Appraisals January 2010

Appraisal training-Smith of Derby

by Fluid

January 2010

Contents3-4 Introduction to Fluid5-6 Questionnaires 7-8 Existing forms used by Smith of Derby 9-10 What is an appraisal?11-14 How to conduct an appraisal15-16 Timescales17-19 Preparation20-22 During the meeting23-24 After the meeting25-26 Attitudes which need to be understood27-28 Mistakes to avoid at appraisal29-31 360 degree feedback32-33 Preparing for a negative reaction34-35 Giving constructive feedback36-37 Collaboration not assassination38-47 Exercises48-50 Top tips51-52 Conclusion, summary and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist Human

Resources and training consultancy headed by Tim Holden MCIPD.

• Fluid provides consultancy advice and delivers training to private and public sector organisations across the UK. We are not a recruitment company and pride ourselves on our extensive research capability which allows us to remain at the cutting edge of both best practice and creative initiatives that genuinely deliver results.

• Worked with Smith of Derby since 2008.• The core services provided by Fluid are:

- Attraction- Selection- Retention- Remuneration & Reward - Outplacement- Training & HR consultancy

Questionnaires

• Questionnaire A• Questionnaire B

Questionnaires (1 of 1)

Existing forms used by Smith of Derby

• Managers• Non-managers

Existing forms used by Smith of Derby (1 of 1)

What is an appraisal?

• Definition• History• What can an appraisal achieve and

contribute to?• Reasons for appraisals• Objectives of appraisals

What is an appraisal? (1 of 1)

How to conduct an appraisal

• Measurement• Feedback• Positive reinforcement• Exchange of views• Agreement

How to conduct an appraisal (1 of 3)

• Objectives • Competence• Training • Actions• Behaviour


• Good appraisals• Bad appraisals• SMART objectives


Timescales

• One month before• Two weeks before• One week before• On the day of the meeting• Three to five days after the meeting

Timescales (1 of 1)

Preparation

• Appraiser• Appraisee• Self assessment

Preparation (1 of 2)

• Inform• Venue• Layout

Preparation (2 of 2)

During the meeting

• Asking the right questions• Listening• Giving feedback• Ratings

During the meeting (1 of 2)

• Introduction• Review and measure• Agree• Further points or questions• Close positively• Record main points

During the meeting (2 of 2)

After the meeting

• Follow-up• Chase

After the meeting (1 of 1)

Attitudes which need to be understood

• Poor performance• Career progression• Emotion• Appraiser• Appraisee

Attitudes which need to be understood (1 of 1)

Mistakes to avoid at appraisal

• Halo effect• Bias• Undue credit for length of service• Personal projection/self-identification• Loose ratings• Judgment of recent behaviour

Mistakes to avoid at appraisal (1 of 1)

360 degree feedback

• Definition• Why do it?• Does it work?• What can people discover about

themselves?• What concerns will people have?• What does a helpful report look like?• Online

360 degree feedback (1 of 1)

• Introduction• Template guidelines

360 degree feedback (2 of 2)

Preparing for a negative reaction

• Within reason let the appraisee blow off steam

• Don’t fake agreement• When the storm passes, continue the

meeting• If there is a hint of violence leave the room

and get help

Preparing for a negative reaction (1 of 1)

Giving constructive feedback

• Focus on candour• Stress the importance of documentation• Highlight the importance of careful

wording• Encourage employee feedback• End on a positive note

Giving constructive feedback (1 of 1)

Collaboration not assassination

• Positive, negative, positive• Couch criticism in terms of the greater

good• Enlist the appraisee as an ally• Offer flexible options

Collaboration not assassination (1 of 1)

Exercise One

• Clarify performance expectations

Exercise One

Exercise Two

• Role play and case study• Satisfactory performer, difficulty in

identifying developmental needs

Exercise Two

Exercise Three

• Questionnaire analysis• Managers’ apathy towards appraisals• Typical comments• Four ideas

Exercise Three

Exercise Four

• Dealing with unexpected responses

Exercise Four

Exercise Five

• Managing the poor performer

Exercise Five

Top tips

• Reduce surprises• Look back before you look ahead• Know the effects of documentation• Avoid extremes• Get employees involved• Know how to use appraisals for disciplinary

purposes

Top tips (1 of 2)

• Bear in mind the culture• Address the need for change• Create clear expectations• Improve tools• Align goals

Top tips (2 of 2)

Conclusion, summary and questions

Conclusion

• Summary• Questions

Appraisals January 2010

Business

Transcript of Appraisals January 2010