees with new experiences that promote their development.
at the top of the I give my direct reports feedback on personality strengths during their performance
reviews.
list will tend to I provide my employees with feedback on performance weaknesses during performance
reviews.
I help my employees find the training they need.
have the greatest I help my direct reports apply new skills or knowledge.
impact on employee
I pass along internal job openings as they become available.
I pass along development opportunities to my employees as they become available.
performance. I teach my employees new skills, processes, or procedures.
I ensure my direct reports have the required skills and knowledge before they need it.
I give my employees advice based upon my own experiences.

Three Lead Roles for Managers
1 2 3
Planning On-the-Job Formal and
Development Development Informal Feedback
Ensure employees Enable employees Apprise direct
know performance to learn from the reports of their job
evaluation criteria, have experiences acquired performance and
development plans, through their projects progress against their
and acquire needed and assignments. development plans.
knowledge and skills.
Impact: 12.8% Impact: 19.4% Impact: 11.8%
Communication

Opportunity
E
mployee Enterprise
Contribution Checklist
F
ocusing on
the Right Activities

1 2 3
Communication

Clearly Explain Standards
Maximum Impact on Employee Performancea
Employee Understanding
36.1
of Performance Standards
Employee Accountability
for Things That Matter 5.8
Employee Understanding
5.2
of How the System Works
Link Between Performance

Management System and 4.6
Organizational Strategy
0 20 40
a
Each bar presents a statistical estimate of the maximum total impact on employee performance each strategy will produce. The total impact includes the
strategys direct impact on performance, as well as any indirect impact it may have through employee attitudes. The maximum total impact is calculated by
comparing two statistical estimates: the predicted performance level for an employee who scores high on the strategy and the predicted performance level for
an employee who scores low on the strategy. The impact of each strategy is modeled separately. A strategy that fails to achieve traditional levels of statistical
significance is denoted with a clear bar (t < 2.0).

Show How Enterprise Contributors Win
Maximum Impact on Enterprise Contribution
14%
14%
7%
<1%
1%
0%
Evaluation Based on Evaluation Based on
Input to Peers Work Impact on Peers Success
n = 10,531.
Note: The maximum impact on enterprise contribution is calculated by comparing two statistical estimates: the predicted impact when a respondent rates a
driver with a relatively high score and the predicted value when a respondent rates a driver with a relatively low score. The effects of all drivers are modeled
using a variety of multiple regressions with controls.
The Quality Score is a composite score covering whether the performance review 1) helps understand the performance on individual assignments, 2) clarifies
expectations, 3) addresses future performance objectives, 4) provides advice on people to connect to within the organization, 5) provides feedback on the
contributions to organizational success, 6) provides feedback on how the performance affects external customers or partners, 7) helps to better prioritize
work, 8) helps understand what specific actions are needed to improve performance.
Make Them Believe You Are Committed
Maximum Impact on Employee Potentiala
Plan Achievability 37.8%
Individual Customization of Plan 30.5%
Plans Demonstration of Organizational Commitment to Development 28.2%
Plans Impact on Achieving Career Goals 25.5%
Manager Dedication to the Development Plan 25.0%
Organizational Dedication to the Development Plan 19.6%
Presence of Development Plan <1.0%

a
Each bar represents a statistical estimate of the maximum impact on employee potential that each driver will produce. The impact is calculated by comparing
two estimates: the predicted impact on potential for an employee who scores high on the driver and the predicted impact on potential for an employee who
scores low on the driver. The impact of each driver is modeled separately. White-shaded bars are not statistically significant.


a


a

Assess Future Capabilities and Performance
Identification of Enterprise Contributors, by Time Horizon
70% 67%
35%
22%
0%
Review Considers Past Review Considers Past
Accomplishments Onlya Accomplishmentsa and
Future Capabilitiesb
n = 10,531.
Source: CEB 2014 Enterprise Contribution Workforce Summary.
Note: The identification of enterprise contributors is the predicted percentage of enterprise contributors correctly identified when an organization scores relatively
high on a driver. The effects of all drivers are modeled using a variety of logistic regressions with controls.
Percentage of Enterprise Contributors Who Are Correctly Rated through Each Type of Review.
a
Past accomplishments are demonstrated behaviors and achievement of objectives.
b
Capabilities for the future refers to the ability to deal with change, ability to innovate, and consideration of future place within organization.

