Employee Training


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  • Employee Training

    1. 1. Performance Appraisal: “ Meaningful Conversations” Listening, Learning, & Improving
    2. 2. Learning Objectives <ul><li>When you have completed this module you will be able to define the key concepts associated with Hood College’s Meaningful Conversations performance appraisal process and you will be able to: </li></ul><ul><li>Understand the importance of continuous dialogue in employee and organizational success </li></ul><ul><li>Identify the main obstacles to effective performance appraisal </li></ul><ul><li>Understand the value of the performance appraisal process in employee development </li></ul>
    3. 3. Learning Objectives <ul><li>Utilize tools to promote productivity and innovation </li></ul><ul><li>Understand a range of techniques that can be applied in performance appraisal </li></ul><ul><li>Use these techniques as we build an effective performance appraisal system </li></ul><ul><li>Explain the benefits of having an effective performance appraisal system </li></ul>
    4. 4. Strategies for our time together <ul><li>Learning is a process. </li></ul><ul><li>There are different learning styles. </li></ul><ul><li>Learning is improved when goal-directed. </li></ul><ul><li>Active participation enhances the learning experience and retention of important concepts. </li></ul><ul><li>Be open to learning. </li></ul><ul><li>Develop an action plan. </li></ul>
    5. 5. Meeting your needs <ul><li>What questions or concerns do you want to make sure that we cover today? </li></ul><ul><li>What problems do you anticipate in implementing “Meaningful Conversations”? </li></ul><ul><li>How shall we measure the process? </li></ul><ul><li>What does success look like? </li></ul>
    6. 6. Creating Meaningful Conversations
    7. 7. Focus: Employee Success Meaningful Conversations are both the formal and informal dialogues held throughout year. Best Practices say: Employees want and need feedback
    8. 8. What will “Meaningful Conversations” be like? <ul><li>For supervisors? </li></ul><ul><li>For employees? </li></ul><ul><li>For the College? </li></ul>
    9. 9. Meaningful Conversations Process Each stage is part of a continuous process which takes place throughout the year as the supervisor and the employee focus efforts on achieving goals and developing the employee. Dialogue is a requirement for each stage to be successful and for the process to be “meaningful.”
    10. 10. Why Have Performance Appraisals? <ul><li>Performance Appraisal offers several advantages at the level of the: </li></ul><ul><ul><li>Individual </li></ul></ul><ul><ul><li>Organization </li></ul></ul>
    11. 11. Why Have Performance Appraisals? <ul><li>Performance Appraisal offers several advantages at the level of the: </li></ul><ul><ul><li>Individual </li></ul></ul><ul><ul><ul><li>Enhances sense of purpose and self worth </li></ul></ul></ul><ul><ul><ul><li>Recognizes of past effort </li></ul></ul></ul><ul><ul><ul><li>Uncovers developmental requirements </li></ul></ul></ul><ul><ul><ul><li>Motivates for meeting new challenges </li></ul></ul></ul><ul><ul><ul><li>Provides information that employees want to know </li></ul></ul></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><ul><li>Links jobs to organizational mission </li></ul></ul></ul><ul><ul><ul><li>Provides for staff development </li></ul></ul></ul><ul><ul><ul><li>Targets achievement of key objectives </li></ul></ul></ul><ul><ul><ul><li>Provides focus on important priorities and appropriate utilization of human resources </li></ul></ul></ul>
