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Effective Performance Reviews

A Practical Guide for Managers

(12 ratings)
Language:  English
Effective performance reviews benefit individuals, people managers and organisations. This book will enable managers to make performance review conversations effective and productive.
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Effective performance reviews conversations can benefit individuals, people managers and organisations alike. This book provides an overview of performance review techniques and will enable managers to make performance review conversations effective and productive, as well avoid common pitfalls and problems. The book will also guide managers on the key skills that they need to develop in order to make their reviews successful, as well as provide practical hints and tips that can easily implemented.

About the Author

Gemma DaleGemma is an experienced HR Director, a Chartered Fellow of the CIPD, and a regular speaker and writer on a variety of HR topics including employee engagement, flexible working, wellbeing and social media.Gemma co-founded The Work Consultancy where she focuses on policy development, content creation, wellbeing and training. Prior to The Work Consultancy, Gemma held a variety of senior HR roles including leading significant organisational change projects and HR transformation. Gemma is a qualified mediator and coach.Gemma describes her HR philosophy as being all “about doing good people stuff.” She is an award-winning blogger and regularly writes for a variety of HR publications. Along with Tim Scott, Gemma is the co-author of several books on HR and social media, including the ‘Putting Social Media to Work’ series. A qualified Personal Trainer and wellbeing coach, Gemma also writes a fitness blog and has published a book on weight loss.Gemma also lectures at Liverpool John Moores University.Tim ScottTim is a UK HR professional and Chartered Fellow of the CIPD with over twenty years of generalist experience in roles across the private, public and voluntary sectors. Alongside his “day jobs”, he has co-written a number of books about HR and management, including the successful “Putting Social Media to Work” series. A self-confessed social media convert, Tim is active on Twitter (as @TimScottHR) and also writes for a number of publications and sites. Tim is currently People Director at Fletchers Solicitors, a leading law firm in the North West of England. He has previously worked as an independent HR consultant and been Head of People & Organisational Development for a national UK charity, where his team won the Charity Times’ prestigious “HR Management” award.Throughout his career he has worked closely on people and productivity issues with senior managers and developed people-focused HR teams. A firm believer that there is no such thing as best practice in people management, he has focused on designing and implementing business-appropriate practices, often in organisations which previously had little or no dedicated HR leadership. He says his career aim is simple: to improve people’s experience at work.

  1. Introduction: The purpose of performance reviews
  2. The problem with performance reviews
  3. Skills for effective performance conversations
  4. Effective feedback
  5. Assessing performance
  6. The role of the employee
  7. Preparing for performance reviews
  8. During the review
  9. Setting objectives
  10. Following up performance reviews
  11. Dealing with under-performance
  12. Tips for success
  • Conclusion
About the Authors

Tim Scott


Gemma Dale