Focus on Future Performance
5-Aoril- 2017
Instructions FOCUS ON FUTURE PERFORMANCE
Use this checklist

Instructions: Use this checklist when preparing for performance review feedback. Choose which questions you want
to ask your employees, and have this sheet with you as you deliver performance review feedback.
when preparing for

Capabilities
Ask the employee about skills he/she wants to learn in the future.
performance review
Talk about the skills the employee must learn and the development areas the employee needs to work on in order to
continue to provide value in their role.
Discuss how the employees strengths can contribute to the organizations vision and future goals.
feedback. Choose Motivate the employee to change a past negative behavior or an under-developed skill and discuss the outcomes if
the employee changes his/her behavior.
which questions you

Career Interests
Ask the employee about their future career interests and aspirations.
want to ask your

Discuss whether the employees future career aspirations align with the organizations vision and purpose and, if not,
then how can the two align.
Discuss the possible career paths available to the employee given the organizations vision and strategy for the
employees, and
future.
Discuss how the career progression would look for at least two positions above the employees current position.
have this sheet with

Network
Ask the employee about the types (role-related, technology-related, process-related, etc.) of networks he/she is
interested in being connected to based on his/her future career aspirations
you as you deliver Discuss the types of networks the employee needs to be connected to in order to be successful in future roles and
how the organization can help him/her connect to them.
performance review
Discuss the employees current networks and how they can contribute to a high level of future performance.
Discuss the peers and senior leaders who could have a positive impact on the employees future performance as
mentors and coaches.
feedback.

Instructions
Capabilities
Use this checklist
when preparing for sk the employee about skills he/she wants to
A
learn in the future.
performance review
feedback. Choose alk about the skills the employee must learn
T
which questions you and the development areas the employee needs
to work on in order to continue to provide value
want to ask your in their role.
employees, and
have this sheet with
Discuss how the employees strengths can
contribute to the organizations vision and
you as you deliver future goals.
performance review
otivate the employee to change a past
M
feedback.
negative behavior or an under-developed skill
and discuss the outcomes if the employee
changes his/her behavior.

Instructions
Career Interests
Use this checklist
when preparing for sk the employee about their future career
A
interests and aspirations.
performance review
feedback. Choose iscuss whether the employees future career
D
which questions you aspirations align with the organizations vision
and purpose and, if not, then how can the two
want to ask your align.
employees, and
have this sheet with iscuss the possible career paths available to
D
the employee given the organizations vision
you as you deliver and strategy for the future.
performance review
iscuss how the career progression would look
D
feedback.
for at least two positions above the employees
current position.

Instructions
Network
Use this checklist
when preparing for A
sk the employee about the types (role-related,
technology-related, process-related, etc.) of
performance review networks he/she is interested in being connected
feedback. Choose to based on his/her future career aspirations
which questions you Discuss the types of networks the employee
want to ask your needs to be connected to in order to be
employees, and successful in future roles and how the
have this sheet with organization can help him/her connect to them.
you as you deliver iscuss the employees current networks and
D
performance review how they can contribute to a high level of future
performance.
feedback.
iscuss the peers and senior leaders who could
D
have a positive impact on the employees future
performance as mentors and coaches.

Career Planning Questionnaire
5-Aoril- 2017
Instructions CAREER PLANNING QUESTIONNAIRE
Fill out the

Instructions: Fill out the conversation guide using one of your direct reports as an example. In the right hand column, fill in how your direct
report would answer each of the questions in the left column, to the best of your knowledge.
conversation guide Employee Name:
using one of your

Conversation Guide
Questions to Ask Your Employee Employee Responses
Questions About Your Current Role
direct reports as 1. What is your favorite part of your current role?
an example. In the
2. What would you describe as your biggest strength?
3. What one skill would you like to develop to improve in your current role?
right hand column, Questions About Your Future Role(s)
1. Where do you see yourself in one to three years?
fill in how your 2. Where do you see yourself in 10 years?
direct report would

3. If there is one task or project type youd like to do more frequently in your
future roles, what would you select?
4. If there is one task or project type youd like to do less frequently in your
answer each of the

future roles, what would you select?
Questions About My Role
questions in the left

1. How can I best help you in your current role?
2. How can I best help you achieve your career goals?
column, to the best 3. Are there other individuals you would like me to enlist to help you achieve
your career goals (e.g., a colleague in a role youre interested in pursuing)?
of your knowledge.