    12. 12. Performance Appraisal <ul><li>The benefits to the individual and organization are good reasons for having an appraisal process in place </li></ul><ul><li>To maximize the benefits - the organization must support the appraisal process through: </li></ul><ul><ul><li>Appropriate resources to facilitate the process </li></ul></ul><ul><ul><li>Design of a suitable process for the organization </li></ul></ul><ul><ul><li>Training of management staff in the process </li></ul></ul><ul><ul><li>Training of the personnel in the process </li></ul></ul>
    13. 13. What is a Meaningful Conversation? <ul><li>Is it just a performance appraisal? </li></ul><ul><ul><li>Connotates only once a year soliloquy </li></ul></ul><ul><li>How can it be meaningful? </li></ul><ul><ul><li>Becomes a formal and informal process for ongoing dialogue </li></ul></ul>
    14. 14. Both Aspects of Meaningful Conversations <ul><li>Formal </li></ul><ul><ul><li>Prescheduled meetings </li></ul></ul><ul><ul><li>Reports </li></ul></ul><ul><ul><li>Results </li></ul></ul><ul><ul><li>Annual appraisal </li></ul></ul><ul><li>Informal </li></ul><ul><ul><li>Impromptu </li></ul></ul><ul><ul><li>Personal attention </li></ul></ul><ul><ul><li>Catching people doing things right </li></ul></ul><ul><ul><li>Teachable moments </li></ul></ul>
    15. 15. Overview of the “Meaningful Conversations” Appraisal Process
    16. 16. Formal Appraisal Overview Plan Work & Identify Skills Observe & Document Performance Performance Appraisal Discussion Development Review Performance Review Reward Review Service Productivity Innovation Business Plan Job Description Performance Goals PAST PRESENT FUTURE
    17. 17. The Appraisal Process <ul><li>Components </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><ul><li>Manager </li></ul></ul></ul><ul><ul><ul><li>Employee </li></ul></ul></ul><ul><ul><ul><li>Peers </li></ul></ul></ul><ul><ul><li>Information </li></ul></ul><ul><ul><ul><li>Facts </li></ul></ul></ul><ul><ul><ul><li>Opinions </li></ul></ul></ul><ul><ul><li>Emotion </li></ul></ul><ul><ul><ul><li>Positive </li></ul></ul></ul><ul><ul><ul><li>Negative </li></ul></ul></ul>P r e p a r a t i o n I n v o l v e m e n t C o m m u n I c a t I o n
    18. 18. Appraisal Procedure <ul><li>Agree on objectives </li></ul><ul><li>Monitor performance </li></ul><ul><li>Give sufficient notice </li></ul><ul><li>Prepare necessary documentation </li></ul><ul><li>Prepare location </li></ul>
    19. 19. Appraisal Procedure <ul><li>Conduct appraisal dialogue </li></ul><ul><li>Complete documentation of agreement </li></ul><ul><li>Implement plans for employee development </li></ul>
    20. 20. Benefits of Appraisals
    21. 21. Overall Benefits of Appraisals <ul><li>Increased employee performance </li></ul><ul><li>Greater control of work </li></ul><ul><li>Improved motivation and commitment </li></ul><ul><li>Increased information flow </li></ul><ul><li>Better relationships within & across the organization </li></ul>
    22. 22. Benefits of “Meaningful Conversations” <ul><li>Designed by people that know Hood College </li></ul><ul><ul><li>Vision/Mission </li></ul></ul><ul><ul><li>Culture </li></ul></ul><ul><li>Designed by both supervisors and employees to promote ongoing dialogue </li></ul><ul><li>Designed with a focus on best practices </li></ul>
    23. 23. Manager’s Role <ul><li>Model appropriate behavior </li></ul><ul><li>Reinforce the process </li></ul><ul><li>Set Objectives with Employees </li></ul><ul><li>Manage process to ensure fair evaluation for a each member of department </li></ul><ul><li>Offer Accurate, Timely, Regular & Specific Feedback </li></ul><ul><li>Other ideas? </li></ul>
