Aims of Course
- Understand the principles of performance management and the appraisal process
- Identify and practice skills and techniques of effective appraisal interviewing
- Learn how to use the appraisal system as a motivational business tool
- Develop your performance management skills
Objectives of Appraisals
- Raising standards of performance and efficiency
- Strengthening staff/management relationships and motivation
- Improving communication
- Developing Managers and staff
- Assessing training development needs
- Assessing potential and assisting in manpower planning
- Forming a basis for rating and pay awards
- Maintaining up to date record of staff capabilities and skill sets
3. Aims and Objectives
Aims of Course
Understand the principles of performance management and the
appraisal process
Identify and practice skills and techniques of effective appraisal
interviewing
Learn how to use the appraisal system as a motivational business tool
Develop your performance management skills
Objectives of Appraisals
Raising standards of performance and efficiency
Strengthening staff/management relationships and motivation
Improving communication
Developing Managers and staff
Assessing training development needs
Assessing potential and assisting in manpower planning
Forming a basis for rating and pay awards
Maintaining up to date record of staff capabilities and skill sets
4. Agenda
Definition of Performance Reviews
Successful Appraisals
Internal Policies and Procedures
Role of the Reviewer
Appraisee’s Role
Preparing for the Discussion
Evaluating Performance
Objectives
Ownership/Empowerment/Motivation
Appraisal Meeting
Development Plans
Managing Difficult Situations
Poor Performance
Follow Up Appraisal
6. Definition of Performance Reviews
Regular Performance Reviews are a must.
Performance Appraisal Meetings should
be held as 2-way discussions.
An
opportunity for the Appraiser and
Appraisee to look ahead.
7. Successful Appraisals
A genuine commitment to the process
An obvious link to the culture and objectives of the
organisation
Line Managers are responsible for undertaking
appraisals for their own staff
All participants fully understand the intentions and
the operation of the process
The scheme is monitored consistently at a senior level
The basis for assessing performance is objective and
measurable
The Appraisal is forward looking
The Appraisal is a continuous process
8. 5 Steps to an Effective
Appraisal
1. Ensure that every member of staff is
clear about current job requirements
and/or has a set of relevant
performance objectives.
2. Make thorough preparations for the
appraisal meeting.
3. Conduct a productive appraisal
interview.
4. Plan ahead with the appraisee.
5. Follow up on objectives and actions
agreed at the appraisal meeting.
9. Policy
Policy:
Company’s policy that each member of staff will
receive a performance review on a 6 monthly basis.
Designed to meet specific objectives
- To communicate a formal assessment of current
performance
- Assist staff in performing their job to the best of
their ability
- Maximise staff’s job satisfaction and their
contribution to the Company’s objectives.
- To identify individual training needs
- To highlight the potential that each individual
has to develop within his/her current position or
into another and to set future objectives.
10. Procedures
Procedures:
Performance Reviews will take place on a six monthly basis
New employees will receive a review six months after their
probation review
Line Manager will arrange the review meeting
HR Department will forward a review pack prior to meeting
The pack will include –
- Past review paperwork or copy of the probation
review report
- Blank review form
- Information regarding employee’s current skill set
11. Procedures (cont’d)
HR Department will also forward a review pack to the
employee prior to the meeting
The pack will include –
- Copy of last review notes or probation review
form
- A review preparation sheet and guidance notes
on the performance review process
The EP/Line Manager will forward the completed review
paperwork to the employee for their comments and to the
HR Department (preferably electronically)
The employee should add any comments to the review
form/feedback sheet and forward to the HR Department
12. Procedures (cont’d)
If any issues are raised by the employee the
HR Department will arrange a meeting with
the employee/EP or Line Manager and set up
an Action Plan for the following six months
A copy of the Action Plan will be sent to the
employee, with a copy saved on the
employee’s
P/ file
All reviews should take place in private and
should have no interruptions
13. Supervision Sessions
Applicable to staff working their probationary period
both permanent and fixed term
Conducted on a monthly basis during probation
review period
Priority task for Managers and staff
Four functions of supervision –
- Management
- Staff Development
- Support
- Mediation
14. Probation Review
Conducted prior to the three month service date
Review previous Supervisor Reviews conducted
Form –
Review key areas of the individual’s job
Training or support
Setting key objectives for the next six-month period
Additional comments by the Reviewer
Comments by the person being reviewed
15. Role of Reviewer
Encourage and guide the member of staff
through the structure of the appraisal.