Identify Strengths and Development Areas
Employee Most Critical Skills Strength? Development

Name for This Role Areas?
John Smith 1. Communication
2. People Management
3. Project Management
4. Analytical Thinking
5. Change Management

Identify Strengths and Development Areas
Employee Most Critical Skills Strength? Development

Name for This Role Areas?
John Smith 1. Communication
2. People Management
3. Project Management
4. Analytical Thinking
5. Change Management

Employee Strengths and Development
Areas
5-Aoril- 2017
Instructions EMPLOYEE STRENGTHS AND DEVELOPMENT AREAS
Use this template

Instructions: To identify the areas you need to coach, you should understand the skills your employees need to succeed in their current roles.
Use this template to record where your employees stand against the most critical skills and competencies needed in their roles.a
to record where Employee Name:
your employees
Most Critical Skills for This Role Strength? Development Areas?
stand against the

most critical skills
and competencies
needed in their
roles.
a
Managers should use the organizations performance criteria and/or the employees most recent performance review to identify the skills needed to achieve performance objectives and whether these skills are
strengths or development areas.

POLLING QUESTION
Have you ever put together

an individual development
plan for an employee?

Individual Development Plan
Components of Individual Development Plan Template
Skill Being
Developed
Skill Being
Developed
Communication
Communication

Skill Being
Development Goal
Developed
Development Goal
Goal 1: Be able to Communication
present project
findings to the
Goal
senior 1: Be able to
leadership
teampresent project
findings to the
senior leadership
team

Skill Being
Development Goal Action Steps
Developed
Goal 1: Be able to Communication

Action
1. Network
Steps
present project with speech
findings to the guru to learn
senior leadership 1. Network
presentation tips
team withto
2. Wspeech
ork with team
develop script
guru to learn
highlighting
project findings
presentation tips
2. Work with team
to develop script
highlighting
project findings

Skill Being
Development Goal Action Steps Success Measures
Developed
Goal 1: Be able to Communication 1. N

etwork
Success Measures
1. Present half of
present project with speech scripted speech
findings to the guru to learn to peers; let co-
senior leadership 1. Present
presentation tips presenter half of
handle
team 2. Work with team scripted Q&A sessionspeech
to develop script 2. Present fully
highlighting to peers; let co-
scripted speech
project findings to peers; handle
presenter
Q&A
handle
Q&A session
3. Present speech
in its entirety to
2. Present fully
functions senior
scriptedleadership speech
team
to peers; handle
Q&A
3. Present speech
in its entirety to
functions senior
leadership team

Skill Being Target Completion
Developed Date
Target Completion
Goal 1: Be able to
present project
Communication 1. N
etwork
with speech
1. P
resent half of
scripted speech
Date
3 months
now
from

senior leadership presentation tips presenter handle 3 months from
team 2. Work with team Q&A session
to develop script 2. Present fully now
highlighting scripted speech 9 months from
project findings to peers; handle now
Q&A
3. Present speech
in its entirety to 1 year from now
functions senior
leadership team
9 months from
now
1 year from now

Skill Being Target Completion Date of Next
Developed Date IDP Pull-Up
Date of Next
Goal 1: Be able to
present project
Communication 1. N
etwork
with speech
1. P
resent half of
scripted speech
IDP
3 months from
now
Pull-Up
6 months

senior leadership presentation tips presenter handle 6 months
team 2. Work with team Q&A session
to develop script 2. Present fully
highlighting scripted speech 9 months from
project findings to peers; handle now
Q&A
3. Present speech
in its entirety to 1 year from now
functions senior
leadership team