    24. 24. Advantages to Managers <ul><li>Through Performance Appraisal, Managers can : </li></ul><ul><li>Translate business goals into individual job objectives and standards </li></ul><ul><li>Monitor performance and offer feedback </li></ul><ul><li>Communicate and seek agreement on objectives </li></ul><ul><li>Coach employees on how to achieve their performance objectives </li></ul><ul><li>Identify employees strengths and areas for growth </li></ul><ul><li>Generate and agree development plans to best serve the organizations and individual needs </li></ul>
    25. 25. Employee’s Role <ul><li>Set Objectives with Manager </li></ul><ul><li>Review current job responsibilities </li></ul><ul><li>Improve Performance </li></ul><ul><li>Suggest ways to improve departmental efficiency </li></ul><ul><li>Be actively involved in their Development </li></ul><ul><li>Be personal advocate </li></ul>
    26. 26. Advantages to Employees <ul><li>Through Performance Appraisal, Employees can: </li></ul><ul><ul><li>Openly discuss performance with managers </li></ul></ul><ul><ul><li>Be provided with a development tool </li></ul></ul><ul><ul><li>Reinforce and sustain performance </li></ul></ul><ul><ul><li>Improve existing performance </li></ul></ul><ul><ul><li>Determine career progression goals </li></ul></ul><ul><ul><li>Identify training needs </li></ul></ul><ul><ul><li>Be engaged in meaningful work </li></ul></ul><ul><ul><li>Be empowered to take initiative </li></ul></ul>
    27. 27. Meaningful Conversations Promotes Empowerment <ul><ul><li>“ Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one's own destiny.” </li></ul></ul><ul><ul><li>http://humanresources.about.com/od/glossarye/a/empowerment_def.htm </li></ul></ul>
    28. 28. And employee engagement <ul><li>“… is a positive attitude held by the employee towards their job and the organization. The three components of an engagement are beliefs, emotions and behaviors.” http://www.hrvalid.com/eei1.htm </li></ul><ul><li>Research says : </li></ul><ul><ul><li>Senior mgmt has sincere interest in employees’ well-being </li></ul></ul><ul><ul><li>Organization provides challenging work </li></ul></ul><ul><ul><li>Opportunity for development </li></ul></ul><ul><ul><li>Resources to do the job </li></ul></ul><ul><ul><li>Opinions that matter </li></ul></ul><ul><ul><li>Appropriate decision-making authority </li></ul></ul><ul><ul><li>Safe work environment </li></ul></ul>
    29. 29. Why are empowerment and engagement important? <ul><li>Highly engaged employees are less likely to leave </li></ul><ul><li>Individuals who are empowered and engaged are more </li></ul><ul><ul><li>satisfied, motivated, committed, productive, innovative, and service-oriented </li></ul></ul><ul><ul><li>Have higher morale </li></ul></ul><ul><ul><li>Less burnout </li></ul></ul><ul><li>And have more fun!!! </li></ul>
    30. 30. Communication Skills
    31. 31. Communication: A Critical Tool <ul><li>Sender and Receiver </li></ul><ul><li>Questioning and listening </li></ul><ul><li>Clarifying and responding </li></ul><ul><li>Understanding and summarizing </li></ul>
    32. 32. The Formal Appraisal Appraisal Areas Preparation Writing the Appraisal Do’s and Don’ts Goals Self Esteem Structuring the Appraisal
