Half day open interactive workshop on performance appraisals held in Toronto.

1. How to conduct effective performance appraisals by Toronto Training and HR April 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 Drill A 9-15 Aims of regular performance appraisals 16-19 Case studies A & B 20-21 Goals and standards for performance 22-23 Designing a performance appraisal system 24-27 Different methods to evaluate performance 28-29 Golden cycle of performance management 30-31 Types of performance appraisal 32-34 Problems with performance appraisal 35-36 Areas to improve; collaborate don’t assassinate 37-39 The performance appraisal interview 40-41 Drill B 42-46 Points to bear in mind 47-50 Case studies C & D 51-52 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Differences betweenPerformance Appraisal and Performance Management Performance Appraisal:Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Performance Management:An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims. Page 6

9. Page 7 Drill A

10. Page 8 Drill A

11. Page 9 Aims of regular performance appraisals

12. Page 10 Aims of regular performance appraisals 1 of 6 Check that the needs of the employee and employer are being met Confirm the employee’s understanding of company expectations Increase the employee’s knowledge of his or her personal strengths Provide an opportunity to discuss areas for improvement Foster a spirit of co-operation and teamwork

13. Page 11 Aims of regular performance appraisals 2 of 6 WHAT CAN THEY ACHIEVE performance measurement - transparent, short, medium and long term clarifying, defining, redefining priorities & objectives motivation through agreeing helpful aims and targets

14. Page 12 Aims of regular performance appraisals 3 of 6 WHAT CAN THEY ACHIEVE motivation though achievement and feedback training needs and learning desires - assessment and agreement identification of personal strengths and direction - including unused hidden strengths career and succession planning - personal and organizational team roles clarification and team building

15. Page 13 Aims of regular performance appraisals 4 of 6 WHAT CAN THEY ACHIEVE organizational training needs assessment and analysis appraisee and manager mutual awareness, understanding and relationship resolving confusions and misunderstandings reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc

16. Page 14 Aims of regular performance appraisals 5 of 6 WHAT CAN THEY ACHIEVE delegation, additional responsibilities, employee growth and development counselling and feedback manager development - all good managers should be able to conduct appraisals well - it's a fundamental process

17. Aims of regular performance appraisals 6 of 6 Satisfactory—Promotable Satisfactory—Not Promotable Outcomes of Appraisal Interviews Unsatisfactory—Correctable Unsatisfactory—Uncorrectable Page 15

18. Page 16 Case study A

19. Page 17 Case study A

20. Page 18 Case study B

21. Page 19 Case study B

22. Page 20 Goals and standards for performance

23. Guidelines for Effective Goal Setting Assign Specific Goals Encourage Participation Assign Measurable Goals Assign Challenging but Doable Goals Goals and standards for performance Page 21

24. Page 22 Designing a performance appraisal system

25. Page 23 Designing a performance appraisal system Gaining support for the system Choosing an appropriate rating instrument Selecting raters Determining timing Ensuring fairness

26. Page 24 Different methods to evaluate performance

27. Page 25 Different methods to evaluate performance 1 of 3 Peer reviews Self evaluation Upward appraisals

28. Page 26 Different methods to evaluate performance 2 of 3 TYPES OF PERFORMANCE APPRAISAL Formal annual performance appraisals Probationary reviews Informal one-to-one review discussions Counselling meetings Observation on the job Skill- or job-related tests Assignment or task followed by review, including secondments (temporary job cover or transfer)

29. Page 27 Different methods to evaluate performance 3 of 3 TYPES OF PERFORMANCE APPRAISAL Assessment centres, including observed group exercises, tests presentations, etc. Survey of opinion of others who have dealings with the individual Psychometric tests and other behaviouralassessments Graphology (handwriting analysis)

30. Page 28 Golden cycle of performance management

31. Page 29 Golden cycle of performance management Goal setting and planning Ongoing feedback and coaching Appraisal and reward

32. Page 30 Types of performance appraisal

33. Page 31 Types of performance appraisal Graphic rating scale BARS( Behaviourally Anchored Rating Scales) Alternation ranking Forced distribution method Critical incident method Narrative Forms Paired comparison MBO (Management by Objectives)

34. Page 32 Problems with performance appraisal

35. Page 33 Problems with performance appraisal 1 of 2 Unclear standards Halo effect Central tendency Leniency or strictness Bias Horns Effect Recency Error First Impression Fixed Impression

36. How to Avoid Appraisal Problems Know Problems Control Outside Influences Use the Right Tool Train Supervisors Keep a Diary Problems with performance appraisal 2 of 2 Page 34

37. Page 35 Areas to improve; collaborate don’t assassinate

38. Page 36 Areas to improve; collaborate don’t assassinate Emphasize the positive with the negative Couch your criticism in terms of the shared greater good rather than framing it as a personal indictment Enlist your employee as an ally in troubleshooting a vexing issue Offer the employee flexible options in resolving a shortcoming

39. Page 37 The performance appraisal interview

40. Page 38 The performance appraisal interview 1 of 2 How to conduct the interview Checklist How to handle a defensive appraisee How to constructively criticize the appraisee How to ensure the interview leads to improved performance How to handle a formal written warning

41. Page 39 The performance appraisal interview 2 of 2 GIVING NEGATIVE FEEDBACK Why candour is important The importance of documentation The importance of the correct wording Encouraging employee feedback Ending on a positive note

42. Page 40 Drill B

43. Page 41 Drill B

44. Page 42 Points to bear in mind

45. Page 43 Points to bear in mind 1 of 4 Reduce surprises Look back before you look ahead Know the effects of documentation Avoid extremes Get employees involved Separate performance and pay increase discussions Know how to use the performance review for disciplinary purposes

46. Page 44 Points to bear in mind 2 of 4 SELF-EVALUATION Address your overall performance/track record for the review period In what areas do you need additional support, structure and direction? What are your goals for the next year or next review period?

47. Page 45 Points to bear in mind 3 of 4 WATCH YOUR LANGUAGE Avoid discriminatory references Avoid the term “attitude” Use “for example” frequently Document how the supervisor has tried to help the employee meet performance standards

48. Page 46 Points to bear in mind 4 of 4 REVIEW TIMELINE One month before Two weeks before One week before On the day Three to five days after the review

49. Page 47 Case study C

50. Page 48 Case study C

51. Page 49 Case study D

52. Page 50 Case study D

53. Conclusion & Questions

54. Page 52 Conclusion Summary Questions