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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Appraisals January 2010 Appraisals January 2010 Presentation Transcript

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