Death of AppraisalCharles Wilson

The Webinar will begin shortly

Agenda

• Welcome• Housekeeping notes• Session starts• Q&A• End of webinar

Housekeeping

• Slides will be available on our SlideShare page, link will be emailed to you

• Recording of the webinar will be available to download, link will be emailed

• Take the time to complete post-webinar survey that will pop up at the end

• You can type your questions throughout the session• Time will be allocated in the end for the speaker to

address your questions

APPRAISAL - What do we want to achieve?

How has it gone? – opinionsMeasurement – objectives + -Gap analysis & Training needs New objectivesPromotion Y/NSalary step Y/NMotivational way aheadAre we doing the job we are paid to do and at what standard?

Key Principles - Performance Management

• Process of PM – create not destroy value• PM fits the goals – effectiveness – efficiency –

quality –equity• Primary Aim of PM– Improve quality & performance measurement– Allow focus on targets– Motivate– Support

• Openness

Appraisal Negatives

• Drive towards standardisation• Apportion blame• Top down departmental process

of accountability.

International opinion

• 2013 -23% above average in conduct of reviews

• 95% managers dissatisfied• 90% HR heads – ‘do not yield accurate info’• Not identifying and managing talentCommon Criticisms– Misleading – Complex– Time and money– Damaging to people

Key Questions

• Why do it?• What is being achieved?• Cost –Time–Money–Morale

Information gathered?

• Approx indication as to quality of people • Training Need – limited• Succession Planning information • Movement in pay • Promotions• ID problem people• How much actual work measurement is

done?

Ranking

• Appears logical -Remains the common system• Triggers ‘fight’ or ‘flight’– Miss-used – subjective opinion masked by ‘evidence’– Puts people into ‘Boxes’– Seen as consistent to match performance & reward

We are all people• How do you find it?• Personally - demotivating - exhausting

So what have we missed

down the years

???????

1st Miss

• Us and how we feel• Ranking produces aggressive defence• Even the best of intentions..........

“I’m pleased to say that you are ranked ‘GOOD’ this year’

BOXED!Employee knows the system and will assume that

others were ranked ‘very good’ or even ‘excellent’Result.........??????

2nd Miss – Stanford thinking

Two mindsets about growth/learning1. ‘fixed’2. ‘growth’

In 1 – born smart or notIn 2 – Learn – grow-improveWork - ‘fixed’ prevails – majority will avoid

stretching goals - seen as an invitation to fail

The Re-think

• Listen to staff• Talk – structured• Look at facts – achievements – progress –

measurable outcomes for teams and individuals

• Teams – self direction• Keep what’s working– Objectives – goal setting – competencies – (N.B. The ‘menu’ approach)

Re-think

• Remove the threat• Provide guidelines to structured

conversations• Talk• Record• Monitor progress or lack of it• Train for feedback not boxing– ‘the growth mind-set’

What to do?

• Scrap the structured approach• Move to continuous feedback –Shared responsibility• Document personal

progress/contribution–Frequent short feedback sessions –Measure against agreed targets

Culture Shift

Managing and measuring performance is a constant line management responsibility.

Part of everyday workWhy?

To provide high quality informationWithout which we cannot measure and

improveOtherwise – Why bother

Think ‘now’

• Re-examine what traditional appraisal achieves• Examine cost benefit• Are you achieving a Return on Investment?• Does it fit with your view of tomorrow?• Does it reflect declared values?• Is it fit for purpose?• Let’s– Open the debate– Seek views

Questions?

• Thank you for your time!