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Seb Anthony

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Performance rating training


We have just implemented a performance rating system and in November we will train all managers in performance management (how to set SMART objectives and performance rating). Anyone who knows a good way in how to train all managers in how to set a correct performance rating? If possible I would like to have some kind of case where they could practice this during the training session.

Sara Smetana

5 Responses

  1. Grades
    Because of private correspondence with Sara I can answer this one, she is referring to how managers assess people against a grade:

    1 = Excellent Performer
    through to
    5 = Poor Performer
    etc etc.

  2. thanks
    As you have spoken to others off line I don’t know if you still want responses here but here is my view
    1. A manager has to recognise the a rating such as “Excellent Performer” is only valid IN RELATION TO expectations which should be based on objectives.
    2. QED if you don’t set “good” objectives your ratings will be meaningless.
    3. Therefore it is the setting of objectives and expectations that is absolutely critical; get that wrong and the whole thing becomes so subjective that it all falls apart (the entire process, not just the training).

    Why am I banging on in this way?;
    tell managers that you are implementing a rating system and they will not expect to start talking about SMART objectives unless they realise this. Hence, you could start with an exercise giving them an explanation of someones performance and ask them to rate it.
    (they will probably do so without asking what the individual was tasked with)

    When they have done so tell them what the objectives were…and ask them to challenge their rating

    You will need a somewhat more detailed approach than I have outlined here but as I said, I don’t know if you still actually want any response!


  3. Case studies for performance rating

    You could write a series of short case studies detailing a range of performance and ask the managers to rate those against your scalars. You could then visibly display the various scores for each case study and lead/facilitate discussions on the ratings awarded and any differences etc. This would give the managers an opportunity to compare themselves to their colleagues. If you did this at the beginning of the session you could ask them to review their initial ratings after the input on ratings to check their understanding etc. The difficulty with any kind of rating system is the personal understanding of the ratings and the value individuals place on different aspects that in my opinion always result in differences that are often unresolvable.

  4. Performance Management
    In Jobcentreplus, each year, we publish a set of behavioural indicators, which describe what each rating looks like i.e.
    A top rating “recognised by peers and managers as performing at the top of their peer group, delivering work of an exceptional standard, is a role model for others.”
    A majority rating would be seen by peers and managers as “a reliable colleague, delivered work of a consistently good standard demonstrates good behaviours”.
    In workshops we look at what this means in practice, and I encourage the managers to share this with staff so that they can start to slot themselves into the ratings.


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