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As a special treat - this next meeting is FREE! JOINT MEETING WITH SRIHRC - Breaking Up With the Performance Review: Secrets to Train Managers on its Replacement

  • March 06, 2013
  • 7:30 AM - 9:00 AM
  • New England Institute of Technology


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ASTD Bay Colonies Chapter
in Collaboration with SRIHRC

Breaking Up With the Performance Review:  Secrets to Train Managers on its Replacement

Does the performance review process result in employees feeling better about their job, their boss, the organization, and HR?  Not likely.  In theory, performance reviews are intended to improve performance, hold people accountable, and develop employees.  In practice, they accomplish very little of these objectives.  Instead, most managers and employees dread the process.  HR dislikes enforcing it and leadership tends to devalue it.  Most performance management systems force managers to spend the majority of time on the documentation as opposed to good dialog with employees.

Despite having been described 60 years ago as a "virtual treadmill to nowhere" the performance review lives on.  Ninety-five percent (95%) of respondents to a 2012 SHRM survey report "effective performance management" as an important challenge, yet many face the reality of an annual performance review system that doesn't work.  It's little wonder that the system is perpetually redesigned in the hopes the next version will be different.


  1. Understanding why accepted traditional performance management practices and redesigns are fundamentally destined to keep missing the mark.
  2. Achieving performance differentiation that reflects the true variation in employee performance (without forced distribution).  Explore the role of ratings and distribution and two options for a more holistic solution that really works.
  3. Identifying elements of over-engineered PM systems and ways to make the process less burdensome for managers.  Identifying the parts of your existing program that work (we'll show you where to find them), keep the important elements, and "retire" the parts that are without value.
  4. How to more evenly distribute PM responsibilities between managers and employees; more autonomy for emplolyees to self-manage performance and less pain and drain on managers.  Learn two questions that every employee should ask and have the answer to without waiting for performance review time.
  5. Simplify performance tools and processes so managers and employees focus on conversations that matter.  Learn of a simple process that increases the instances of informal yet structured performance dialogue between managers and employees.
  6. See and receive examples of simple and streamlined forms, performance measurement models, and rating scales. Hear what other organizations have titled their forms; the terms of appraisal, evaluation, and review are old-fashioned.
  7. Ideas for socializing, training, and piloting new performance management practices in your organization.

MEET OUR PRESENTER:                             

Jamie Resker,                                    
Founder and Practice Leader,
Employee Performance Solutions, LLC


Jamie is a recognized thought leader and innovator in the area of talent management.  She is the originator of the performance Continuum Feedback Method®.  Jamie holds a BA in Business from Emmanuel College and is an instructor at the Boston University Corporate Education Group.  She is on the faculty for the Northeast Human Resources Association and is an Advisory Board Member for the Institute of Human Resources. 
(To view Jamie's full bio, please click here.)

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