- Plan the logistics of the meeting
- Note the topics you wish to raise and
discuss in order of priority.
- Think of questions that will encourage the
member of staff to talk.
- Plan to talk about the job not the person.
- Always check you have the relevant
documentation required for the meeting.
16. Appraisee’s Role
The
review meeting offers an
opportunity to discuss jointly their:
- Performance
- Future
- Objectives
- Focus and approach to current
role
17. Preparing for the Meeting
Plan ahead of meeting
Be aware of your limitations of
authority
Be fully conversant with the policy
and procedure
18. Environment
Vitally important to create an
environment that creates an atmosphere
of trust and encourages open discussion.
Confidentiality
Trust
Room
19. Planning time and resource
Estimatehow much time and resources
required for development activities
Estimate how much time will be required
for duration times of objectives
Planresources needed to achieve
objectives and undertake development
activities
20. Six Step Structure to Appraisals
1. Introduction
2. Agenda
3. Discussion
4. Action Plan
5. Summary
6. Follow Up
21. Evaluating Performance
Evaluate employee’s performance and progress
Take account of any changes
Identify good aspects of performance
How has the employee approached his/her work
Negative feedback
22. Evaluating Performance
(cont’d
Questions to consider:
Are there any reasons why the employee is
unable to meet objectives set or under
performing outside of your control?
Were the last set of objectives made
sufficiently clear and achievable?
If you identify an under-performance, is there
a development need and how best should
you meet this need.
Is the employee capable of developing
enough to perform to the the required
standard?
23. Objectives
In addition to setting objectives, appraisals need to
focus staff on achieving them.
Objectives need to be challenging, realistic and
measurable
Set SMART Performance Measures
- Specific
- Measurable
- Agreed
- Realistic
- Timely
24. Employee’s Commitment to
Meeting Objectives
Signs of positive commitment –
- Shows enthusiasm
- Readily able to solve problems
- Proactively reports on progress
- Displays initiative
Signs of negative commitment –
- Displays negative resignation
- Ignores issues and problems
- Maintains silence
- Lacks initiative
25. Ownership/Empowerment
It
is the employee’s responsibility to
achieve their objectives.
Solutions rather than problems
Agreeing objectives
Have faith in their abilities
26. Motivating Staff to Meeting
Objectives
Takeon responsibility for
achievements
Praise
Delegation
27. Appraisal Meeting - Structure
Agree the Agenda
Review the previous period
Discuss progress on objectives
Were development needs met?
Agree objectives for the following six
months
Identify any development needs
linked to either current or new
objectives or responsibilities.
28. Appraisal Meeting – Discussing
Objectives
Review previous objectives
Praise achievements
Give constructive feedback
Identify development needs
Praise additional achievements
Agree new objectives
Plan and agree actions
Summarise
29. Manager’s Role at the
Meeting
Ask open questions
Ensure the tone of the meeting is
relaxed
If other issues are raised outside of the
current agenda
The future
Feedback
Commitment from Appraisee
Never promise anything you can’t
deliver
30. Development Plans
The aims of a performance and
development appraisal is to:
Review staff’s development
Theimprovement of both long and short-
term performance
31. Career Development
Majority of staff aspire to take on more responsibility,
senior roles and want to further their careers
What should you consider when discussing career
development?
- The needs of the organisation
- Avoid the trap of keeping staff within your team
solely for the reason you have invested
training and development in them.
- Aim to be a good Manager who develops and
encourages staff to develop their careers and look
for ways of promoting in-house.
34. Follow Up Appraisal
Meeting
Ad-hoc Meetings
Planned Follow-Up Meetings
Formalevaluation review at end of
projects
35. What were our Aims
Understand
the principles of performance
management and the appraisal process
Identify
skills and techniques of effective
appraisal interviewing
Learnhow to use the appraisal system as
a motivational tool
Develop your performance management
skills
Notas del editor
Facilitators to introduce themselves – emphasize any business/team management experience. If attendees don ’t know each other do introductions. Either way ask all attendees to state why they are here.
With this Agenda we should be able to meet all your queries on Performance Reviews and put you in a better position when conducting them. I will send to your mailbox a copy of the Presentation.
