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"In the past a leader was a boss. Today's leaders must be partners with their people..."

--Ken Blanchard

RATINGS REVIEW SESSION

Purpose

The ratings review session is conducted when a group's ratings distribution exceeds the agency's current guidelines. Its purpose is to determine whether performance ratings that exceed the agency's guidelines are supported by the data or are inflated and require appropriate adjustment.

Preliminary

Select managers to serve on review panel — A three-member panel is ideal. One member should be the manager to whom the supervisor or manager whose ratings distribution is in question reports. The other two members should be reasonably familiar with the work performed by the employees whose ratings are being reviewed.

Provide information to panel members. Give them information about the ratings distribution for the group of employees in question. Also provide them with a copy of the policy regarding the current year's inflation guidelines for the agency.

Conducting the Session

The three panel members meet with the supervisor or manager of the group in question. One of the managers or an HR professional may facilitate the session.

Suggested process:

  • The facilitator presents the distribution of ratings for the group in question.
  • For those employees rated above "Good," the supervisor or manager highlights the performance standards or goals set in the employees' work plans and then presents data concerning actual performance.
  • The supervisor or manager describes the steps that were taken prior to submitting the ratings for next-level review to confirm their accuracy or to try to adjust the ratings.
  • The panel asks questions to assure their clear understanding of what was expected of the highly rated employees and what they delivered.
  • The panel arrives at a consensus regarding the appropriate action, which may include any of the following:
  • Let the ratings stand as they are. They are accurate and sufficient justification has been provided.
  • Let the ratings stand. They are accurate. Raise the standards for the next performance cycle.
  • Adjust the ratings downward. The panel may give direction as to which employees' ratings should be lowered or leave this decision to the supervisor or manager. The panel may also require that the performance appraisals be revised to include more detail to support the agreed-upon ratings. (Note that it is not appropriate to lower ratings based on a true metrics-based performance management system.)

Action and Documentation

The supervisor or manager responsible for the ratings reviewed by the panel should follow through on the agreed-upon actions. The facilitator should retain notes describing the panel's decision.