leadership tools

Performance Management Self Diagnostic

 

EVALUATE YOUR PERFORMANCE REVIEW Skills

 

This diagnostic is designed to give you data for reflection on how effective you are at conducting performance reviews.  The 20 questions are organised into five sections:

 

  • organising the meeting

 

  • briefing prior to meeting

 

  • conducting the meeting

 

  • outcome of the meeting

 

  • throughout the year

 

Allow 20 minutes for completion.

 

Task

 

This questionnaire explores your current practice at each stage of the performance review process.  Circle the letter A, B or C to indicate which reflects your usual approach then complete the scoring guidance at the end of the questionnaire.

 

Once you have your questionnaire results, identify which areas of the process you would like to approach differently. You may want to discuss your ideas with your manager, HR manager, or a peer whose opinion you value.

 

Section 1: Organising the Meeting

 

  1. How far in advance should you book your end of year performance review?

 

A         less than 2 weeks

B         2 weeks

C         at the end of in-year review

 

 

 

  1. How long should you set aside for each meeting?

 

A         1 hour

B         1-1½ hours

C         as long as it takes

 

  1. Have you, or would you, cancel or postpone an end of year performance review?

 

A         only once

B         sometimes

C         often

 

  1. How long should you set aside to prepare for each end of year performance review?

 

A         2-3 hours

B         1-2 hours

C         0-1 hour

 

  1. Where would you conduct your review meetings?

 

A         in private, but some interruptions necessary

B         in private, no interruptions

C         wherever I can

 

  1. What material should you take to an end of year performance review meeting?

 

A         all relevant evidence on performance collected throughout the year

B         only recent examples of work performance

C         I expect the jobholder to provide evidence of his/her performance

 

 

 

 

 

 

 

 

 

Section 2: Briefing Prior to Meeting

 

  1. Apart from confirming the date, venue and time, what else would you discuss before the end of year review meeting?

 

A         thorough brief to ensure their understanding of the process and how they can prepare

B         review if the objectives are up to date

C         nothing, just the administrative details

 

  1. How far in advance of the meeting should you brief staff about their preparation?

 

A         14 days or more

B         5-13 days

C         4 days or less

 

  1. I would ensure that jobholders are aware of their responsibilities in terms of preparation, self-assessment, etc. by:

 

A         being available to answer their questions

B         arranging a two-way meeting

C         referring them to notes in the appraisal system guidance booklet

 

Section 3: Conducting the Meeting

 

  1. How much talking should you do compared to the jobholder?

 

A         more than 50%

B         50%

C         less than 50%

  1. Would you address poor performance for the first time during the end of year performance review?

 

A         hardly ever

B         no

C         sometimes

 

 

 

 

  1. When conducting an end of year performance review, how effective would you rate yourself in the following skills?

 

   

Very Effective

Fairly Effective

 

Poor

12.1 Active listening

A

B

C

12.2 Summarising

A

B

C

12.3 Giving feedback

 

A

B

C

12.4 Receiving feedback

 

A

B

C

12.5 Putting person at ease

 

A

B

C

12.6 Effective questioning

 

A

B

C

12.7 Assessing feelings

 

A

B

C

12.8 Dealing with conflict

 

A

B

C

12.9 Dealing with non-agreement

 

A

B

C

12.10 Encouraging discussion

 

A

B

C

12.11 Identifying training needs

 

A

B

C

12.12 Non-verbal communication

 

A

B

C

12.13 Ability to be flexible

A

B

C

 

 

 

 

 

 

 

 

 

 

 

Section 4: Outcome of the Meeting

 

  1. The desired outcomes of the end of year performance review meeting are to:

 

A         review performance in an objective way and set the new job description

B         get agreement on what has been achieved and what needs to be achieved in the future. Two-way feedback is essential to ensure the sharing of ideas as well as employee motivation.

C         ensure that the jobholder has a clear idea of how he/she has performed during the year and what is expected of him/her for the following year

 

  1. I ensure the performance agreement (or business objectives) document is kept up to date:

A         on an ongoing basis

B         quarterly

C         once a year

 

  1. The Personal Development (or Training Needs) section of the process is:

 

A         a working document for the reviewer and

jobholder throughout the year

B         a description of the jobholder’s development needs

C         an outline of training courses for the jobholder

 

Section 5: Throughout the Year

 

  1. How often should you hold in-year reviews with your staff?

 

A         not usually necessary

B         once a year

C         at least once a year and as often as needed

 

  1. When should you praise your staff’s performance?

 

A         regularly and whenever deserved

B         mid-year and end of year performance reviews

C         when performance is exceptional

  1. Progress should be measured against the job description and appraisal form:

 

A         regularly throughout the year

B         2-3 times a year

C         0-2 times a year

 

  1. When should minor problems be tackled?

 

A         as soon as they are noticed

B         at the review meetings

C         when they obviously are not going to disappear of their own accord

 

  1. Job descriptions and objectives are reviewed:

 

A         at the end of year reviews

B         at mid-year and end of year reviews

C         as things change (however often that is)

 

Performance Review Skills Questionnaire – scoring

 

These answers are suggested as most suitable on most occasions. There is room for discussion for some individual markings – for example, Section 1 – Question 3. A performance review meeting should never be cancelled or postponed within reason.  Transfer your answers to the table below and total your scores.

 

   Section 1: Organising the Meeting

Points

3

2

1

Score

1

C

B

A

 

2

B

C

A

 

3

A

B

C

 

4

A

B

C

 

5

B

A

C

 

6

A

C

B

 

Total

 

   Section 2: Briefing Prior to Meeting

 

Points

3

2

1

Score

7

A

B

C

8

A

B

C

9

B

A

C

Total

   Section 3: Conducting the Meeting

Points

3

2

1

Score

10

C

B

A

11

B

A

C

12.1

A

B

C

12.2

A

B

C

12.3

A

B

C

12.4

A

B

C

12.5

A

B

C

12.6

A

B

C

12.7

A

B

C

12.8

A

B

C


 

12.9

A

B

C

12.10

A

B

C

12.11

A

B

C

12.12

A

B

C

12.13

A

B

C

Total

   Section 4: Outcome of Meeting

Points

3

2

1

Score

13

B

A

C

14

A

B

C

15

A

B

C

Total

   Section 5: Throughout the Year

Points

3

2

1

Score

16

C

B

A

17

A

B

C

18

A

B

C

19

A

B

C

20

C

B

A

Total

 

 

Now please transfer all your totals to the table below:

 

Section

Your Score

Total Possible Score

 

Organising the meeting

 

 

18

 

Briefing prior to the meeting

 

 

9

 

Conducting the meeting

 

 

45

 

Outcome of the meeting

 

 

9

 

Throughout the year

 

 

15

 

Total

 

 

 

96

 

If you scored below 50% of the possible maximum points in any section, you need to think seriously about your approach. Put time aside to work through some development material. You may want to supplement this with a course, shadow a manager who you consider to be a good role model in this area, and/or seek advice or coaching from your HR department.

 

If you scored between 50-75%, you are doing a lot of what is required and perhaps only need to sharpen up in the areas where you have scored lower.

 

If you scored above 75%, you are likely to feel relaxed and are probably very effective in most areas. Consider coaching less experienced or less competent managers to pass on your knowledge and skills.