Ask attendees to consider List responses on a flipchart
Performance Appraisals are a way of ensuring that Managers and their staff meet at intervals to discuss individual ’s levels of performance in relation to the requirements of the organisation. Performance Reviews enable you to gain agreement from your member of staff on how well he/she has done in achieving objectives and developing skills and knowledge during the period of review. The Development Review ascertains what needs to be achieved in the future to sustain achievement or meet new objectives. This enables you to assist in their capabilities and prepare them to take on more responsibility. The meetings should be held as 2-way discussions centred mainly on effort and result in an individual ’s job responsibilities. The most important feature of any appraisal meeting is that both the Appraiser and the Appraisee look ahead to build on strengths, weaknesses and utilise potential.
The policy has full commitment from Managers and Directors The job holder is fully involved in agreeing levels of performance and future action, but there is a strong element of recognition in the process particularly for those who do not need or wish to develop further. The appraisal is forward looking, although any future plans are discussed realistically both in the light of the appraisee ’s abilities and what the organisation can offer. The appraisal is a continuous process in that regular meetings take place throughout the review period so that the appraisal meeting itself represents a summary of many other discussions.
Ensure that a clear explanation of the job requirements are given. Have performance objectives been given to the individual so they know what is expected of them? Prepare for the meeting. Be clear about what you are going to say. If improvement is required or something needs to be done differently – have evidence. Ensure that you provide explanation/suggestion. Private place for the meeting where you will not be disturbed, turn phone off We will be looking at the different forms – supervision – probationary – performance review next. Follow up on objectives – see how individuals are doing in the interim period. , focus on facts.
Feedback on Performance - No doubt you give employees on-going feedback during the six months. - This can be random and situation-specific or task-specific. - This feedback is not only legitimate, it is necessary. - By itself it insufficient - For example, you may occasionally give an employee constructive feedback on an ad hoc situations. Yet your overall review of that person ’s performance is that it usually exceeds expectations. - The six monthly review is your opportunity to put the random ongoing feedback in its TOTAL PERSPECTIVE. Employee Development -
Read through procedures
Staff have the right to regular supervision It is a partnership between the supervisor, the supervisee and management Promotes competent, accountable, empowered practice Promotes and models anti-discriminatory practice. MANAGEMENT - Managing the staff member ’s workload - Ensuring the records and administration are complete - Conducting regular performance appraisals - Evaluating effective practice outcomes and short term goals STAFF DEVELOPMENT – - Identify preferred learning styles and barriers to learning - Assessing development needs and identifying learning opportunities - Constructing, implementing and review personal development plans as recorded on personal development log - Giving constructive feedback on all aspects of performance - Developing a “culture of learning” within the team - Compliance with anti-discriminatory practice SUPPORT – - Creating a safe environment within supervision - Clarifying boundaries between support, counselling, consultation and confidentiality - Enabling and empowering expression of feelings - Monitoring the health and emotional functioning of the staff member, especially with regard to the effects of stress. MEDIATION – Ensuring that issues arising from the interface between the staff member, team and organisation are dealt with satisfactorily – - Clarifying the teams role and function - Briefing senior management about key issues - Managing concerns and complaints about colleagues to avoid destructive confrontation - Consulting and briefing staff on organisational developments - Contributing to policies and procedures.
Encourage and guide the employee through the structure of the appraisal. HOW DO WE DO THIS? Prepare and plan for the meeting. What will the subjects be that you wish to raise and discuss. Prepare a course of action What questions will I ask. Ensure that the employee talks about the job. What are his strengths and weaknesses with regard to the job. Have the relevant paperwork. PREPARE
The appraisee will also have the opportunity to prepare for the meeting. They will have completed their part of the form. They will note how well they think they are doing their job What they have set out to achieve in the last review period and how well they think they did What they want to do in the future and the they feel they should set themselves What help they need for the future.
