| |
| |
Preface | |
| |
| |
| |
A Tale of Two Performance Reviews | |
| |
| |
One Fails, One Succeeds | |
| |
| |
The Key Questions | |
| |
| |
Should You Care? | |
| |
| |
What Distinguishes Effective Reviews from Ineffective Reviews? | |
| |
| |
Jessica, Mike, and You | |
| |
| |
Manager's Checklist for Chapter 1 | |
| |
| |
| |
Performance Reviews in the Scheme of Things | |
| |
| |
Reviews as Just One Part of a Larger System | |
| |
| |
Summing Up | |
| |
| |
Other Linkages | |
| |
| |
Manager's 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 | |
| |
| |
Manager's Checklist for Chapter 3 | |
| |
| |
| |
Documenting Performance and Rating and Ranking Systems | |
| |
| |
So What's the Point of Documentation? | |
| |
| |
Rating Systems | |
| |
| |
Ranking Systems | |
| |
| |
Manager's Checklist for Chapter 4 | |
| |
| |
| |
Documenting Performance--Narrative, Critical Incident, MBO, 360-Degree Feedback, and Other Methods | |
| |
| |
Narrative | |
| |
| |
Critical Incident | |
| |
| |
Standards-Based or Management by Objectives | |
| |
| |
360-Degree Feedback | |
| |
| |
Use of Technological Tools | |
| |
| |
Manager's 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 | |
| |
| |
Planning Meeting Steps | |
| |
| |
Manager's 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 | |
| |
| |
Decide on What to Record | |
| |
| |
Finish and Plan for Follow-Up | |
| |
| |
Manager's Checklist for Chapter 7 | |
| |
| |
| |
Diagnosing, Problem Solving, and Ongoing Communication | |
| |
| |
What Is Diagnosing Performance Issues? | |
| |
| |
How Do You Do It? | |
| |
| |
Problem Solving to Remove Barriers | |
| |
| |
Ongoing Communication | |
| |
| |
Manager's Checklist for Chapter 8 | |
| |
| |
| |
Essential Communication Skills | |
| |
| |
Communication Facts and Principles | |
| |
| |
Generative Skills | |
| |
| |
Responding and Eliciting Skills | |
| |
| |
Manager's Checklist for Chapter 9 | |
| |
| |
| |
The Rewards and Punishment Dilemma | |
| |
| |
Imagine a Perfect World | |
| |
| |
Back to Our World | |
| |
| |
The Rewards and Punishments Dilemma | |
| |
| |
The Issue of Punishment | |
| |
| |
Addressing the Dilemma | |
| |
| |
Summing Up | |
| |
| |
Manager's Checklist for Chapter 10 | |
| |
| |
| |
Reviews with Employees of Different Stripes | |
| |
| |
The Underperforming Employee | |
| |
| |
The Performing Employee | |
| |
| |
The Excellent Employee | |
| |
| |
Manager's Checklist for Chapter 11 | |
| |
| |
| |
Facing Real-World Problems | |
| |
| |
Managing Disagreements | |
| |
| |
Principles of Disagreement Management | |
| |
| |
Addressing Biases and Increasing Evaluation Accuracy | |
| |
| |
The Soft Stuff Dilemma | |
| |
| |
Getting from Bad to Better Systems | |
| |
| |
A Really Poor Review System | |
| |
| |
Manager's Checklist for Chapter 12 | |
| |
| |
| |
Resources for Performance Reviews | |
| |
| |
Index | |