    33. 33. Appraisal Areas <ul><li>Performance (What) </li></ul><ul><ul><li>Job responsibilities/duties </li></ul></ul><ul><ul><li>Accountabilities </li></ul></ul><ul><ul><li>Business targets </li></ul></ul><ul><ul><li>Key performance indicators (KPI’s) </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Key result areas </li></ul></ul><ul><li>Skills & Knowledge (How) </li></ul><ul><ul><li>Technical </li></ul></ul><ul><ul><li>Managerial </li></ul></ul><ul><ul><li>Interpersonal </li></ul></ul><ul><ul><li>Professional </li></ul></ul><ul><ul><li>Business </li></ul></ul><ul><ul><li>Product </li></ul></ul>
    34. 34. Preparation <ul><li>Preparation includes </li></ul><ul><ul><li>Reflection - before completing document </li></ul></ul><ul><ul><ul><li>Information gathering – from a variety of sources </li></ul></ul></ul><ul><ul><ul><ul><li>Collect all relevant information, not just what will confirm your own views! </li></ul></ul></ul></ul><ul><ul><li>Documentation </li></ul></ul><ul><ul><ul><li>Make sure the participant and you have the appraisal documents completed correctly </li></ul></ul></ul><ul><ul><li>Organizing a venue </li></ul></ul><ul><ul><ul><li>Somewhere neutral and undisturbed </li></ul></ul></ul><ul><ul><ul><li>Make sure the phones are off </li></ul></ul></ul><ul><ul><ul><li>Put a ‘Do not disturb’ sign on the door </li></ul></ul></ul><ul><ul><li>Scheduling a time </li></ul></ul><ul><ul><ul><li>Plan it into your diary and block it from interruption </li></ul></ul></ul>
    35. 35. Writing the Performance Appraisal <ul><li>Review your employee’s performance over the last year & your file of past performance discussions </li></ul><ul><li>Identify in particular areas for accomplishment and also areas for improvement </li></ul><ul><li>Ensure completeness </li></ul><ul><li>Make sure the documents are clearly written and used in a way to encourage the supervisor’s feedback </li></ul>
    36. 36. Writing the Performance Appraisal <ul><li>Be Specific </li></ul><ul><ul><li>Outline Major Accomplishments of the Past Year </li></ul></ul><ul><ul><li>Illustrate how you supported the overall success of the College </li></ul></ul><ul><ul><li>Select areas for improvement and show how they impacted on this year’s performance </li></ul></ul><ul><ul><li>Give Examples </li></ul></ul><ul><ul><li>Quantify </li></ul></ul>
    37. 37. Writing the Performance Appraisal <ul><li>Note Key Strengths </li></ul><ul><ul><li>Key Areas where the you excels </li></ul></ul><ul><ul><li>Describe your areas of strength </li></ul></ul><ul><li>Note Areas of Development </li></ul><ul><ul><li>Areas of Growth & Improvement </li></ul></ul><ul><ul><li>Skills/Competencies to be developed </li></ul></ul><ul><li>Summarize Overall Performance Effectiveness </li></ul><ul><ul><li>Describe your overall effectiveness in terms of team and organization </li></ul></ul>
    38. 38. Appraisal Fundamentals <ul><li>Do’s </li></ul><ul><li>Focus on Your Behavior </li></ul><ul><li>Be Specific about your performance </li></ul><ul><li>Be Sincere in Seeking Feedback </li></ul><ul><li>Be Honest in Sharing Feedback </li></ul><ul><li>Share Your Ideas for improving </li></ul><ul><li>Check For Understanding </li></ul><ul><li>Don’ts </li></ul><ul><li>Fail to Reflect on Your Performance </li></ul><ul><li>Fail to Prepare </li></ul><ul><li>Blame or Attack </li></ul><ul><li>Offer Feedback on co-workers </li></ul><ul><li>Become Emotional or Reactive </li></ul>
    39. 39. Appraiser Activities <ul><li>Mentoring/Coaching </li></ul><ul><li>Information Provider </li></ul><ul><li>Encouraging </li></ul><ul><li>Advising </li></ul><ul><li>Clarifying problems </li></ul><ul><li>Questioning </li></ul><ul><li>Seeking Agreement </li></ul><ul><li>Summarizing </li></ul>
