1、APPRAISING STAFFAn Overview of the SessionThe aim of this session is to improve the participants skills in preparing for and carrying out one-to-one appraisal meetings.ObjectivesBy the end of the session, the participants will be able to: identify and develop the skills of effective feedback prepare
2、 the groundwork for an appraisal describe the structure of an appraisal meeting fully utilise the record the appraisal using the company formThe session will take approximately 5 hours.The session is staged as follows:Stage 1 Understanding the reasons for effective appraisals Looks at the benefits a
3、ssociated with effective appraisals Discovers the current practice within the group Identifies the effect appraisals can have on the management of staff performanceStage 2Carrying out an appraisal & the skills needed Develops ideas about effective techniques/skills in giving feedback Identifies thei
4、r group concerns about holding appraisalsStage 3Developing participants use of the skills involved Develops the participants understanding of the skills involved Looks at the skills involved in active listening and links those to the way appraisals can be used to improve the appraisees self-esteemSt
5、age 4Structuring an appraisal Develops understanding about the structure of the session Prepares the participants for a role play practice of the skills Provides an opportunity for participants to have feedback on their skillsStage 5Using the appraisal form Checks if participants are able to use the
6、 company appraisal formStage 1 - Understanding the reasons for effective appraisalsWhat do we use in the business which helps us give feedback to our staff?Guest comment cards, Brand skills and , Mystery Guest process etcThese are the tools that are used on a regular basis in the businessWhats the p
7、urpose of having effective appraisals within the business? It can give us info: about the resources we have currently in the business the T&D needs we have to meet (so we can plan/organise) promotion prospects and succession plan crucial as a tool to help manage the performance of our people goal se
8、tting Gives managers/staff an opportunity to look past the daily monitoring processes and look at the overall performance of an individual in the context of the past as well as the futureWhat do you have in the way of appraisals at the moment?Elicit from the group current practice and identify posit
9、ive and negative situations that may existWhat benefits will appraisals have for those involved?Benefits include: lets people know how they are performing helps manage peoples performance helps managers plan resources for the future is a valuable experience for everyone involved develops relationshi
10、ps between manager and staff gives an opportunity for staff to know what is happening in the business and how it may affect themStage 2 Carrying out an appraisal & the skills neededSkills neededAs a manager the skills involved in running an appraisal are key - this is one of the most important meeti
11、ngs managers have with individuals within their teamWhat experiences the group have had if they have been on the receiving end of an appraisal Discuss with the group and find positive/negative experiencesPairs exercise My Worst NightmareImagine you are having a nightmare about holding an appraisal w
12、ith members of your team. Discuss what would be happening in your nightmareUse the exercise to elicit the groups concerns about holding appraisals, flipchart responses, examples include: getting no response from appraisee losing control of the interview how to end the appraisal not being able to agr
13、ee on outcome of meeting handling different sorts of people being unable to follow through agreements reached someone who cries/sulks/winges/a “know-it-all” etc.What makes an appraisal successful?Distribute Handout 1 - Carrying Out an AppraisalTutor to elicit broad list of the skills associated with
14、 an effective appraisal: listening skills use of body language summarising clarifying keeping on track focus on behaviour not personality being analytical preparing planning building and maintaining self-esteem setting goals and follow-up use reinforcement encourage employee participationExplainThes
15、e are all skills associated with giving feedback (check that the participants understand what a skill is)Explain the need for a positive approach during an appraisalBeing able to make the appraisee feel very confident and motivated as a result which involves: creating an open and honest situation be
16、ing tactful and constructive with comments having positive things to say - and mean them. understanding how the appraisee may be feeling maintaining the appraisees self-esteem keeping comments relevant and related to the appraiseeHANDOUT 1CARRYING OUT AN APPRAISALPerhaps one of the most searching te
17、sts of the effectiveness of an individual style of managing is the appraisal interview. There are few other occasions when a managers leadership is likely to be more directly exposed than in a face to face appraisal with his staff. It may be the only time when individuals, rather than the company, a
18、re focused on and performance, therefore becomes a personal and more subjective matter. The nature of any appraisal implies interdependence and the need for support, a positive opportunity to discuss an individuals contribution.As a control process, appraisals cover information about recent, past or
19、 current performance can be used to influence results in the immediate future. They should be forward looking and concerned principally with results. An appraisal should produce results - agreements to move in a certain direction, change or innovate to improve the business.An appraisal and subsequen
20、t action should be aimed at: reaffirming, clarifying or reviewing the job role and results expected in that role improving performance by consciously acquiring skills, knowledge, experience and developing understanding increasing and making better use of peoples strengths providing realistic feedbac
21、k to identify any training and development actions needed maintaining and enhancing appraisees self esteem and motivation having quality time to listen to your staff shaping behaviour through positive reinforcementAppraisal is an integral part of any performance management process and, if used prope
22、rly, can be one of the most powerful monitoring tools a manager has at his disposal. Used in conjunction with one to one meetings it can act as an early warning system, highlighting potential issues and giving a manager a basis from which to move the team forward.1 Preparing for an appraisalTo get t
23、he most from the appraisal interview preparation is important. Preparation by both the appraiser and appraisee - in advance of the meeting.As part of the ongoing monitoring and review process a manager will have been holding meetings with staff. The frequency of the meetings will be influence by fac
24、tors such as: the objectives being undertaken: the complexity of the appraisees role: the amount of help, support and coaching needed : the length of time the appraisee has been in post: the managers availability and work priorities etc.From these meetings the manager will have been gathering inform
