Equip Managers to Have Effective Performance Appraisal Discussions
Improve managers' ability to conduct effective performance conversations.
- HR has designed a detailed performance appraisal process; however, managers are not aware of their responsibilities and as such, do not effectively implement the steps.
- Managers are not comfortable providing feedback or rating their employees.
- The value of effective performance management is not understood by managers.
- Managers are not setting clear, relevant goals and evaluating behaviors against competencies.
Our Advice
Critical Insight
- Effective management of performance is not a one-time conversation. Managers must leverage the process, goal setting, competencies, feedback, and ratings to manage their employees’ performance.
- Performance management rises or falls with managers; provide the training they need to have effective performance conversations.
Impact and Result
Equip managers to effectively navigate performance management by:
- Navigating the performance appraisal process
- Setting clear, specific goals
- Communicating expected competencies
- Providing clear feedback
- Evaluating the performance of employees
Equip Managers to Have Effective Performance Appraisal Discussions Research & Tools
1. Communicate and train to manage change
Develop a rollout and communication plan and plan next steps.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 1-phase advisory process. You'll receive 1 touchpoints with our researchers, all included in your membership.
- Call #1 - Discuss the training material, and how to customize it with organization-specific processes.
Contributors
- Andrew Bartlow, Head of HR, Waypoint Homes
- Sharon Bishop, Director, Workforce Planning and Development, Regina Qu’Appelle Health Region
- Rhonda DeLuca, Vice President of HR, Terumo Cardiovascular Systems
- Jan Hills, Partner and Author, Head, Heart & Brain Consultancy
- Melanie Jacobs, Manager, Learning and Development, Sappi
- Cindy James, Director – Organizational Development, Elbit Systems of America
- Jeremy Janzen, CHRO, HyLife
- Melody King, VP of HR, W/W Talent Development, Herbalife
- Suzanne Lahache, GM of Human Resource Preparedness, Mohawk Council of Kahnawà:ke
- Ashley Lundquist, VP of People, LeadPages
- Maura Parda, Executive Coach and Organizational Change Strategist, 512 Leadership Group
- Megan Paterson, Vice President of HR, Kinaxis
- Kerry Pletch, CHRO, City of Guelph
- Michele Vogt, Acting Vice President, People and Safety, Regina Qu’Appelle Health Region
- Minna Whitman, Manager of Learning and Employee Development, HRG Worldwide
- Sarah Wilson, Director, Talent Acquisition, Performance Management & Principal Staff Officer, Indigo
Develop a Talent Management Framework
Modernize Performance Management
Adapt Performance Management for Teams
Foster Effective Feedback in the Workplace
Train Managers to Coach Employees for High Performance and Development
Equip Managers to Have Effective Performance Appraisal Discussions
Manage Poor Performance While Working From Home
Equip Managers to Lead Through Informed Trust and Accountability
Neuroscience and HR
Equip Managers to Improve Poor Performance in a Hybrid Environment