1 2 3
Development Goals Action Steps Success Measures
Include strengths re taken by the
A et the expectation
S
and development employee and by for gradual, realistic
areas the manager (e.g., growth
Are tied to coaching) Are easily visible
performance goals Tie to your current and therefore,
job assignments measurable
and responsibilities
(80%); less than Select activities that
20% should be indicate growth in
formal classroom or skill area
online training Consider the
employees current
and desired skill
level when creating
milestones

5-Aoril- 2017
Instructions INDIVIDUAL DEVELOPMENT PLAN
Using one of your

Instructions: Using one of your direct reports as an example, identify key development objectives for the employee. Identify which skills and
action steps will achieve the objective, and how success will be measured.
direct reports as an Staff Member Name: Manager Name:
example, identify
Skill Being Target Completion Date of Next IDP
Development Objective Action Steps Success Measures
Developed Date Pull-Up
Objective 1 1. 1.
key development
objectives for the
2. 2.
employee. Identify
3. 3.
which skills and Objective 2 1. 1.
action steps 2. 2.
will achieve the 3. 3.
objective, and how

success will be
I have read and discussed my IDP with my manager. I have read and discussed this IDP with my direct report.
Staff Member Signature: Manager Signature:
measured.

Opportunity
E
mployee Enterprise F
ocusing Performance
Contribution Checklist Reviews on Future
F
ocusing on C
areer Planning
the Right Activities Questionnaire
Inventory of Strengths
and Development
Individual
Development Plan

1 2 3
Communication

Effective Conversations Drive Performance
Maximum Impact on Enterprise Contribution
20%
20%
10%
2%
0%
Performance Very Effective
Ratings Conversations
n = 10,531.
Note: The Quality Score is a composite score covering whether the performance review
(1) helps understand the performance on individual assignments, (2) clarifies expectations, (3) addresses future performance objectives, (4) provides advice
on people to connect to within the organization, (5) provides feedback on the contributions to organizational success, (6) provides feedback on how the
performance affects external customers or partners, (7) helps to better prioritize work, (8) helps understand what specific actions are needed to improve
performance.

Effective Conversations Drive Performance
2x
1x
Time Spent on Time Spent on

Calibration Sessions Performance
Conversations
n = 10,531.
Note: The Quality Score is a composite score covering whether the performance review
(1) helps understand the performance on individual assignments, (2) clarifies expectations, (3) addresses future performance objectives, (4) provides advice
on people to connect to within the organization, (5) provides feedback on the contributions to organizational success, (6) provides feedback on how the
performance affects external customers or partners, (7) helps to better prioritize work, (8) helps understand what specific actions are needed to improve
performance.

Positivity Has a Significant Impact
Maximum Impact of Formal Review on Employee Performancea
Emphasis on Performance Strengths 36.4
Emphasis on Personality Strengths 21.3
Emphasis on Specific Outcomes

9.1
of Formal Review
(40.0) 0.0 40.0

Changes in Performance
a
comparing two statistical estimates: the predicted performance level for an employee who scores high on the strategy and the predicted performance level
for an employee who scores low on the strategy. The impact of each strategy is modeled separately. A strategy that fails to achieve traditional levels of
statistical significance is denoted with a clear bar (t < 2.0).
Emphasis on Personality Strengths 21.3
Emphasis on Specific Outcomes

9.1
of Formal Review
(5.5) Emphasis on Personality Weakness
(26.8) Emphasis on Performance Weakness
(40.0) 0.0 40.0

a
= 63%
(26.8) Emphasis on Performance Weakness
(40.0) 0.0 40.0

a
Make Time for Ongoing Conversations
Event-Based Performance Management
Mandatory
Formal Pay
Feedback
Goal Decisions
Review
Setting
High
Activity Level
Low
Begin Cycle End Cycle
Performance Management Cycle

Make Time for Ongoing Conversations
Event-Based Performance Management
Mandatory
Formal Pay
Feedback
Goal Decisions
Review
Setting
High
Activity Level
Ongoing Expectations,
Feedback, and Development
Low
Begin Cycle End Cycle
Performance Management Cycle

Asking Questions and Listening
Step 1: Review current work; discuss

what is working well, and where Step 2: Discuss goal accomplishment
employee needs additional support. and ensure that the linkage to
Step 2: Discuss goal accomplishment
and ensure that the linkage to business
business strategy is understood.
strategy is understood. (Remember to (Remember to discuss both the
discuss both the
WHAT and the HOW)
WHAT and the HOW)
Step 3: Discuss barriers.
Step 3: Discuss barriers.

