performance appraisal: “ meaningful conversations” listening, learning, & improving
TRANSCRIPT
Performance Appraisal:“Meaningful Conversations”
Listening, Learning, & Improving
Learning Objectives
When you have completed this module you will be able to define the key concepts associated with Hood College’s Meaningful Conversations performance appraisal process and you will be able to:
• Understand the importance of continuous dialogue in employee and organizational success
• Identify the main obstacles to effective performance appraisal
• Understand the value of the performance appraisal process in employee development
Learning Objectives
• Utilize tools to promote productivity and innovation
• Understand a range of techniques that can be applied in performance appraisal
• Use these techniques as we build an effective performance appraisal system
• Explain the benefits of having an effective performance appraisal system
Strategies for our time together
Learning is a process.
There are different learning styles.
Learning is improved when goal-directed.
Active participation enhances the learning experience and retention of important concepts.
Be open to learning.
Develop an action plan.
Meeting your needs
• What questions or concerns do you want to make sure that we cover today?
• What problems do you anticipate in implementing “Meaningful Conversations”?
• How shall we measure the process?
• What does success look like?
Creating Meaningful Conversations
Focus: Employee Success
Meaningful Conversations are both Meaningful Conversations are both the the formal formal and and informal informal dialogues dialogues
held throughout year.held throughout year.
What will “Meaningful Conversations” be like?
• For supervisors?
• For employees?
• For the College?
Meaningful Conversations Process
Each stage is part of a continuous process which
takes place throughout the
year as the supervisor and the employee
focus efforts on achieving goals and developing the employee.
Dialogue is a requirement
for each stage to be successful and for the
process to be “meaningful.”
Why Have Performance Appraisals?
• Performance Appraisal offers several advantages at the level of the:– Individual
– Organization
Why Have Performance Appraisals?
• Performance Appraisal offers several advantages at the level of the:– Individual
• Enhances sense of purpose and self worth• Recognizes of past effort• Uncovers developmental requirements• Motivates for meeting new challenges• Provides information that employees want to know
– Organization• Links jobs to organizational mission • Provides for staff development • Targets achievement of key objectives• Provides focus on important priorities and appropriate utilization
of human resources
Performance Appraisal
• The benefits to the individual and organization are good reasons for having an appraisal process in place
• To maximize the benefits - the organization must support the appraisal process through:– Appropriate resources to facilitate the process– Design of a suitable process for the organization – Training of management staff in the process – Training of the personnel in the process
What is a Meaningful Conversation?
• Is it just a performance appraisal?– Connotates only
once a year soliloquy
• How can it be meaningful?– Becomes a formal
and informal process for ongoing dialogue
Both Aspects of Meaningful Conversations
• Formal– Prescheduled
meetings– Reports – Results– Annual appraisal
• Informal– Impromptu– Personal attention– Catching people
doing things right– Teachable
moments
Overview of the “Meaningful Conversations” Appraisal Process
Formal Appraisal Overview
Plan Work & Identify Skills
Plan Work & Identify Skills
Observe & Document Performance
Observe & Document Performance
Performance AppraisalDiscussion
Performance AppraisalDiscussion
Development ReviewDevelopment Review
Performance ReviewPerformance Review
Reward ReviewReward Review
ServiceProductivityInnovation
ServiceProductivityInnovation
Business PlanJob Description
Performance Goals
Business PlanJob Description
Performance Goals
PAST
PRESENT
FUTURE
The Appraisal Process
• Components– People
• Manager• Employee• Peers
– Information• Facts• Opinions
– Emotion• Positive• Negative
Preparation
Preparation
Involvement
Involvement
CommunIcatIon
CommunIcatIon
Appraisal Procedure
• Agree on objectives
• Monitor performance
• Give sufficient notice
• Prepare necessary documentation
• Prepare location
• Conduct appraisal dialoguedialogue
• Complete documentation of agreement
• Implement plans for employee development
Appraisal Procedure
Benefits of Appraisals
Overall Benefits of Appraisals
• Increased employee performance
• Greater control of work
• Improved motivation and commitment
• Increased information flow
• Better relationships within & across the organization
Benefits of “Meaningful Conversations”
• Designed by people that know Hood College – Vision/Mission– Culture
• Designed by both supervisors and employees to promote ongoing dialogue
• Designed with a focus on best practices
Manager’s Role
• Model appropriate behavior• Reinforce the process• Set Objectives with Employees• Manage process to ensure fair evaluation for
a each member of department• Offer Accurate, Timely, Regular & Specific
Feedback• Other ideas?
