Appraisals 2016

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Transcript of Appraisals 2016

Jeep Productions

Go from good to great byUNDERTAKING EFFECTIVE PERFORMANCE APPRAISALS

London HR and Training

July 2016

1

IntroductionPage 2

2

Intro - London HR and TrainingLondon HR and Training is a specialist human resources and training consultancy headed by Timothy Holden 10 years in banking20 years in training and human resourcesBusiness owner since 2007The 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 seekersPage 3

3

Contents5-6Definitions7-8Elements of performance appraisal9-10Types of performance appraisal11-12Objectives of performance appraisal13-15The performance appraisal meeting16-17Information to be collated18-20Preparation for the appraisal meeting21-22Questions to ask at the appraisal meeting23-24Listening to the appraisal meeting25-27What does a constructive appraisal meeting look like?28-29What does a poor appraisal meeting look like?30-32When feedback works best33-34Steps to take with peer evaluations for senior management 35-36Real-time performance appraisals37-38A conceptual framework for performance appraisals39-40If appraisals are annual what do I do during the rest of the year?41-43Mistakes that can occur with performance appraisals44-46Problems with performance appraisals47-48Exercise49-50To sum up

4Absence August 2014

DefinitionsPage 5

5

DefinitionsPerformance appraisalAppraiser or raterAppraisee or ratePerformance management Page 6

6Appraisal LAppraisal M

Elements of performance appraisal

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Elements of performance appraisalMeasurementFeedbackPositive reinforcementOpen exchange of viewsAgreementPage 8

8Appraisal A

Types of performance appraisal

9

Types of performance appraisalPast oriented methodsFuture oriented methods

Page 10

10Appraisal M

Objectives of performance appraisal

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Objectives of performance appraisalEmployee promotionsEmployee confirmationLearning and developmentCompetency buildingCompensation reviewImprove communicationHR program evaluationFeedback and grievance redressal

Page 12

12Appraisal M

The performance appraisal meeting

13

The performance appraisal meeting 1 of 2LOOKING BACKStart on the conversation with general reflectionsGoals/accomplishmentsLearning and development highlightsManagers assessment of past performanceMake your thinking visibleHighlight strengthsHighlight areas for improvementInvite employee comment and dialoguePage 14

14Performance reviews August 2014 A

The performance appraisal meeting 2 of 2LOOKING FORWARDShift the focus to discussing the futureReview your organisations priorities for the year aheadShare your draft objectives for this employee and indicate why you see these as importantAsk the employee for his comments and suggestionsPage 15

15Performance reviews August 2014 A

Information to be collated

16

Information to be collatedObjectivesCompetenceValues and behavioursTrainingActionsPage 17

17Appraisal A

Preparation for the appraisal meeting

18

Preparation for the appraisal meeting 1 of 2Performance since the last meeting and what has been achievedReview objectives and development plansFactors that helped or hindered performanceHow the appraise has responded to challengesPage 19

19Appraisal A

Preparation for the appraisal meeting 2 of 2Current learning & development/support neededActions that may be taken to develop or improve performanceDirections that the individuals career might takeObjectives for the next review period

Page 20

20Appraisal A

Questions to ask at the appraisal meeting

21

Questions to ask at the appraisal meetingOpen questionsProbing questionsPage 22

22Addictions AA

Listening during the appraisal meeting

23

Listening during the appraisal meetingConcentrate on the appraise and be aware of behaviour and body languageRespond quickly when necessary but not interruptAsk relevant questions to clarify meaningComment on points to demonstrate understanding Page 24

24Appraisal A

What does a constructive appraisal meeting look like?

25

What does a constructive appraisal meeting look like? 1 of 2Achievement is recognised and reinforcedAppraisers listen actively to what appraisees sayScope for reflection and analysisPerformance and behaviour is analysed, rather than personalityPage 26

26Appraisal A

What does a constructive appraisal meeting look like? 2 of 2The whole period is reviewed rather than just recent or isolated eventsFuture capability and development needs are discussedThe meeting ends positively with agreed action plans to improve and sustain performance in the futurePage 27

27Appraisal A

What does a poor appraisal meeting look like?

28

What does a poor appraisal meeting look like? Focuses on a catalogue of failures and omissionsControlled by the appraiserEnds with disagreement between the appraiser and appraiseLeaves the appraise feeling disengaged or demotivated by the processPage 29

29Appraisal A

When feedback works best

30

When feedback works best 1 of 2Individuals are given access to readily-available information on their performance and progressFeedback is related to actual events, observed behaviours or actionsEvents are described rather than judged

Page 31

31Appraisal A

When feedback works best 2 of 2Feedback is accompanied by questions soliciting the individuals opinion why certain things happenedIndividuals are encouraged to come to their own conclusions about what happened and whyThere is understanding about what went wrong and an emphasis on putting things right rather than censuring past behaviour

Page 32

32Appraisal A

Steps to take with peer evaluations for senior management

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Steps to take with peer evaluations for senior managementDetermine objectives, format and criteriaConducting the peer evaluationUsing the resultsEvaluating and fine tuning the evaluations

Categories and questions

Page 34

34Appraisal B

Real-time performance appraisals

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Real-time performance appraisalsClearly define expectationsMeasure behaviour, values and skillsCommunicate constantly and consistentlyProvide specific feedbackChoose your direction

Page 36

36Appraisal G

A conceptual framework for performance appraisals

37

A conceptual framework for performance appraisalsINDEPENDENT VARIABLESManagement processLevel of trust in appraisal processTraining levelsCommunicationDEPENDENT VARIABLESImplementation

Page 38

38Appraisal L

If appraisals are annual what do I do during the rest of the year?

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If appraisals are annual what do I do during the rest of the year?Relationship based on mutual trustHold regular meetings and set expectationsExplore barriers to success and tools needed to performPut together a mutual written action planProvide regular, constructive feedbackUse constructive feedback to discuss and correct behavioursPage 40

40Appraisal M

Mistakes that can occur with performance appraisals

41

Mistakes that can occur with performance appraisals 1 of 2Lack of objectivismHierarchy effectTransfer of aesthetic stereotypeCentral tendency mistakeFreshness mistakeImitation mistakeContact effectLeniency or harshness mistakeRadiation mistake

Page 42

42Appraisal K

Mistakes that can occur with performance appraisals 2 of 2Blinding effect (halo effect)Horn effectProjection mechanismContrast mistakeCausal attributions mistakeLast impression effectLabelling (dividing people into groups)Self-fulfilling prophecyCulturally determined distortions

Page 43

43Appraisal K

Problems with performance appraisals

44

Problems with performance appraisals 1 of 2Can be costlyCan be destructiveCan be a monologue rather than a dialogueThe formality of the performance appraisal stifles discussionPerformance appraisals are too infrequent

Page 45

45Performance reviews August 2014 O

Problems with performance appraisals 2 of 2Performance appraisals can be an exercise in form-fillingSometimes performance appraisals are not followed upPeople may find performance appraisals stressfulPage 46

46Performance reviews August 2014 O

Exercise

47

Exercise

Page 48

48

To sum up

49

To sum upConclusionSummaryVideosUseful links

Page 50

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