25、ation about the appraisees performance and will be able to identify the key issues appropriate to raise at the appraisal. The information included in an appraisal should: highlight achievements of the appraisee identify any shortfalls in performance provide specific examples which demonstrate the ap
26、praisees ability or otherwise provide an overview, a picture of the appraisees overall performancePreparation before the meeting is essential for both appraiser and appraisee. The manager will need to have given thought to the content and structure of the meeting, in particular, areas of strength wh
27、ere positive feedback is needed and issues to be highlighted where there is potential for improvement.The manager will also want to measure the results of the objectives that had been set, and identify areas for new objectives to be developed. It is important the manager prepares notes incorporating
28、 any examples observed in the workplace to support their feedback. It is essential the manager has examples to help explain the performance requirements and to help the appraisee understand them.The appraisee will need time to prepare for the meeting. It is probable a date will have been agreed at t
29、he last one to one meeting, but they may need a reminder.When allocating time for the appraisal meeting take account of: 1. How long will be needed - there is nothing more demotivating to an appraisee than having to cut short the meeting at a crucial point. It is surprising how quickly the time does
30、 go.2. Choose the time which suits you, the appraisee and the operation best.3. Plan the room layout to ensure the appraisee relaxes quickly. Sitting behind a desk, for example can be a little intimidating. Is a table needed to rest on for notes? Are refreshments required? How will interruptions be
31、prevented?4. A manager must also give themselves time to switch into the discussion - they should not leave it until the last minute to arrive in the room or hold appraisals back to back. Preparation demonstrates to the appraisee that the appraisal meeting is important.2 The structure of the Apprais
32、al MeetingDuring the appraisal meeting it is useful to follow a structure to help keep on track and to ensure the relevant points are covered.At the beginning of the appraisal meeting the manager should: put the reviewee at ease, perhaps talk about something that has happened recently, or he/she is
33、interested in. restate the purpose of the meeting, time allowed and the way it will run.It is also a good idea to ask if the appraisee has any particular issues to discuss (although this may have been established that before the meeting). Let the appraisee have a general say about how they think the
34、y have been performing, how their objectives are progressing.Asking open questions should encourage the appraisee to lead this part of the meeting, giving an the manager an opportunity to listen before focusing on specifics. It also gives an opportunity to give positive feedback at the very start of
35、 the meeting, which will enable the appraisee to become more relaxed.Managers should focus on listening and not be drawn too much into the issues raised by the appraisee. Having listened to and acknowledged the appraisees points the manager can then progress to the middle part of the meeting.The mid
36、dle part of the meeting focuses on the key issues to be discussed. The manager must make it clear what s/he wants to discuss - including points raised by the appraisee in their opening input. Seek agreement to this agenda from the reviewee. This opens the way to discussing key performance issues, gi
37、ving clear examples to support the points discussed.Throughout this part of the meeting, the manager should use questions to probe fully into reasons behind certain events and to seek commitment from the appraisee to alternative approaches that may have been used. It is important the manager does no
38、t always force solutions to the issues as it may take a number of one to one meetings or coaching sessions to resolve, long term.The manager should ensure points are recapped and summarised throughout this and the appropriate performance ratings on the appraisal form agreed.Having identified the are
39、as for improvement or development the manager needs to begin to close down the meeting. S/he needs to gain commitment from the appraisee and agree objectives for the coming months. Ask the appraisee to summarise the key points from the meeting, highlighting areas where an objective could be set.The
40、manager needs to ensure the issues summarised are in a logical order reflecting priorities identified. Agree areas for objectives at the end of the meeting and agree a date for them to be finalised. The manager will need to discuss any support or assistance the appraisee may need to achieve their ob
41、jectives.There are no hard and fast rules about how many objectives an appraisee should have, but an average of 3 - 4 should not be unreasonable. Before concluding the meeting the appraiser and appraisee should agree the next action steps needed.3 Skills to use in an appraisal meetingThroughout the
42、meeting the manager needs to encourage as much contribution from the appraisee as possible. This not only gives you an opportunity to hear their side of any problems they are facing, but also helps appreciate issues about their performance.Some of the ways to do this include: open questions active l
43、istening positive body language summarising techniques restating processes giving/ receiving feedback Using these techniques and by following a logical pre-planned structure the manager is more likely to have an open and honest discussion which is essential for the success of the appraisal.4 Complet
44、ing the appraisal formAfter the meeting the issues discussed and objectives agreed will need to be recorded on the form. The form should record any key points, highlight development needs of the appraisee. It is particularly important that: the information recorded is honest and reflects the discuss
45、ions held all sections of the form are completed where a section is not seen as relevant N/A is recorded the appraisee and appraiser write their comments on the back page development needs are specific and reflect the overall issues raised through the appraisal meeting the information recorded is le
46、gibleOnce complete the form is to be passed to the appraisers manager for validation and made accessible to the personnel and training function to help plan to meet the training and development needs identified.Stage 3 Developing participants use of the skills involvedDevelop the session and explain
47、 the different feedback skills which will be practised Maintaining an appraisees self esteem (value of positive phrasing) Identifying aspects of performance on which to give feedback How to identify and deal with feelings in an appraisalWhat comments from your manager or colleagues can make you feel small and lose confidence?Discuss answers/examples and get the group to identify how they feel when this happens and why it is inappropriate in an appraisalWhy is important to maintain an appraisees sel