What is getting in the way of doing
your job? What is getting in the way
What is the most frustrating barrier?
of doing your job?

How can I help remove barriers?
Step 4: Discuss progress being made
What is the most frustrating barrier?
against development goals.
Step 5: Document comments/updates
in online tool or paper form.

Asking Questions and Listening
Check-In Questions

What did you accomplish this quarter?

What do you plan to accomplish next quarter?

What do you feel most proud of?

What was your biggest challenge?

What did you learn?

What will you do differently next time?

How can I help you?

Hold Meaningful Performance
Conversations
5-Aoril- 2017
Instructions HOLD MEANINGFUL PERFORMANCE CONVERSATIONS

List of Questions for Each Step for Managers
Brainstorm possible Instructions: Brainstorm possible questions you could ask your direct reports for each step in the conversation process, focusing on seeking
questions you could

feedback and actively listening.
ask your direct

Employee Name:
Conversation Steps Check-In Questions
reports for each step Step 1: Review current work; discuss what
is working well, and where employee needs
1.
2.
additional support.
in the conversation 3.
process, focusing on
Step 2: Discuss goal accomplishment and ensure 1.
that the linkage to business strategy is understood.
(Remember to discuss both the WHAT and the 2.
HOW)
seeking feedback
3.
Step 3: Discuss barriers. 1.
and actively
What is getting in the way of doing your job?
What is the most frustrating barrier? 2.
3.
listening. Step 4: Discuss progress being made against

development goals.
1.
2.
3.
Step 5: Document comments/updates in online tool or paper form.

POLLING QUESTION
Will this format Can you have a

help improve the conversation like
quality of your this with at least
conversations with one direct report
your direct reports? each month?

Rehearse Conversation Prior to Review
Use GUIDE to Deliver Feedback
G U I D E
Gather Understand Identify Develop Expect
verifiable results/goals strengths and suggestions negative
performance and actions weaknesses to to improve reactions and
examples. to achieve the discuss weaknesses clarifications/
results. questions

Performance Review Preparation
Checklist
5-Aoril- 2017
Instructions PERFORMANCE REVIEW CHECKLIST

List of Preparation Steps for Managers
In the weeks leading Instructions: Review each activity to prepare for performance reviews, and check each item off when it has been completed.
up to a performance Activity Completed?
review, review
Have I required that my direct reports provide me with a self review so I can identify and
plan for areas of possible disagreement during the review?
Have I requested feedback for my direct reports from other sources (e.g., peers, internal
each activity and customers) to ensure I have a complete picture of their performance?
Have I identified performance strengths and examples that demonstrate these
check each item off

strengths?
Have I pinpointed the one or two areas of performance weakness that I will address in
when it has been

this review?
Have I identified concrete examples that demonstrate the impact of these performance
weaknesses?
completed. Have I identified possible action steps that the employee and I can take to help close any
development gaps?
Have I created an outline of talking points where the bulk of the review is on strengths,
and any weaknesses are put into context?
Have I ensured that I have a plan for next steps (e.g., timeline for creating a development
plan)?
Have I clearly identified performance expectations for the next review cycle or set up a
time to discuss them in the near future?
I give my employees advice based upon my own experiences.

