Performing at Performance Appraisals

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    Quantum Leap Learning, Bangalore080-41663430

    PERFORMANCE

    APPRAISAL

    TIPS AND TECHNIQUES

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    PAObjectives

    Documentatio

    n

    Organization

    al

    Maintenance

    PromotionsTraining anddevelopment

    Pay scales &

    Pay raise

    Constructive

    criticism and

    guidance

    Administrativ

    e uses

    HR programs

    Communicati

    on

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    Fundamentals of Performance

    Management

    1. Shared Responsibility

    2. Plan, Monitor And Review

    3. Ongoing Developmental Process

    4. Motivational Exercise

    5. OBSERVE And EVALUATE

    An Employee In Relation ToPRE-SET PerformanceStandards

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    What Is Appraised?

    Individual Task Outcomes

    Behaviour

    Traits Collective Outcomes

    Collective Processes

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    Appraisal By Objectives

    Set the organizations goals

    Set the departmental goals

    Discuss developmental goals Define expected results

    Performance reviews

    Provide feedback

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    5 key Components of Appraisal/Review

    1. Planning and

    Preparation

    2. Starting the Meeting

    3. Discussion

    4. Closing

    5. Follow-up

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    Planning and Preparation

    Gather Your Appraisal Information and Materials in Advance

    Make a List, Organize the form and your examples

    Appraises should look at their last review notes, and collate any "welldone" emails from suppliers, clients or co-workers as ammo.

    Be familiar enough with your ratings and comments to talk about them

    without reading them

    Prepare for atleast two weeks before the appraisal meeting

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    Planning and Preparation

    Take responsibility

    "How can you and I help to move my career

    forwardWhat knowledge, skills and attitude do you

    need to be successful?What has gone less well? What do you feel

    were the reasons for this?What have you learned as a result of these

    difficulties?

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    How performance appraisal

    meetings are conducteddictates the effectiveness of

    the entire process

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    Appraisal Discussion

    Only 13% of employees and managers, and 6% of CEOs,

    think their organization's performance appraisal is useful

    "The manager and you should spend only about 30% of the

    time discussing the past and 70% talking about future

    performance,"

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    Handling the Appraisal

    Discussion

    Remember that the appraisal meeting is a discussion and adialog between you and your supervisor.

    Ensure that you understand the purpose and format of your

    performance appraisal discussion Maintain good eye-contact, attentive posture, and a

    professional manner.

    Listen and take notes.

    Reflect back to your supervisor your understanding of what

    your supervisor said. Compare the actual specific performance results andbehaviors to the standards. Stay away from blaming othersand making excuses.

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    Handling the Appraisal

    Discussion

    Emphasize strengths, as well as areas that needimprovement.

    Be honest and take responsibility.

    Provide your ideas on how to resolve problems. If you don't agree with your supervisor, ask for specific

    examples. Set goals, expectations, and standards together for the

    next appraisal.

    Discuss development and training needs. Tell your supervisor what you need to do your job more

    efficiently.

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    Questioning Techniques in Appraisal

    1. For testing their understanding (asking yes/no questions) -closed question

    -They give you facts

    2. Open questions -They ask the respondent to think and reflect, they will give you

    opinions and feelings, they hand control of the conversation to the respondent

    3. Funnel Questions-Finding out more detail about a specific point by starting on a

    general discussion

    4. Probing Questions- to help you understand a statement they have made. At

    other times, you need additional information for clarification

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    5. Leading Questions

    With an assumption

    By adding a personal appeal to agree at the end

    Phrasing the question so that the "easiest" response is "yes

    giving people a choice between two options, both of which you

    would be happy with, rather than the choice of one option or not

    doing anything at all. leading questions tend to be closed.

    6. Rhetorical Questions

    People use rhetorical questions because they are engaging for the

    listener - as they are drawn into agreeing

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    Closing an Appraisal Discussion

    Have a long-term plan -What are you going to

    work on during the next period, to improve

    yourself within these areas?

    A performance review is NOT a day-longworkshop mixed with therapy

    It's better to split money from personal

    development

    What additional responsibilities would you like toassume, to help you to develop yourself?

    Agree to the SMART objectives for the next

    period.

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    Follow up

    Agree to SMART objectives for

    the next period.

    Discuss the individualspersonal development-your

    needs to support the

    achievement of these

    objectives.

    Discuss the support youwould like from them