Performing at Performance Appraisals

8/14/2019 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

Performing at Performance Appraisals

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