PERFORMANCE REVIEW ANALYSIS WORKSHEET
Kathleen S. Whiteside, Partner
Performance International

Katperform@aol.com

www.performanceinternational.com
PERFORMANCE REVIEW ANALYSIS WORKSHEET
Introduction:
Do you want to be fair? Do you want to be systematic in approaching performance reviews? If so, you need a performance model to follow. The Language of Work model can be easily adapted to performance reviews. This job aid gives you the tasks you need to perform in order to evaluate an employee's performance fairly and systematically. Employees can complete the same tasks themselves to prepare for their boss's review. Regardless of the form used to record the Performance Evaluation, the following 6 elements of personal performance need to be addressed. See our web site for more details on the Language of Work and for other performance management applications.
     
Regarding the
Outputs (Deliverables)
  • Identify the outputs produced over a given time frame. Describe how well they were produced. These are reports, plans, decisions, recommendations as well as tangible products (customers reached, code written, systems installed, etc.)
  • Identify and review both successes and needs for improvement.
Explaining the
Consequences (Impact or Results)
  • Assess how well the consequences of the job were met (i.e. the work was supposed to achieve something (cost savings, customer satisfaction, etc.) Did it?
  • Identify those done well and those in need of improvement.
Describing
the Process
  • For any output and/or consequence problems, review process steps that may be causing the problem--missing, poor quality, timing, etc. issues.
  • Reengineer the steps to improve them, if appropriate. Plan coaching if needed. Identify process innovations, problems solved, models provided to others.
  • Describe problems, innovations and changes to be made.
Regarding the
Inputs
(Resources and Triggers)
  • Identify any failures, problems, or weaknesses due to failure to identify "client need" as an input.
  • Identify any failures, problems or weaknesses attributable to resources not available or inputs ignored.
  • Acknowledge excellent use of inputs.
Regarding the
Conditions (Rules, Guidelines)
  • Identify conditions that inhibited performance, if any
  • Identify conditions that may be altered temporarily to improve performance.
  • Note compliance with difficult conditions (e.g. Budget).
Identifying the Sources of
Feedback
  • Identify where feedback was not provided or not asked for.
  • Identify negative feedback and its effect.
  • Review the link between the worker and his/her customers, peers and bosses.
Using this six-element approach gives you a way to look at an employee's performance in a systematic way, based on a performance model. Discussions can be factual, and tend to be much less emotional than other methods we have tested. Employees want to know what their bosses think, but they want those thoughts to be useful in making changes. This approach helps both parties to focus on the work, not the characteristics or attributes the person does (or does not) bring to the job. It can create a win-win situation for everyone.