appraisals 2016

Go from good to great by…UNDERTAKING

EFFECTIVE PERFORMANCE APPRAISALSLondon HR and Training

July 2016

Introduction

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

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

Definitions• Performance appraisal• Appraiser or rater• Appraisee or rate• Performance management

Elements of performance appraisal

Elements of performance appraisal

• Measurement• Feedback• Positive reinforcement• Open exchange of views• Agreement

Types of performance appraisal

Types of performance appraisal

• Past oriented methods• Future oriented methods

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 redressal

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 dialogue

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 suggestions

Information to be collated

Information to be collated• Objectives• Competence• Values and behaviours• Training• Actions

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

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

Questions to ask at the appraisal meeting

Questions to ask at the appraisal meeting

• Open questions• Probing questions

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

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 personality

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

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

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

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

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 questions

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 direction

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• Implementation

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 behaviours

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 mistake

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 distortions

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

infrequent

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

Exercise

To sum up…

To sum up…• Conclusion• Summary• Videos• Useful links