    40. 40. Appraisee Activities <ul><li>Completing self-assessment </li></ul><ul><li>Reporting progress </li></ul><ul><li>Reflecting on strengths and areas for development </li></ul><ul><li>Clarifying problems </li></ul><ul><li>Questioning </li></ul><ul><li>Seeking Understanding </li></ul><ul><li>Preparing for next year’s goals </li></ul>
    41. 41. Goal Setting <ul><li>When setting performance or development objectives apply the SMART criteria </li></ul><ul><ul><li>Specific </li></ul></ul><ul><ul><li>Measurable </li></ul></ul><ul><ul><li>Achievable </li></ul></ul><ul><ul><li>Relevant </li></ul></ul><ul><ul><li>Time Bound </li></ul></ul><ul><ul><li>Objectives set in this manner have an improved chance of being realized </li></ul></ul>
    42. 42. Structuring the Appraisal <ul><li>The Appraisal has 3 distinct phases </li></ul>Beginning Phase Middle Phase End Phase
    43. 43. Structuring the Appraisal <ul><li>The Beginning Phase </li></ul><ul><ul><li>3 Parts </li></ul></ul><ul><ul><ul><li>The Rapport Building </li></ul></ul></ul><ul><ul><ul><ul><li>Short and personalized to create connection </li></ul></ul></ul></ul><ul><ul><ul><li>The Review of the Purpose </li></ul></ul></ul><ul><ul><ul><ul><li>Ensure that both you and the supervisor are in agreement. Both parties can take notes to review later. </li></ul></ul></ul></ul><ul><ul><ul><li>The Building of the Agenda </li></ul></ul></ul><ul><ul><ul><ul><li>This is a shared process so as to develop ownership with the employee It also recognizes your right to be consulted </li></ul></ul></ul></ul>
    44. 44. Structuring the Appraisal <ul><li>The Middle Phase </li></ul><ul><ul><li>Use the agenda which has been jointly developed to guide the process </li></ul></ul><ul><ul><ul><li>Stay focused on the point </li></ul></ul></ul><ul><ul><ul><li>Finish each point on the agenda and agree actions that have been decided during the discussion </li></ul></ul></ul>
    45. 45. Structuring the Appraisal <ul><li>The End Phase </li></ul><ul><ul><li>Signal that the process is ending </li></ul></ul><ul><ul><ul><li>Check if there are any additional matters that the supervisor or the employee wants to raise </li></ul></ul></ul><ul><ul><li>Summarize the action points that have been decided upon </li></ul></ul><ul><ul><ul><li>It can be useful to you to do the summary </li></ul></ul></ul><ul><ul><ul><li>Check for understanding and acceptance </li></ul></ul></ul><ul><ul><li>Conclude the meeting </li></ul></ul><ul><ul><ul><li>Try to end on a high note and prepare for the next year </li></ul></ul></ul>
    46. 46. The Appraisal Discussion
    47. 47. The Appraisal Discussion Discussion Framing Disagreement Criticism Feedback
    48. 48. The Performance Appraisal Discussion <ul><li>Actively Share Your Thoughts </li></ul><ul><li>Actively Listen </li></ul><ul><ul><li>Don’t interrupt </li></ul></ul><ul><ul><li>Do Clarify </li></ul></ul><ul><ul><li>Do Paraphrase </li></ul></ul><ul><ul><li>Do Problem Solve </li></ul></ul>
    49. 49. Receiving and Giving Criticism <ul><li>The appraisal process may offer your manager a chance to criticize you and for you to provide constructive feedback to your manager. </li></ul><ul><ul><li>Listen to the critic, then repeat back the criticism </li></ul></ul><ul><ul><li>Ask the critic to specify the problem </li></ul></ul><ul><ul><li>Search for a solution to the problem </li></ul></ul>
    50. 50. Problems with Appraisals
    51. 51. Appraisal Problems <ul><li>Appraisal problems can arise due to </li></ul>People Process Preparation What problems are you expecting?
