Staff appraisal training

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Transcript of Staff appraisal training

  • 1. Appraisal Skills for Staff

2. What is an Appraisal?

  • A systematic method of obtaining and analysing information to evaluate a workers performance in their job.
  • To assess training and development needs for future promotion.

3. What Should an Appraisal do?

  • Guide you in terms of what is required of you and how well you are performing related to overall objectives of your organisation
  • Assesses relevant training and development needs
  • Measure you against competencies
  • Measure your performance against standards and quality
  • Ensure that performance is measured fairly
  • Help the Company to decide whether job descriptions are accurate and whether training has been effective

4. Links to

  • Performance and Pay
  • Performance and Promotion
  • Performance and Training

5. Benefits of Appraisals for You the Employees

  • Helps you perform better
  • By improving performance an employee can gain:
    • Job satisfaction
    • Success and career prospects
  • Appraisals can:
  • Allow for Self Assessment
  • Create career development/goals
  • Create a better working atmosphere
  • Increase efficiency and morale
  • Be a good forum for communication
  • Improve employee/manager relations

6. What Makes for a Good Appraisal Discussion?

  • Preparation
  • Effective communication
    • Listening
    • Questioning
    • Understanding constructive criticism
  • Clear objectives
  • Follow up

7. A Typical Appraisal Discussion

  • Structure:
  • Introduction from Manager to state the purpose and structure of the appraisal
  • Review Employees Review and Managers review
  • Future Requirement Discussion of what is required for next assessment period
  • Action Plan how to meet these requirements

8. The Importance of Preparation

  • Think about what you want to get out of the appraisal meeting
  • Both parties are responsible for a successful appraisal
  • Preparation means that the appraisal will be valuable and worthwhile rather than just following the process
  • Gather evidence of achievements

9. Preparation

  • Read the previous appraisal and gather all relevant information.
  • Be able to give real-life examples that support your views
  • Ask other people that work closely with you to give their views of your strengths and weaknesses (with examples).

10. Listening

  • Difference between hearing and listening
  • Hearing is passive, Listening requires concentration
  • L-I-S-T-E-N:
    • L ook Interested
    • I nquire with Questions
    • S tay on Target
    • T est your Understanding
    • E valuate the Message
    • N eutralise your Feelings

11. Questioning

  • Open
  • Closed
  • Direct or Probing
  • Leading
  • Rhetorical

12. Receiving Feedback 13. Understanding Constructive Criticism

  • You cannot improve unless you know how you are doing.An essential part of appraisal is to get feedback measured against
    • Objective standards
    • Performance of others doing same job
    • Expectations of manager
    • Values and culture of the organisation
  • Better to receive feedback and try to improve than for the problem to turn into a disciplinary measure.
  • Be prepared to receive feedback, both good and bad. If you are prepared, it is easier to deal with/ communicate

14. How To Set Good Objectives

  • Objectives usually fall into three categories:
  • Performance and Quality
  • Systems and Processes
  • Personal Development

15. How To Set Good Objectives

  • An objective is a statement of achievable results.They should be challenging but achievable
  • Discuss & agree together
  • Identify strengths, weaknesses and development opportunities together
  • Discuss personal objectives as well as company and managerial objectives
  • Decide what to measure:
  • Quality / Quantity / Time
  • Have success criteria

16. How To Set Good Objectives

  • SMART:
    • S pecific
    • M easurable
    • A chievable
    • R ealistic
    • T imed Deadline

17. Test SMART Objectives

  • Is each objectivespecific ?
  • What exactly are you going to do, who with and for whom?
  • Is it clear who is involved?
  • Is the intended outcome clear?
  • Is each objectivemeasurable ?
  • How will you know the goal or change has occurred?
  • Can these measurements be obtained?

18. Test SMART Objectives

  • Is each objectiveachievable ?
  • Can it be done in the proposed timeframe?
  • Can it be done with the resources available?
  • Is this even possible?
  • Is each objectiverealistic/relevant?
  • Can you make an impact on the situation?
  • Do you have the necessary knowledge, authority and skill?
  • Is each objectivetime-based ?
  • When will this objective be accomplished?

19. My Objectives Details of Goal How will it be measured How will you achieve the goal What resources do you need Start date Date of completion Improve my approach to staff appraisals and development, making this a joint process between me and my staff Staff ratings and completion of their goals at mid year and annual reviews Having quarterly reviews with all my staff Time May 2010 April 2011 20. Test SMART Objectives

  • Increase the number of scholarships available to Business & Law students. Each scholarship awarded will be a minimum 3,000 per scholarship.

21. Test SMART Objectives

  • Increase the number of scholarships available to Business & Law students by introducing 3 new scholarships for students to apply in 2011. Each scholarship awarded will be a minimum 3,000 per scholarship.

22. Follow Up

  • Stagger deadlines of objectives if possible
  • Tick objectives off as you complete them
  • Regularly review forms and hold review meetings
  • Benefits:
  • Continuous improvement
  • Acts as a reminder of staff objectives
  • Helps with evidence gathering
  • Helps with preparation for the next appraisal

23. If you only do 5 things:

  • Make sure both parties prepare in advance
  • Set clear objectives
  • Actively listen
  • Be specific and descriptive
  • Make it an ongoing process discuss performance and development through out the year