Advantages to Managers
Through Performance Appraisal, Managers can :• Translate business goals into individual job objectives
and standards• Monitor performance and offer feedback• Communicate and seek agreement on objectives• Coach employees on how to achieve their performance
objectives• Identify employees strengths and areas for growth• Generate and agree development plans to best serve
the organizations and individual needs
Employee’s Role
• Set Objectives with Manager
• Review current job responsibilities
• Improve Performance
• Be actively involved in their Development
• Suggest ways to improve departmental efficiency
• Be personal advocate
Advantages to Employees
Through Performance Appraisal, Employees can:– Openly discuss performance with managers– Be provided with a development tool– Reinforce and sustain performance– Improve existing performance– Determine career progression goals– Identify training needs– Be engaged in meaningful work – Be empowered to take initiative
Meaningful Conversations Promotes Empowerment
“Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one's own destiny.”
http://humanresources.about.com/od/glossarye/a/empowerment_def.htm
And employee engagement
• “…is a positive attitude held by the employee towards their job and the organization. The three components of an engagement are beliefs, emotions and behaviors.” http://www.hrvalid.com/eei1.htm
• Research says :– Senior mgmt has sincere interest
in employees’ well-being– Organization provides
challenging work– Opportunity for development– Resources to do the job– Opinions that matter– Appropriate decision-making
authority– Safe work environment
Why are empowerment and engagement important?
• Highly engaged employees are less likely to leave
• Individuals who are empowered and engaged are more– satisfied, motivated, committed, productive,
innovative, and service-oriented– Have higher morale– Less burnout
Communication Skills
Communication: A Critical Tool
• Sender and Receiver
• Questioning and listening
• Clarifying and responding
• Understanding and summarizing
Questions promote dialogue
Design your question to close an information gap
OpenOpenOpenOpen ProbingProbingProbingProbing ReflectiveReflectiveReflectiveReflective
HypotheticalHypotheticalHypotheticalHypothetical ClosedClosedClosedClosed
Listening
AvoidingMaking
Judgment
AvoidingMaking
Judgment
Keepingan
Open Mind
Keepingan
Open Mind
Taking theTime
to Listen
Taking theTime
to Listen
Not Interrupting
Not Interrupting
Shift fromTalking
Listening
Language
• Choose language which the employee will understand easily – Talk to get your point across not to show that
you are a ‘gifted orator’
– Check for understanding if the topic is technical
– Watch out for • jargon• acronyms• ‘big words’• ‘trigger words’
Common Mistakes
• Halo Effect• Pitchfork Effect• Contrast Effect• Spillover Effect
• Recency Effect• Comparing• Mirroring• Nice Guy/Gal
The Appraisal
The Formal Appraisal
Appraisal Areas
Preparation
Writing the Appraisal
Do’s and Don’ts
Goals
Self Esteem
Structuring the Appraisal
Appraisal Areas
• Performance (What)– Job responsibilities/duties– Accountabilities– Business targets– Key performance
indicators (KPI’s)– Objectives– Key result areas
• Skills & Knowledge (How)– Technical– Managerial– Interpersonal– Professional – Business– Product
Preparation
• Preparation includes– Reflection - before completing document
• Information gathering – from a variety of sources– Collect all relevant information, not just what will confirm your own
views!
