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”