imeche performance management and appraisal skills webinar slides
Post on 17-Jul-2015
432 Views
Preview:
TRANSCRIPT
LEARNING & DEVELOPMENT
“THE MOST SUCCESSFUL PEOPLE AND BUSINESSES NEVER STOP LEARNING”
This session will start at 12:45
Performance Management & Appraisal Skills
Agenda
Understand the components of the Performance Management Cycle
Clarify the term Performance Management
Appraisals seeing the positives
Roles & responsibilities
Introduce a structure for conducting appraisals
Feedback model
Annual appraisal
Annual appraisal
Review
Review of goals & targets for previous 12 months
Review of competences for the appraisee’ s role
Review of how company values demonstrated
The future
Setting goals and targets for the next 12 months
Agreeing development needs and provision of appropriate development
Consideration of mid/long term career aspirations of the appraisee
Two way approach
Feedback for manager on how they have managed the appraisee
Roles & responsibilities
MANAGER = EMPLOYEE
(Appraiser) (Apraisee)
Annual appraisal & 6 monthly review
Annual appraisal
6 month review
Performance management cycle - Formal
Annual Appraisal
6 month review
Formal
1:1
1:1
1:1
1:1
Performance management cycle - Informal
Annual Appraisal
6 month review
Informal
1:1
1:1
1:1
1:1
F/B
F/B
F/B
F/BF/B
F/B
F/BF/B
F/B
F/B
F/B
F/B
F/B
F/BF/B
F/BF/B
F/B
Poll
Defining performance
Culture
1. A culture of performance – where there is a real desire to improve and deliver the best possible services/products for customers
2. A performance management culture – where there is a focus on aspects of managing performance, with a keen interest in developing and using systems that measure and report as the basis for taking action to do things better.
1 + 2 = PERFORMANCE ORIENTED CULTURE
What may go wrong
Appraisal benefits - Company
Motivated workforce
Succession planning
TNA (training needs analysis) & skill gap analysis leading to individual and group training
Feedback on how people are being managed
Staff who take accountability
Salary control/equilibrium
Continuous improvement of employees
Uniform approach globally, easier for people to be mobile
Demonstrates an interest in employees
Assists in delivery of strategy
Good external PR (employer of choice)
Helps reinforce the company values
So…
What are the advantages
for employees?
Appraisal benefits - Employee
Links reward to achievement and effort (to some extent)
Allows some say in career progression
Chance to provide feedback on how managed
Familiar system even if they move country
Knowledge that succession planning is taking place
Opportunity to see the link between company/unit and personal goals (Balanced Scorecard approach –alignment)
Fair and transparent system Chance to be involved in
goals set and shape career may take
Clarity on what line manager and organisation expect
Roles & responsibilities
MANAGER = EMPLOYEE
(Appraiser) (Apraisee)
Research: Motivation
Autonomy MASTERY Purpose
Four step process
Rapport
Acquire
Supply
Actions
Rapport
Contracting – Opening the Review
Setting the scene Managing
expectations Setting parameters for
the discussion Agreeing outcomes Building
rapport/putting appraisee at ease -'small talk'
Reviewing performance
When reviewing performance you need to look at whole performance
Acquire
Seeking the views of the appraisee
Asking open but specific questions
Listening well Summarising to clarify
and establish common understanding
Supply
Give feedback Provide evidence Look at business
results Seek feedback (if not
already given) Outline how you see
the future
Roles & responsibilities
MANAGER = EMPLOYEE
(Appraiser) (Apraisee)
Actions
Summarising
Development Plans and Objectives
Ground rules
+
Receiving Feedback Well
Listen without interruption
Avoid being defensive
Ask questions to clarify (e.g.s)
Summarise
Thank giver
Consider what to do…
Poll
ERCB Feedback Model
• Evidence
• Result
• Change/continue
• Benefit
Evidence
Results
Change / Continue
Benefits
Summary
Understand the components of the Performance Management Cycle
Clarify the term ‘Performance Management’ Appraisals seeing the positives Roles & responsibilities Introduce a structure for conducting appraisals Feedback model
Some References
“How to be good at Performance Appraisal –simple, effective, done right” by Dick Grote
“Performance Appraisal – expert solutions to everyday challenges” by Harvard Business school press
www.cipd.co.uk
www.peoplemanagement.magazine.co.uk
LEARNING & DEVELOPMENT
“THE MOST SUCCESSFUL PEOPLE AND BUSINESSES NEVER STOP LEARNING”
top related