– Documentation• Make sure the participant and you have the appraisal
documents completed correctly
– Organizing a venue• Somewhere neutral and undisturbed• Make sure the phones are off• Put a ‘Do not disturb’ sign on the door
– Scheduling a time• Plan it into your diary and block it from interruption
Writing the Performance Appraisal
• Review the employee’s performance over the last year & your file of past performance discussions
• Identify in particular areas for praise and also areas for improvement
• Ensure completeness
• Make sure the documents are clearly written and used in a way to encourage the employee’s participation
Writing the Performance Appraisal
• Be Specific
– Where Outline Major Accomplishments of the Past Year
– Illustrate how they supported the overall success of the team/company
– Select areas for improvement and show how they impacted on this year’s performance
– Give Examples– Quantify
Writing the Performance Appraisal
• Note Key Strengths– Key Areas where the employee excels– Describe areas of strength
• Note Areas of Development– Areas of Growth & Improvement– Skills/Competencies to be developed
• Summarize Overall Performance Effectiveness– Describe overall effectiveness in terms of team and
organization
Appraiser Activities
• Mentoring/Coaching
• Information Provider
• Encouraging
• Advising
• Clarifying problems
• Questioning
• Seeking Agreement
• Summarizing
Appraisal Fundamentals - Do’s
• Focus on Behavior
• Be Specific
• Be Sincere
• Be Honest
• Consider Your Timing
• Check For Understanding
Appraisal Fundamentals - Don’ts
• Blame or Attack
• Offer Unsubstantiated or Unsupported Feedback
• Become Emotional or Reactive
• Label or Judge the Employee
Appraisal Fundamentals - Self Esteem
• Do– Make positive
comments– Display acceptance– Reduce negative
feelings– Share experiences– Indicate
understanding and empathy
• Don’t– Devalue person– Use negative verbal
and non-verbal behaviors (e g , sigh)
– Show impatience– Be condescending
Goal Setting
• When setting performance or development objectives apply the SMART criteria– Specific– Measurable– Achievable– Relevant– Time Bound
Objectives set in this manner have an improved chance of being realized
Structuring the Appraisal
• The Appraisal has 3 distinct phases
BeginningPhase
BeginningPhase
MiddlePhase
MiddlePhase
EndPhase
EndPhase
Structuring the Appraisal
• The Beginning Phase– 3 Parts
• The Rapport Building– Short and personalized Set the employee at ease
• The Review of the Purpose– Outline the reason for the meeting and indicate that you
will be taking notes Invite the employee to take notes as well
• The Building of the Agenda– This is a shared process so as to develop ownership with
the employee It also recognizes their right to be consulted
Structuring the Appraisal
• The Middle Phase– Use the agenda which has been jointly
developed to guide the process • Stay focused on the point • Finish each point on the agenda and agree
actions that have been decided during the discussion
• Control the process
Structuring the Appraisal
• The End Phase– Signal that the process is ending
• Check if there are any additional matters that the employee wants to raise
– Summarize the action points that have been decided upon
• It can be useful to get the employee to do the summary• Check for understanding and acceptance
– Conclude the meeting • Try to end on a high note and thank the employee for
their contribution
The Appraisal Discussion
The Appraisal Discussion
Discussion
Framing
Disagreement
Criticism
Feedback
The Performance Appraisal Discussion
• Actively Listen– Don’t interrupt– Do Clarify– Do Paraphrase– Do Problem Solve
• There should be no surprises!– Regular performance meetings with employees
will ensure that surprises are avoided
The Performance Appraisal Discussion
• Make sure that it is a discussion not a lecture!
