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