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Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
Appraisals January 2010
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Appraisals January 2010

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Appraisal training for appraisers

Appraisal training for appraisers

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  • 1. Page 47<br />Appraisal training-Midlands-based manufacturer<br />by Fluid <br />January 2010<br />
  • 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Questionnaires <br />7-8 Existing forms used by Smith of Derby <br />9-10 What is an appraisal?<br />11-14 How to conduct an appraisal<br />15-16 Timescales<br />17-19 Preparation<br />20-22 During the meeting<br />23-24 After the meeting<br />25-26 Attitudes which need to be understood<br />27-28 Mistakes to avoid at appraisal<br />29-31 360 degree feedback<br />32-33 Preparing for a negative reaction<br />34-35 Giving constructive feedback<br />36-37 Collaboration not assassination<br />38-47 Exercises<br />48-50 Top tips<br />51-52 Conclusion, summary and questions <br />
  • 3. Page 3<br />Introduction<br />
  • 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist Human Resources and training consultancy headed by Tim Holden MCIPD. <br />Fluid provides consultancy advice and delivers training to private and public sector organisations across the UK. We are not a recruitment company and pride ourselves on our extensive research capability which allows us to remain at the cutting edge of both best practice and creative initiatives that genuinely deliver results. <br />Worked with Smith of Derby since 2008.<br />The core services provided by Fluid are:<br /><ul><li>Attraction
  • 5. Selection</li></ul>- Retention<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  • 6. Page 5<br />Questionnaires<br />
  • 7. Page 6<br />Questionnaire A<br />Questionnaire B<br />Questionnaires (1 of 1)<br />
  • 8. Page 7<br />Existing forms used by Smith of Derby<br />
  • 9. Page 8<br />Managers<br />Non-managers<br />Existing forms used by Smith of Derby (1 of 1)<br />
  • 10. Page 9<br />What is an appraisal?<br />
  • 11. Page 10<br />Definition<br />History<br />What can an appraisal achieve and contribute to?<br />Reasons for appraisals<br />Objectives of appraisals<br />What is an appraisal? (1 of 1)<br />
  • 12. Page 11<br />How to conduct an appraisal<br />
  • 13. Page 12<br />Measurement<br />Feedback<br />Positive reinforcement<br />Exchange of views<br />Agreement<br />How to conduct an appraisal (1 of 3)<br />
  • 14. Page 13<br />Objectives <br />Competence<br />Training <br />Actions<br />Behaviour<br />How to conduct an appraisal (2 of 3)<br />
  • 15. Page 14<br />Good appraisals<br />Bad appraisals<br />SMART objectives<br />How to conduct an appraisal (3 of 3)<br />
  • 16. Page 15<br />Timescales<br />
  • 17. Page 16<br />One month before<br />Two weeks before<br />One week before<br />On the day of the meeting<br />Three to five days after the meeting<br />Timescales (1 of 1)<br />
  • 18. Page 17<br />Preparation<br />
  • 19. Page 18<br />Appraiser<br />Appraisee<br />Self assessment<br />Preparation (1 of 2)<br />
  • 20. Page 19<br />Inform<br />Venue<br />Layout<br />Preparation (2 of 2)<br />
  • 21. Page 20<br />During the meeting<br />
  • 22. Page 21<br />Asking the right questions<br />Listening<br />Giving feedback<br />Ratings<br />During the meeting (1 of 2)<br />
  • 23. Page 22<br />Introduction<br />Review and measure<br />Agree<br />Further points or questions<br />Close positively<br />Record main points<br />During the meeting (2 of 2)<br />
  • 24. Page 23<br />After the meeting<br />
  • 25. Page 24<br />Follow-up<br />Chase<br />After the meeting (1 of 1)<br />
  • 26. Page 25<br />Attitudes which need to be understood<br />
  • 27. Page 26<br />Poor performance<br />Career progression<br />Emotion<br />Appraiser<br />Appraisee<br />Attitudes which need to be understood (1 of 1)<br />
  • 28. Page 27<br />Mistakes to avoid at appraisal<br />
  • 29. Page 28<br />Halo effect<br />Bias<br />Undue credit for length of service<br />Personal projection/self-identification<br />Loose ratings<br />Judgment of recent behaviour<br />Mistakes to avoid at appraisal (1 of 1)<br />
  • 30. Page 29<br />360 degree feedback<br />
  • 31. Page 30<br />Definition<br />Why do it?<br />Does it work?<br />What can people discover about themselves?<br />What concerns will people have?<br />What does a helpful report look like?<br />Online<br />360 degree feedback (1 of 1)<br />
  • 32. Page 31<br />Introduction<br />Template guidelines <br />360 degree feedback (2 of 2)<br />
  • 33. Page 32<br />Preparing for a negative reaction<br />
  • 34. Page 33<br />Within reason let the appraisee blow off steam<br />Don’t fake agreement<br />When the storm passes, continue the meeting<br />If there is a hint of violence leave the room and get help<br />Preparing for a negative reaction (1 of 1)<br />
  • 35. Page 34<br />Giving constructive feedback<br />
  • 36. Page 35<br />Focus on candour<br />Stress the importance of documentation<br />Highlight the importance of careful wording<br />Encourage employee feedback<br />End on a positive note<br />Giving constructive feedback (1 of 1)<br />
  • 37. Page 36<br />Collaboration not assassination<br />
  • 38. Page 37<br />Positive, negative, positive<br />Couch criticism in terms of the greater good<br />Enlist the appraisee as an ally<br />Offer flexible options <br />Collaboration not assassination (1 of 1)<br />
  • 39. Page 38<br />Exercise One<br />
  • 40. Page 39<br />Clarify performance expectations<br />Exercise One<br />
  • 41. Page 40<br />Exercise Two<br />
  • 42. Page 41<br />Role play and case study<br />Satisfactory performer, difficulty in identifying developmental needs<br />Exercise Two<br />
  • 43. Page 42<br />Exercise Three<br />
  • 44. Page 43<br />Questionnaire analysis<br />Managers’ apathy towards appraisals<br />Typical comments<br />Four ideas<br />Exercise Three<br />
  • 45. Page 44<br />Exercise Four<br />
  • 46. Page 45<br />Dealing with unexpected responses<br />Exercise Four<br />
  • 47. Page 46<br />Exercise Five<br />
  • 48. Page 47<br />Managing the poor performer<br />Exercise Five<br />
  • 49. Page 48<br />Top tips<br />
  • 50. Page 49<br />Reduce surprises<br />Look back before you look ahead<br />Know the effects of documentation<br />Avoid extremes<br />Get employees involved<br />Know how to use appraisals for disciplinary purposes<br />Top tips (1 of 2)<br />
  • 51. Page 50<br />Bear in mind the culture<br />Address the need for change<br />Create clear expectations<br />Improve tools<br />Align goals<br />Top tips (2 of 2)<br />
  • 52. Page 51<br />Conclusion, summary and questions<br />
  • 53. Page 52<br />Conclusion<br />Summary<br />Questions<br />

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