Appraisal Skills and Performance Management are all about improving the effectiveness of your staff. Done badly, performance management is time wasting and breeds cynicism and frustration. Done well, appraisal is a valuable management tool. Appraisals help managers direct activities towards the objectives of the business. A good performance management system will motivate and re-motivate staff, leading to a greater commitment and improved morale.
This In Company Appraisal Skills course covers: effective systems, appraisal practice, appraisal techniques, the likely problems and the best solutions.
Appraisal Skills Programme Contents
- What is performance management and appraisal
- The benefits of a performance management system
- Guidelines for appraisers
- Management styles
- Appraisal as a method of motivation
- Conducting the appraisal meeting
- The technique for good interviews
- Preparing for appraisal
- Measures of performance
- Syndicate exercises
- Setting objectives
- Designing appraisal systems
- Workshop approach
- Group discussion
- Problem analysis
- Case studies
- Action learning
- Emphasis on individual key tasks
- Delegate workbooks
What You Will Gain On This Appraissal Skills Course
An understanding of the value performance appraisals can have as a practical management tool. You will learn how to set measurable, achievable objectives and how to improve your own practical appraisal skills. You will also improve your managerial skills and pick up some ideas to get better performance from your staff.
Duration: One Day (9am - 5 pm)
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Top Tips for Conducting Appraisals
The purpose of an appraisal is to increase an employee’s performance and efficiency. They are also intended to increase motivation, ensure that people are kept updated with the latest developments and inform them of the skills they will need to develop in order to address change positively.
Before the Appraisal
Tip No.1 Be prepared
Careful preparation is essential when you are giving an appraisal as a manager. The responsibilities outlined in a job description are an ideal starting point for assessing performances. Also read what was agreed at the previous appraisal. Consider the evidence. What activities is the appraisee proudest of? What areas did they find most difficult and why? How helpful are they to their colleagues as a member of the team? When appraising someone who may later take on more senior roles in the organisation it could be necessary to prepare to discuss such skills as leadership potential, interpersonal skills and problem solving. The appraisee should be told in advance what areas will be discussed.
Tip No.2 Give your appraisee plenty of time to prepare.
Don’t drop it on them that their appraisal will take place immediately. Be sure that they have easy access to any documents that need to be completed. Provide copies of previous documents, such as the result of their last appraisal, or any other information that is pertinent.
Tip No.3 Organise the environment in which the meeting will take place.
Your time should not appear to be hurried or indicate that you really do not have the time to focus on your staff, and their performance and needs. It is wise to block out the diary for at least an hour and make arrangements to have no interruptions during your discussions. Arrange chairs to interview side by side rather than across a desk, making the situation one of sharing ideas rather than confrontational.
Tip No.4 Think about their development?
Could their performance be improved, and if so, how? What new skills will they need for the future? What will they need to do to adapt to a new situation that is on the horizon? Do they need training, personal coaching from a colleague or mentoring? Are there any relevant, cost effective training courses available that will add value and not disrupt their work?
Tip No.5 Imagine what issues they might raise.
Can you provide practical solutions to these? Do you think that their career expectations are realistic? How will you handle this matter if their goals are not realistic? Are you likely to receive criticism yourself? If so, what is it likely to be about and how will you respond? It is wise to prepare for this.
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Conducting an appraisal
Tip No.1 Decide how you are going to open the meeting.
It is important to establish a rapport and encourage their active participation in a frank and open discussion. The use of open-ended questions will encourage them to talk. Open handed body language plus good eye contact will suggest that you are fully engaged and attentive to what they have to say. Ideally the appraisee should be doing at least 50% of the talking. It should not just be a ‘you telling them’ session.
Tip No.2 Relationships.
Be aware that you are in an ongoing relationship with your staff and you need to conduct and finish the appraisal in such a way that this relationship is developed, not irrevocably damaged.
Tip No.3 Keep to the facts.
What is the evidence that will be the background to your discussion? Focus on the actual results that have been achieved not on emotional issues. Don’t talk in generalities. Be specific about the situations from which your positive reflection or critical comments arise. It is naturally easier to talk about things that are quantifiable such as sales or the number of projects completed but more difficult to deal with initiative, relationships with colleagues, or how your staff develop contacts or approach customers. Think about how you would compare the work of an average member of staff with that of an exceptional one in these areas and consider how you will convey this to the appraisee.
Tip No.4 Be practical.
Seek practical, cost effective solutions that will increase the performance and motivation of your staff. Continually ask your appraisee for their ideas. Don’t limit the discussion to your own ideas or simply telling them what to do and how you want it done. Never offer or promise something that you cannot deliver. If you do, it will come back to haunt you at some later date.
Tip No.5 Do not raise any issues that you cannot solve.
Have suggested solutions to issues you want to raise
Tip No.6 The appraisal should result in action points and ideas for developing the skills and performance of your staff. Employees who have been doing a job for many years often feel that they don’t need any further training and it may be difficult for you to come up with ideas. But the working environment is in a state of continual change. Everyone needs to plan for how they will adapt to it and develop the skills that will be required in the future and every organisation needs to consider how it can help staff to achieve this.
You may also be interested in our other courses:
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Some of our respected clients
|Arbour Care||Fingal County Council||Pfizer|
|Baxter Storey Ireland||Gaffer Trading Ltd||Roscommon County Council|
|Beltronics||Galway City Council||Ryanair PLC|
|Beyond Entertainment||Gill Manufacturing & Assembly||Savills|
|BNP Paribas||Glanbia PLC||Spectrum Logistics|
|Bord Bia||Grant Thornton||St Gerard’s Private School|
|Cahill May Roberts||H2 Compliance||The Commissioner of Irish Lights|
|Carlow County Council||Health Information and Quality Authority||The Houses of the Oireachtas|
|Cavan County Council||Hickeys Fabrics||The HSE|
|CBRE||IBRC||The Institute of Technology Blanchardstown|
|Celtic Aerospace||Independent Newspapers (Ireland) Limited||The Institute of Technology Tralee|
|Clare County Council||Irish Trucks||The Irish Stock Exchange|
|Clarion Hotels IFSC||KMK Metals||The Irish Aviation Authority|
|CombiLift||Laois County Council||The Lawrence Life Insurance|
|Commission for Communications Regulation||LC Seating||The Marine Institute|
|Cork City Council||Limerick City and County Council||The National College of Ireland|
|Cruinn Diagnostics||Loyaltybuild||The National Consumer Agency|
|Custom House Fund Services||Meath County Council||The National Rehabilitation Hospital|
|Dessian Products Ltd||Mercer Consulting||The Office of the Ombudsman|
|DKIT||Mercury Engineering||The Radiological Protection Institute|
|Donegal County Council||Micro Bio||The Training Learners Skillnet|
|Dublin City University||Monaghan County Council||The Financial Services Ombudsman|
|Dublin Institute of Technology||Mount Carmel Hospital||Trinity College Dublin|
|Emerald Truck and Van Ltd||Movianto Pharmaceuticals||Turfgrass Consultancy|
|ESB Networks||NVD Ltd||UCD|
|Eurolink M3||Paddy Power PLC||Waterford City and County Council|
|Ferrycarrig Hotel||Peamount Hospital||Waterford Institute of Technology|
|Festo Limited||Pearse Trust||Windowmate NI Ltd|
|Fideuram Asset Management||PFH Technology||3Q Recruitment|