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Appraiser Training

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Chris Knapp

on 20 October 2015

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Transcript of Appraiser Training


Parts of The Appraisal
Difficult Conversations
Appraisal Stages
Appraiser Workshop
The Online Process
Appraisal Stages

Measuring Performance

Giving Feedback

Online Process

6 Month Review

Monthly Discussions
Supporting Performance
Appraisal & Performance Management
Sets a standard
Enhances communication
Focus on development
Structure for on-going feedback
Manager's relationship with the employee is strengthened

Information from the employee contributes to improvements in job

Individual focus on each member of your team

Helps win discretionary effort
Appraisal – What’s in it for me...
Work on a Solution
Giving Effective Feedback
Competency Model
Personal Effectiveness
Cognitive Competencies
Leadership and Development
Improvement Competencies
The Objectives:

Why don’t we do Appraisals?

Why don’t we do Performance Management?
Appraisal – The Problems
Appraisal – The Benefits
Typically important tasks
Key activities or projects
Do something better, improvements, new
They are not a repeat of all of the job description
Setting Objectives
Strategic Measurable Achievable Realistic Timebound
Planning Performance
The Annual Appraisal

6 month review meeting

Monthly feedback on objectives and general performance

Conversations with your Sue....
“Performance Management is not just a HR process, it is a managerial attitude”
Robert’s Perspective
Highlights the importance of an Appraisal
Jane Robert Sarah
“Performance Management is not just a HR process, it is a managerial attitude”
Case Study on Performance Management
The Purpose of an Appraisal

Appraisal & Performance Management
Managing SMART & Competencies
Workshop overview:
Performance management cycle
Agree performance objectives and development goals
Mid-year performance appraisal; end-of-year performance appraisal
1:1s; coaching and feedback
Supporting performance
Planning performance
Reviewing performance
Performance Management Cycle
Agree next steps

Start action planning for development
Agree objectives and performance measures
Work towards reducing gaps
Summarise performance against objectives and competencies
The Review Process
Reasons To Do Them

Individual Employee
• The employee gains recognition of his or her efforts.
• Any problems restricting the employee's progress can be recognised and addressed.
• The employee has the opportunity to contribute to discussions about his or her training and development needs.

Line Manager
• The line manager's relationship with the employee can be strengthened.
• Focus on each member of staff as an individual.
• Giving positive feedback feeds positive performance

The Organisation
• Reliable means of identifying training needs which can be met
• Identify objectives that align with organisational targets
• Pre-disposition of the institution to a more open style, in which job performance can be discussed

Private Sector
__ % of performance appraisal are box ticking exercises (hays.co.uk)

Public Sector
__ % of performance appraisal are box ticking exercises (hays.co.uk)
Recent Reports

How to tackle these appraisee reactions?
Ask open questions
Offer encouragement
Emphasise their is time to discuss
Don't interrupt when they talk

Pin down to their performance
Focus on the future
Get to agreement on targets
Follow up on your actions

Make the meeting informal
Gather & stick to evidence
Difficult, not impossible

Forms are a start, not a finish
Talk to the person, not the employee
Discuss long term development
Reduce short term actions
Conversation Shapers are:

Both Informal and Formal
Team Meetings / Project Meetings
6 month review - progress check
Email correspondance
Telephone conversation
Discussion over coffee
Discussion around the water cooler
Common Reasons for not doing them...

• Appraiser waits till the appraisal interview to raise performance matters.

• Appraiser doesn't want to have the difficult conversation - so doesn't.

• Appraiser doesn't know what the day-to-day activities look like for their team

• Personal likes and dislikes can affect the outcome

• An appraisee has experienced poor appraisals in the past - so is not interested in them

• Some employees are intrinsically suspicious
is the most important consideration. You will know that you've achieved your objective, because the measurable evidence is met.

is linked to measurable. Usually, there's no point in starting a job you know you can't finish, How can I decide if it's achievable? You know it is measurable.
It's theoretically possible (i.e. clearly not 'not achievable'.)
You have the necessary resources, or at least a realistic chance of getting them.
You've assessed the limitations.

If it isn't
, why seek to achieve it? You need to know
Who's going to do it?
Do they have (or can they get) the resources (time, money, skills)?.

- The main reason it's achievable, but not realistic is that it's not a high priority. Often something else needs to be done first, before it'll succeed. If so, set up two (or more) objectives in priority order.

The devil is in the
detail. You will know your objective is specific enough if:
Everyone who's involved knows that it includes them specifically.
Everyone involved can understand it.
You've defined all your terms.

means setting deadlines. You must include one, otherwise your objective isn't measurable. But your deadlines must be realistic,
Things to Remember
We have a culture of measuring

Time arrived in the office / Time to go home / How many hours at the desk / When do we receive emails etc

How can you measure someone's performance via the work they produce?
Inputs vs Outputs
Work out what you can monitor and what you can't.

What are the sub-targets

Ongoing communication channels

Any metric must be developed

If you can't measure it, you can’t monitor it, and you can't improve it.

Don’t limit to a single metric, as most jobs are multi-faceted.

Get input and feed-back from various levels in the organization

Time based activities - average output per hour - applied to all
Have you been an appraiser before?

How did you manage the process?

Looking at the Past & Looking at the Future
General Discussion
Types of Objective Setting

1) Business as usual
2) Future project

Both can be S.M.A.R.T
15 Minute Exercise
Examples of
SMART Objectives
You've Set and Agreedthe Objectives
What to do next?
Steps to
You are tackling the behaviour, not the person
Breaks (20 minutes, half way through the session)

Questions – ask when you have one, don’t wait


Toilets and Fire Alarm

Any Other Business

What do you want out of this session?

Support Available
OSD Event Calendar

Your Manager / Peers

OSD Team

The Presentation
Full transcript