    52. 52. People Problems <ul><li>The performance appraisal can run into problems that are centered on people due to: </li></ul><ul><ul><li>Lack of trust in the appraisal process </li></ul></ul><ul><ul><li>The appraisal process is seen as generating negative experiences based on past activity </li></ul></ul><ul><ul><li>Focus on personality rather than performance </li></ul></ul><ul><ul><li>Poorly trained people conducting the appraisals </li></ul></ul><ul><li>What can you do to make this a positive experience for you and your supervisor? </li></ul>
    53. 53. Process Problems <ul><li>Process problems can arise due to: </li></ul><ul><ul><li>Poor process design </li></ul></ul><ul><ul><li>Complex process </li></ul></ul><ul><ul><li>Poor fit with the capabilities of the organization </li></ul></ul><ul><ul><li>Lack of training </li></ul></ul><ul><ul><li>Little or no co-ordination of the activities </li></ul></ul><ul><ul><li>Little or no real support for the process from the senior management level </li></ul></ul><ul><ul><li>No credibility </li></ul></ul>
    54. 54. Preparation Problems <ul><li>These can arise due to: </li></ul><ul><ul><li>Lack of time allotted to carry out the process in a professional and complete manner </li></ul></ul><ul><ul><li>Lack of a support structure </li></ul></ul><ul><ul><li>Unclear objectives </li></ul></ul><ul><ul><li>No value assigned to the process therefore it has no priority in terms of preparing </li></ul></ul><ul><ul><li>Poor training in the process </li></ul></ul><ul><li>How will you ensure that you are prepared for “Meaningful Conversations”? </li></ul>
    55. 55. Common Appraisal Problems <ul><li>Time consuming </li></ul><ul><li>Can de-motivate </li></ul><ul><li>Retrospective </li></ul><ul><li>Can cause frustration and confusion </li></ul><ul><li>Stresses disagreement </li></ul><ul><li>Inaccurate results </li></ul><ul><li>Unclear goals </li></ul><ul><li>Unrealistic goals </li></ul><ul><li>No attention paid to goals </li></ul><ul><li>Fear </li></ul><ul><li>Criticism is avoided </li></ul><ul><li>No link to overall strategy for the organization </li></ul>
    56. 56. Problems with Appraisals <ul><li>Poor communication </li></ul><ul><li>Bad or no preparation </li></ul><ul><li>Interruptions </li></ul><ul><li>Postponement of the appraisal interview </li></ul><ul><li>Lack of trust </li></ul><ul><li>Linked to pay </li></ul>
    57. 57. Preparing your Action Plan <ul><li>Scheduling frequent formal discussions </li></ul><ul><ul><li>How </li></ul></ul><ul><ul><li>When </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><li>Capitalizing on informal discussions </li></ul><ul><ul><li>Demonstrate your ongoing interest in the employee and his/her work </li></ul></ul><ul><ul><li>Capture the information for future review </li></ul></ul>
    58. 58. Meaningful Conversations Forms <ul><li>Supervisor Form </li></ul><ul><ul><li>Mostly narrative – Adult to Adult interaction </li></ul></ul><ul><ul><li>Progress, Accomplishments, Strengths, Innovation </li></ul></ul><ul><ul><li>Development, Mentoring </li></ul></ul><ul><ul><li>Future planning </li></ul></ul><ul><ul><ul><li>Goals </li></ul></ul></ul><ul><ul><ul><li>Changes </li></ul></ul></ul><ul><ul><li>Rating person on the same factors as the supervisor </li></ul></ul><ul><ul><li>Rating of competencies and Professional Characteristics </li></ul></ul><ul><ul><li>Conversation Points </li></ul></ul><ul><ul><li>Accomplishments and Commendations </li></ul></ul><ul><ul><li>Recommendations </li></ul></ul>How does the structure of these forms help to facilitate Meaningful Conversations ? Employee Form
    59. 59. Summary <ul><li>Preparation is vital </li></ul><ul><li>Meaningful Conversations is a two way process </li></ul><ul><li>Communication skills are vital </li></ul><ul><li>Clear and positive language is required </li></ul><ul><li>Objective setting should be smart </li></ul><ul><li>Know the pitfalls and observe them </li></ul><ul><li>Your participation is important to the success of this process </li></ul><ul><li>Feedback will be used to continuously improve the process </li></ul><ul><li>Mutual agreement and alignment of goals is critical. </li></ul>
    60. 60. Feedback <ul><li>Additional concerns </li></ul><ul><li>Questions </li></ul><ul><li>Other information </li></ul>