managing staff performance appraisals
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MANAGING STAFF PERFORMANCE APPRAISALS
Date: 13 September 2005
IntroductionsIntroductions Who are you? What do you do? What do you want to achieve?
Aims and ObjectivesAims 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
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
Performance Reviews
Why do we have them?
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.
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
5 Steps to an Effective Appraisal1. 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.
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.
ProceduresProcedures: 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
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
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
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
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
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.
Appraisee’s Role The review meeting offers an
opportunity to discuss jointly their:
- Performance- Future- Objectives- Focus and approach to current role
Preparing for the Meeting
Plan ahead of meetingBe aware of your limitations of
authorityBe fully conversant with the policy
and procedure
Environment Vitally important to create an
environment that creates an atmosphere of trust and encourages open discussion.
Confidentiality Trust Room
Planning time and resource Estimate how much time and resources
required for development activities
Estimate how much time will be required for duration times of objectives
Plan resources needed to achieve objectives and undertake development activities
Six Step Structure to Appraisals1. Introduction2. Agenda3. Discussion 4. Action Plan5. Summary6. Follow Up
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
Evaluating Performance (cont ’dQuestions 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?
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
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
Ownership/Empowerment It is the employee’s responsibility to
achieve their objectives.
Solutions rather than problems
Agreeing objectives
Have faith in their abilities
Motivating Staff to Meeting ObjectivesTake on responsibility for
achievements
Praise
Delegation
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.
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
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 AppraiseeNever promise anything you
can’t deliver
Development PlansThe aims of a performance and
development appraisal is to:
Review staff’s development
The improvement of both long and short-term performance
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.
Managing Difficult Situations If an issue/problem arises
Be aware of your limitations
Stopping the appraisal meeting
Poor PerformanceThis will be covered in more detail
in the course “Managing Performance”
Follow Up Appraisal Meeting Ad-hoc Meetings
Planned Follow-Up Meetings
Formal evaluation review at end of projects
What were our Aims Understand the principles of performance
management and the appraisal process
Identify skills and techniques of effective appraisal interviewing
Learn how to use the appraisal system as a motivational tool
Develop your performance management skills
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