During the Review
Ensure Messages Are Received
Start with and Focus

on the Good News

During the Review

on the Good News
Avoid Making Judgments

During the Review

on the Good News
Dont Just Talk, Listen

During the Review

on the Good News
Prepare for Negative Reactions

During the Review

on the Good News
Prepare for Negative Reactions
Summarize the Conversation

and Provide Next Steps

Guide to Delivering Performance Reviews
5-Aoril- 2017
GUIDE TO DELIVERING PERFORMANCE REVIEWS

Schedule sucient time for Use clear and simple words;
the meeting and book a quiet do not use jargon or vague
room language
Rehearse the conversation Provide examples to support G Gather verifiable performance examples
beforehand feedback and highlight
suggestions for improvement
Provide the employee
with performance review Listen to the employees
U Understand results/goals and actions to achieve the results
documentation comments and reactions

Maintain eye contact and a End on a positive note; I Identify strengths and weaknesses to discuss
positive attitude summarize the feedback and
Begin with strengths and then highlight next steps regarding
goal-setting and individual
D Develop suggestions to improve weaknesses
discuss development areas
development planning
Avoid judgmental comments
and personal remarks E Expect negative reactions and clarifications/questions
Performance Feedback LanguageDos and Donts
DO DONT
Use the term development areas when providing negative Use the words weaknesses and poor performance.
feedback.
Employ extreme words, such as always and never.
Use positive, empathetic sentences, such as You are professional
and diligent with project management, but your communication Include labels, such as irresponsible, careless, and awful.
style is a bit formal and leads to fragmented teamwork.
Make value judgments, such as best, bad, incompetent.
Be descriptive, for example, Carrie, I thought the way you
Compare peers, for example, You are better than John at process
managed this was innovative and professional. I particularly liked
management.
the way you...
Apologize after delivering negative feedback.
Emphasize words of encouragement, for instance, Overall, your
analytical skills are improving steadily; moving forward I will
provide you with more opportunities to develop this skill further.

5-Aoril- 2017
5-Aoril- 2017
GUIDE TO DELIVERING PERFORMANCE REVIEWS Schedule sucient time for

the meeting and book a quiet
Use clear and simple words;
do not use jargon or vague
room language
Rehearse the conversation Provide examples to support G Gather verifiable performance examples
Schedule sucient time for Use clear andsuggestions
simplefor words;
improvement
the meeting and book a quiet doreview
with performance not use jargon
Listen toor
the vague
employees
U
UseUnderstand
GUIDEresults/goals
to Deliver
and Feedback
actions to achieve the results

room language I Identify strengths and weaknesses to discuss
Maintain eye contact and a End on a positive note;
Rehearse the conversationpositive attitudeProvide examples
Begin with strengths and then
summarize the feedback and
to support
highlight next steps regarding
D
G Gather verifiable performance examples
Develop suggestions to improve weaknesses
beforehand feedback
discuss development areas and highlight
Provide the employee Avoid judgmental comments
and personal remarks EUExpect negative reactions and clarifications/questions
Understand results/goals and actions to achieve the results
documentation comments
Performance Feedback and reactions
LanguageDos and Donts
Maintain eye contact andDOa End on a positive note; DONT

I Identify strengths and weaknesses to discuss
feedback.
D Develop
Employ extreme words, suggestions to
such as always and improve
never. weaknesses
discuss development areasand diligent withgoal-setting
Use positive, empathetic sentences,and individual
such as You are professional
project management, but your communication Include labels, such as irresponsible, careless, and awful.
E
Be descriptive, for example, Carrie, I thought the way you
Expect negative reactions and clarifications/questions
and personal remarks managed this was innovative and professional. I particularly liked
management.
the way you...
Performance Feedback LanguageDos and Donts

DO DONT
feedback.
Please refer to page 11 in your workbook. Make value judgments, such as best, bad, incompetent.
Be descriptive, for example, Carrie, I thought the way you Compare peers, for example, You are better than John at process
managed this was innovative and professional. I particularly liked management.
the way you...

the meeting and book a quiet do not use jargon or vague
room language
G
Rehearse the conversation Provide examples to support Gather verifiable performance examples
5-Aoril- 2017
Maintain eye contact and a End on a positive note; I Identify strengths and weaknesses to discuss
positive attitude GUIDE TOsummarize
DELIVERING PERFORMANCE
the feedback and REVIEWS
discuss development areasthe meeting andgoal-setting and individual
book a quiet do not use jargon or vague
room developmentlanguage
planning
and personal remarks
Rehearse the conversation
beforehand
Provide examples to support
feedback and highlight
G
E Gather verifiable performance examples
Expect negative reactions and clarifications/questions
Performance Feedback LanguageDos