Make sure you are prepared for the meeting – it should be well structured - Do you have the paperwork ? - Do you understand the process? - Do you know what you are going to say? - Do you have a plan? - Start the meeting off as positively and then focus the member of staff on the key areas for discussion and deliver feedback effectively. - Ask a relatively easy “OPEN” question first to ease and relax the employee. Know your limitations – - Do not commit to anything that is beyond your control Know the policy and procedure – check the Employee Handbook where it is published
It goes without saying that these meetings should be confidential Trust – act on decisions made during the meeting Be honest, fair and consistent Room – Tidy desk, well ventilated, seating arrangements
When setting objectives consider time and resource Be realistic Be prepared to adjust if it becomes necessary
Introduction – set the scene – why are you meeting Agenda – Know what you are going to discuss – have them listed so that you do not miss anything Discussion Action Plan – Agree the plan Summary – Summarise what has been discussed and what actions need to be put in place. Follow Up – Act on decisions
You need to evaluation the employee ’s performance and progress since the last review. This will assist in setting new objectives. Make sure that you take account of any changes in their role/duties/responsibilities When evaluating performance, identify good aspects of performance – praise and encourage You should consider how they have approached their work, has it been with a positive manner? How have they planned their work, review their time management skills. Ensure negative feedback is delivered in a constructive way – minor issues may not be worth your while mentioning. It is worth considering the following questions 0
Read through
Encourage staff to come up with their own ideas as to what they should accept as a challenge as they will endeavour to be more committed if they declare what is feasible themselves. People will rarely suggest a target that is well below what they believe they can achieve. SMART OBJECTIVES – SPECIFIC – clearly explain what the employee is meant to achieve- set out what must be done and how. MEASURABLE – In terms of efficiency (resources used) Effectiveness (quality of result) AGREED – they have the buy in of the employee REALISTIC – they are within the employee ’s capabilities and control TIMELY – they have a clear and agreed timescale for completion.
For those of you who have conducted performance reviews you have seen many of these reactions.
You should delegate responsibility to staff to achieve their objectives. By using their initiative to solve problems and work on their own to achieve objectives, leads to an empowered member of the team. Promote a culture where staff are motivated to present you with solutions rather than problems. When agreeing objectives you should be clear what the outcome of actions should be; aiming for the employee to fully accept its value and be committed to taking ownership. If they are reluctant discuss why. It is very important that staff are aware you have faith in their abilities, give praise when progress is identified.
Here are some suggested ways in motivating staff to meet objectives: Staff who feel able to achieve an objective to suit their own needs are more likely to take on responsibility for their achievements. Successful managers praise their staff for finding new ways of getting results. Employees will take a more active part in the process of delegation, if they are encouraged to ask questions and ask for more delegated responsibility staff to meet their objectives
Be aware to ask open questions rather then closed Keep asking questions to gain the employee ’s involvement and confidence Show interest Ensure the tone of the meeting is relaxed, however, avoid time-wasting discussions, keep focused on the agenda at all times. If issues are raised outside of the current agenda then agree to arrange another meeting outside of the forum of the performance appraisal to discuss further. Remember to keep the discussion focused on the future and do not dwell too much on the past. Do clarify issues clearly and ensure any feedback you offer is clear and understood by the employee Assess commitment from appraisee for taking responsibility for meeting and achieving objectives. NEVER PROMISE ANYTHING YOU CAN ’T DELIVER
Identify the development needs and decide how these can be met Decide upon timescales for meeting these needs Learning objective and results Improvement of performance – - Coaching and mentoring - Shadowing a colleague - Literature - Attending courses, conferences, seminars - Taking on delegated tasks - Attending meetings - Secondment/transfer to another role or team - Studying for professional or work-related qualifications - Training portals
Appraisal meeting is a good opportunity to discuss these aspirations and how best you can assist in preparing them for the future. If an employee doesn ’t receive support in achieving career aspirations this can lead to them feeling demotivated, non-productive staff who will inevitably leave the organisation. Consider the following when you are looking at career development
Not all Review Meetings will go smoothly. Majority of staff attending review will be slighting apprehensive You need to balance sensitivity while retaining your authority If an issue or problem arises you need to remain calm and frame your responses carefully, with the view of instigating a more productive discussion with agreed actions and commitment from the employee. You should be aware of your limitations and other resources available for advice. Never be afraid to stop the appraisal meeting, only once you have done everything possible to defuse a difficult situation. Set and agree a follow-up meeting
To ensure appraisals result in long-term benefits it is important to monitor progress. When undertaking follow-up meetings it is important that both parties understand the progress to date and you should try and ascertain if the member of staff has any issues. You will need to assess their level of confidence in achieving the objectives set, if you identify any. Offer guidance and support Encourage staff to take ownership of the objective, ensuring they are aware you trust their abilities. End of projects – very important to do this. You have a formal record and can refer to it at a later stage.
These were the aims identified at the beginning of the training. I hope I have given you an insight into the principles of the process. Please do not hesitate to contact me if you have any questions Also use your colleagues as a source of information, remembering the confidentiality of individuals