Performance Reviews: A Step-By-Step Process For Conducting Them Meaningfully and Effectively

Chris DeVany

90 minutes
Chris DeVany

Recorded Version:


One of the most critical areas of employee relationships--and one of the biggest challenges management faces today--is conducting effective performance appraisals and determining appropriate merit increases. Learn to give performance appraisals that help motivate employees to achieve goals and increase their value to the organization. Since both managers and employees often view performance appraisals with anxiety, attention is given to preparing for and conducting performance discussions that are objective, complete and defensible. You'll also share experiences and participate in various exercises with other participants to better understand how to obtain the best possible performance from employees.

Why you should Attend:

By attending, you will understand how to even more effectively:
• How to conduct motivational and directional performance appraisal reviews.
• Planning the review.
• Managing the review process.
• Subtle ways to keep sensitive employees from having their feelings hurt.
• How to suggest improvement to an employee’s performance in a way that boosts an employee's spirits.
• Why employees sometimes fear reviews.
• Ways to increase standards of performance.

Would you like to conduct more effective performance reviews?
Would you like to know how to give people “bad news” in a way which will not hurt but in fact improve your working relationships?
Would you like to be able to suggest improvement in a way which encourages rather than discourages?
If you answered “yes” to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our team members’ and team’s performance!


• State of the Art Practices in Performance Reviews.
• Why annual reviews are not adequate.
• Staff involvement and ownership through self-appraisal and dialogue.
• Traps to Avoid in the Performance Appraisal Process.
• Developing Performance Measures.
• Using behavioral terms.
• Defining levels of performance.
• Collecting Information About Performance.
• Establishing a record-keeping system.
• Making observations.
• Encouraging staff to monitor themselves.
• Communicating the Appraisal.
• Setting the tone for a two-way discussion.
• Evaluating and maximizing strengths.
• Communicating about problem areas without creating defensiveness.
• Setting mutual goals for maintaining and improving performance.
• Using the review as an opportunity for career planning.
• Handling resistance.
• What to do if you reach a stalemate.
• Following up on the review.
• Monitoring performance.
• Making informal appraisal an ongoing occurrence.

Who Will Benefit:

• Senior Vice President
• Vice President
• Executive Director
• Managing Director
• Regional Vice President
• Area Supervisor
• Manager

Recorded Version:


Chris DeVany

Founder and President of Pinnacle Performance Improvement Worldwide

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle’s clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom. His book, “90 Days to a High-Performance Team”, published by McGraw Hill. He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues. Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.