Maintain eye contact and a and Donts
End on a positive note; I Identify strengths and weaknesses to discuss
discuss development areas
DO Avoid judgmental comments
development planning DONT
and personal remarks E Expect negative reactions and clarifications/questions
feedback. Performance Feedback LanguageDos and Donts
Use positive, empatheticDO sentences, such as You are professional DONT
and diligent with project management, but your

Use the term development communication
areas when providing negative
Include labels, such as irresponsible, careless, and awful.
Use the words weaknesses and poor performance.
feedback.
style is a bit formal and leads to fragmented teamwork. Employ extreme words, such as always and never.
Be descriptive, for example, Carrie, I thought
and leads tothe way teamwork.
you Compare peers,such for example, You are better than John at process
style is a bit formal fragmented
Make value judgments, as best, bad, incompetent.
managed this was innovative and professional. I particularly liked
Be descriptive, for example, Carrie, I thought the way you management.
the way you... managed this was innovative and professional. I particularly liked
management.
the way you...
Apologize
Apologize afternegative
after delivering delivering
feedback.negative feedback.
Emphasize words of encouragement,
Emphasize words of for instance,for
encouragement, Overall, youryour
instance, Overall,
analytical skills are improving
provide steadily; moving
you with more forward
opportunities I will
to develop this skill further.
provide you with more opportunities
Source: CEB analysis. to develop this skill further.

Opportunity
E
mployee Enterprise F
ocusing Performance A
sking Questions and
Contribution Checklist Reviews on Future Listening Checklist
F
ocusing on C
areer Planning P
erformance Review
the Right Activities Questionnaire Checklist
Inventory of Strengths G
uide to Delivering
and Development Performance Reviews
Individual
Development Plan

POLLING QUESTION
Do you plan on taking action

based on anything covered
in todays workshop?

A Framework for Member Conversations
The mission of Gartners CEB Leadership Councils is to help executives and their teams harness their growth potential by taking
insights from the best companies to save time and make better decisions. When we bring leaders together, it is crucial that our
discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and
encouraged.
Confidentiality and Intellectual Property

These materials have been prepared by Gartner, Inc. and/or its affiliates (Gartner) for the exclusive and individual use of our
CEB Leadership Council member companies. These materials contain valuable confidential and proprietary information belonging
to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the
prior approval of Gartner. Gartner retains any and all intellectual property rights in these materials and requires retention of the
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Legal Caveat
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is not engaged in rendering legal, accounting, or any other professional services. Gartner specifically disclaims liability for any
damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by Gartner or its
sources, or reliance upon any recommendation made by Gartner.

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Getting Results

Are you about to do either

2 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

3 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

4 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Do you enjoy How often do you

5 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Current Employee Needed Employee

Source: CEB analysis.

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How many direct reports

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Source: CEB analysis.

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Performance Retention Commitment

Source: CEB analysis.

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Source: CEB 2014 Enterprise Contribution Workforce Survey.

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Source: CEB 2014 Enterprise Contribution Workforce Survey.

16 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Source: CEB 2014 Enterprise Contribution Workforce Survey.

17 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Source: CEB 2014 Enterprise Contribution Workforce Survey.

18 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

19 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

Source: CEB 2012 High Performance Survey.

Source: CEB 2012 High Performance Survey.

Source: CEB 2012 High Performance Survey.

Business Unit Outcomes

Source: CEB 2012 High Performance Survey.

24 20102017 Gartner, Inc. and/or its affiliates. All rights reserved.HRFR171964

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Who is getting rewarded

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Employees Who Believe

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Employees Who Believe Employees Who

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Instructions EMPLOYEE ENTERPRISE CONTRIBUTION CHECKLIST

Use this guide to

identify areas where Employee Name:

Prioritization Organizational Awareness

your employees Prioritizes activities based on their contribution to the

their efforts to person to ask for assistance or bring concerns in certain

contributors. Assess Asks you to explain the reasoning behind organizational

one of your direct Teamwork

Coordinates their work with that of others to achieve mutual

Proactively identifies problems and opportunities for change and

reports, and whether

or not they perform perspective of their responsibilities