Download - Appraisals 2016
Go from good to great by…UNDERTAKING
EFFECTIVE PERFORMANCE APPRAISALSLondon HR and Training
July 2016
Introduction
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Intro - London HR and Training
• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden
• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and
Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers
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Contents5-6 Definitions7-8 Elements of performance appraisal9-10 Types of performance appraisal11-12 Objectives of performance appraisal13-15 The performance appraisal meeting16-17 Information to be collated18-20 Preparation for the appraisal meeting21-22 Questions to ask at the appraisal meeting23-24 Listening to the appraisal meeting25-27 What does a constructive appraisal meeting look like?28-29 What does a poor appraisal meeting look like?30-32 When feedback works best…33-34 Steps to take with peer evaluations for senior management 35-36 Real-time performance appraisals37-38 A conceptual framework for performance appraisals39-40 If appraisals are annual what do I do during the rest of the year?41-43 Mistakes that can occur with performance appraisals44-46 Problems with performance appraisals47-48 Exercise49-50 To sum up…
Definitions
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Definitions• Performance appraisal• Appraiser or rater• Appraisee or rate• Performance management
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Elements of performance appraisal
Elements of performance appraisal
• Measurement• Feedback• Positive reinforcement• Open exchange of views• Agreement
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Types of performance appraisal
Types of performance appraisal
• Past oriented methods• Future oriented methods
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Objectives of performance appraisal
Objectives of performance appraisal
• Employee promotions• Employee confirmation• Learning and development• Competency building• Compensation review• Improve communication• HR program evaluation• Feedback and grievance redressalPage 12
The performance appraisal meeting
The performance appraisal meeting 1 of 2
LOOKING BACK• Start on the conversation with general
reflections• Goals/accomplishments• Learning and development highlights• Manager’s assessment of past
performance• Make your thinking ‘visible’• Highlight strengths• Highlight areas for improvement• Invite employee comment and dialoguePage 14
The performance appraisal meeting 2 of 2
LOOKING FORWARD• Shift the focus to discussing the
future• Review your organisation’s priorities
for the year ahead• Share your draft objectives for this
employee and indicate why you see these as important
• Ask the employee for his comments and suggestionsPage 15
Information to be collated
Information to be collated• Objectives• Competence• Values and behaviours• Training• Actions
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Preparation for the appraisal meeting
Preparation for the appraisal meeting 1 of 2
• Performance since the last meeting and what has been achieved
• Review objectives and development plans
• Factors that helped or hindered performance
• How the appraise has responded to challenges
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Preparation for the appraisal meeting 2 of 2
• Current learning & development/support needed
• Actions that may be taken to develop or improve performance
• Directions that the individuals’ career might take
• Objectives for the next review period
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Questions to ask at the appraisal meeting
Questions to ask at the appraisal meeting
• Open questions• Probing questions
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Listening during the appraisal meeting
Listening during the appraisal meeting
• Concentrate on the appraise and be aware of behaviour and body language
• Respond quickly when necessary but not interrupt
• Ask relevant questions to clarify meaning
• Comment on points to demonstrate understanding
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What does a constructive appraisal
meeting look like?
What does a constructive appraisal meeting look
like? 1 of 2• Achievement is recognised and
reinforced• Appraisers listen actively to what
appraisees say• Scope for reflection and analysis• Performance and behaviour is
analysed, rather than personalityPage 26
What does a constructive appraisal meeting look
like? 2 of 2• The whole period is reviewed
rather than just recent or isolated events
• Future capability and development needs are discussed
• The meeting ends positively with agreed action plans to improve and sustain performance in the future
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What does a poor appraisal meeting look
like?
What does a poor appraisal meeting look
like? • Focuses on a catalogue of failures and omissions
• Controlled by the appraiser• Ends with disagreement between
the appraiser and appraise• Leaves the appraise feeling
disengaged or demotivated by the process
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When feedback works best…
When feedback works best… 1 of 2
• Individuals are given access to readily-available information on their performance and progress
• Feedback is related to actual events, observed behaviours or actions
• Events are described rather than judged
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When feedback works best… 2 of 2
• Feedback is accompanied by questions soliciting the individual’s opinion why certain things happened
• Individuals are encouraged to come to their own conclusions about what happened and why
• There is understanding about what went wrong and an emphasis on putting things right rather than censuring past behaviour
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Steps to take with peer evaluations for senior
management
Steps to take with peer evaluations for senior
management• Determine objectives, format and
criteria• Conducting the peer evaluation• Using the results• Evaluating and fine tuning the
evaluations
• Categories and questionsPage 34
Real-time performance appraisals
Real-time performance appraisals
• Clearly define expectations• Measure behaviour, values and
skills• Communicate constantly and
consistently• Provide specific feedback• Choose your directionPage 36
A conceptual framework for
performance appraisals
A conceptual framework for performance
appraisalsINDEPENDENT VARIABLES• Management process• Level of trust in appraisal
process• Training levels• CommunicationDEPENDENT VARIABLES• ImplementationPage 38
If appraisals are annual what do I do during the
rest of the year?
If appraisals are annual what do I do during the
rest of the year?• Relationship based on mutual trust• Hold regular meetings and set
expectations• Explore barriers to success and tools
needed to perform• Put together a mutual written action
plan• Provide regular, constructive
feedback• Use constructive feedback to discuss
and correct behavioursPage 40
Mistakes that can occur with performance
appraisals
Mistakes that can occur with performance appraisals 1 of 2• Lack of objectivism
• Hierarchy effect• Transfer of aesthetic stereotype• Central tendency mistake• Freshness mistake• Imitation mistake• Contact effect• Leniency or harshness mistake• Radiation mistakePage 42
Mistakes that can occur with performance appraisals 2 of 2• Blinding effect (halo effect)
• Horn effect• Projection mechanism• Contrast mistake• Causal attributions mistake• Last impression effect• Labelling (dividing people into groups)• Self-fulfilling prophecy• Culturally determined distortionsPage 43
Problems with performance appraisals
Problems with performance appraisals 1
of 2• Can be costly• Can be destructive• Can be a monologue rather than
a dialogue• The formality of the performance
appraisal stifles discussion• Performance appraisals are too
infrequentPage 45
Problems with performance appraisals 2
of 2• Performance appraisals can be an exercise in form-filling
• Sometimes performance appraisals are not followed up
• People may find performance appraisals stressful
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Exercise
Exercise
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To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
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