• Make sure that the employee participates
• Make sure that there is clarity in terms of the issues discussed and the action points that come out of them
• Get Signed Agreement on the Appraisal and on any action plans
Positive Framing
• Dependent upon– Tone & Pitch
– Body language
– Language
– Structure of the sentence
If There is Disagreement
• Listen to the Employee’s Opinion
• Assess Any New Information as Appropriate
• Should the Employee not Agree to sign the Appraisal - document this fact
• The Employee can choose to add an addendum or rebuttal - this should be signed also by your manager and HR representative
• Sign and date the Appraisal including any rebuttals
Giving Criticism
• Constructive criticism– Collect the evidence on what you are to give constructive
criticism on
– Ration the criticism so that it will be effective
– Prioritize the criticism
– Avoid going over old ground
– Balance between criticism and praise
– Compartmentalize the criticism
Receiving Criticism
• The appraisal process may offer the employee a chance to criticize you as a manager so you need to be able to take criticism as well
– Listen to the critic, then repeat back the criticism
– Ask the critic to specify the problem
– Search for a solution to the problem
Feedback of Results
• Types of Feedback Interviews–Tell and Sell
–Tell and Listen
–Problem Solving
–Coaching
Feedback of Results
• Tell & Sell
– The feedback is designed to • Tell the participant what is wrong • Show the participant what must be improved
• Sell the improvement process• Motivate the participant to change
Feedback of Results
• Tell & Listen
– The feedback is designed to • Tell the participant what is wrong • Show the participant what must be improved
• Listen to what the participant intends to do to generate the required changes
• Motivate the participant to change
Feedback of Results
• Problem Solving
– The feedback is designed to • Identify the problem
• Clarify what the root cause of the problem is
• Design a solution that will eliminate the problem
• Agree on an implementation plan
Feedback of Results
• Coaching– The feedback is designed to
• Identify the challenges faced by the participant
• Decide on what type of coaching (directive or non-directive) best suits the situation
• Assist the participant to design their own solutions to the challenges
• Provide a source of advice through the activity of implementing the solutions
Listening to understand- Reflecting- Paraphrasing
SummarizingAsking ‘good’ questionsMaking suggestionsGiving feedback
Offering Guidance- Giving advice
Instructing- Telling
PUSHsolving someone’s problem for them
PULLhelping someone
solve their ownproblem
Directive
NonDirective
Directive & Non-directive Coaching
Problems with Appraisals
Appraisal Problems
• Appraisal problems can arise due to
PeoplePeople
ProcessProcess
PreparationPreparation
What problems are you expecting?What problems are you expecting?
People Problems
• The performance appraisal can run into problems that are centered on people due to:– Lack of trust in the appraisal process– The appraisal process is seen as generating
negative experiences based on past activity – Focus on personality rather than performance– Poorly trained people conducting the appraisals
• What can you do to make this a positive experience for your team?
Process Problems
• Process problems can arise due to:
– Poor process design– Complex process– Poor fit with the capabilities of the organization– Lack of training– Little or no co-ordination of the activities– Little or no real support for the process from the
senior management level – No credibility
Preparation Problems
• These can arise due to:– Lack of time allotted to carry out the process in a
professional and complete manner – Lack of a support structure– Unclear objectives– No value assigned to the process therefore it has no
priority in terms of preparing – Poor training in the process
• How will you ensure that you and your team are prepared for “Meaningful Conversations”?
Common Appraisal Problems
• Time consuming
• Can de-motivate
• Retrospective
• Can cause frustration and confusion
• Stresses disagreement
• Inaccurate results
Problems with Appraisals
• Unclear goals
• Unrealistic goals
• No attention paid to goals
• Fear
• Criticism is avoided
• No link to overall strategy for the company
Problems with Appraisals
• Poor communication
• Bad or no preparation
• Interruptions
• Postponement of the appraisal interview
• Lack of trust
• Linked to pay
Preparing your Action Plan
• Scheduling frequent formal discussions– How– When– What
• Capitalizing on informal discussions– Demonstrate your ongoing interest in the
employee and his/her work– Capture the information for future review
Meaningful Conversations Forms
– Mostly narrative – Adult to Adult interaction
– Progress, Accomplishments, Strengths, Innovation
– Development, Mentoring– Future planning
• Goals
• Changes
– Rating person on the same factors as the supervisor
– Rating of competencies and Professional Characteristics
– Conversation Points– Accomplishments and
Commendations– Recommendations
Supervisor Form
How does the structure of these forms help to facilitate Meaningful Conversations?
Employee Form
Summary
• Preparation is vital• Meaningful Conversations is a two way process• Communication skills are vital• Clear and positive language is required• Objective setting should be smart• Know the pitfalls and observe them• Your participation is important to the
success of this process• Feedback will be used to continuously improve
the process
Feedback
• Additional concerns
• Questions
• Other information