Section 3 – Opening a performance review - CIPD

OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1
Section 3 – Opening a
performance review
Overview
How we open a discussion of any sort has a huge effect on the way the discussion is perceived by
the other party. This is doubly true in performance reviews as there can be tremendous scope for
disagreement and emotions can be sensitive. If a performance review discussion is to be
beneficial, therefore, it needs to begin in the best way.
Key learning points
• Performance reviews are important. To get the most out of them we have to open them in the
most appropriate way because the way we open a conversation tells the other person what kind
of conversation it’s going to be. As performance reviews tend to be most productive when they
are open, forward-looking, businesslike discussions between two focused participants, it makes
sense to begin that way.
• Sometimes, a Reviewer may need to invest a little time helping a Reviewee relax – but waffling
on about something irrelevant will probably only raise suspicion. Similarly, a monologue in
which the Reviewee is a passive recipient of a verbal tsunami will not get the discussion off to a
good start. However, it is possible to go to another equally unproductive extreme, described in
the following point.
• While it’s a good idea to involve Reviewees in the discussion as quickly as possible, some
Reviewees are unsure of their role in the discussion and can respond by appearing reluctant to
participate. Trying to involve them too soon before the discussion has any reassuring structure
can also be counter-productive. They’re not sure what to say so they do what most of us do in
such a situation and don’t say much. It can require a lot of skill to overcome a tricky start and
get the discussion moving again.
• The best way is to treat a performance review as you would any other work discussion –
prepare, ensure that the other participant is prepared, agree an outcome and structure, and
then begin. If you make agreeing the outcome and structure a joint process and modify your
approach according to individual situations, your performance reviews should get off to a
productive start.
How this section will help
you
This section illustrates a range of ways of opening a performance review discussion and the
effects of each. It contains five different approaches:

OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1
• The Reviewer’s attempt to relax the Reviewee with casual conversation achieves the opposite.
• The Reviewer’s precise planning comes across as a monologue that puts the Reviewee on the
receiving end of the discussion.
• The Reviewer tries to involve the Reviewee but, for this Reviewee, too quickly and without
structure.
• The Reviewer tries to involve the Reviewee too quickly but, seeing the response, uses more
specific, easier-to-answer questions that get the Reviewee involved and the discussion moving.
• The Reviewer’s opening is brief, structured and relaxed but businesslike. As such, it not only
involves the Reviewee but signals that the Reviewee is an equal party to the discussion.
In addition to the DVD scenes there are two resources to help you:
• Handout 3.1 – DVD observation, which people can use to record their observations of openings
illustrated in the scenes and the effects thereof and pull together key learning points.
• Handout 3.2 – quick tips, summarising practical points relating to opening performance review
discussions.
Note
The DVD illustrates the effects of different ways of opening a performance review discussion but
not of how to close one – yet the close is also important. We have not included ‘closing’
illustrations because, while the initial part of an opening can be reasonably generic, the close is
only effective if it summarises an individual discussion – so that summary cannot be generic: it has
to be specific. You may find it useful, however, to make the following points:
• How Reviewers close a performance review discussion is important.
• The close is more effective when a Reviewer asks the Reviewee to summarise because a) it is
the Reviewer’s last chance to check the Reviewee’s understanding, which can only be done if
Reviewees summarise, and b) the act of summarising increases the Reviewee’s commitment to
actions.
• The close is also more effective when Reviewers encourage the Reviewees to summarise
actions they will take rather than assessments and comments. Actions might include what the
Reviewee will do to improve their performance further, to contribute to the team and to develop
themselves. You will see an example of this in Section 5 – When discussions go wrong.

OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1
Handout 3.1
Opening a performance
review discussion – DVD
observation
Record your observations about each of the five illustrations of opening a
performance review.
Opening
Your observations
Opening 1
Opening 2
Opening 3
Opening 4

Opening 5
OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1

OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1
Handout 3.2
Opening a performance review
discussion – quick tips
Here are six keys to help you get a performance review discussion off to a good
start.
Start on time. Being punctual is your way of saying that the Reviewee and their
performance are priority matters to you; being unpunctual says the opposite.
Make the immediate visual impact positive. First impressions count, so look
welcoming and ready.
Pay special attention to the way you open the discussion. The opening ‘sets
the scene’ so:
• Confirm the purpose of the discussion.
• Outline the ‘agenda’ and the goal.
• Check that the Reviewee has prepared.
• Check that the Reviewee feels OK.
• Be brief.
Make the discussion relaxed but businesslike and participative. Performance
only develops when Reviewees allow it to develop, so you need their
‘buy-in’. You have a better chance of gaining that commitment when you:
• Involve them throughout the discussion.
• Are ‘straight’ with your feedback.
• Listen actively to their feedback about you.
• Focus on solutions.

OPENING A PERFORMANCE REVIEW DISCUSSION – HANDOUT 3.1
Prepare for any ‘tricky’ bits. Frank discussions about real issues sometimes
touch nerves. It’s your job as Reviewer to keep the discussion on track, so:
• Be empathetic in your preparation.
• Be tactful but descriptive in your feedback; use real examples.
• Don’t ‘rise to the bait’.
• Rehearse mentally.
Ensure that the Reviewee ‘owns’ the outcome of the discussion. Performance
reviews are about action, and action needs the Reviewee’s commitment,
so:
• Avoid over-prescription.
• Focus on solutions and significant issues.
• Ask the Reviewee to summarise and confirm actions.