How to conduct effective performance appraisals April 2011
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How to conduct effective performance appraisals April 2011

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Half day open interactive workshop on performance appraisals held in Toronto.

Half day open interactive workshop on performance appraisals held in Toronto.

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How to conduct effective performance appraisals April 2011 How to conduct effective performance appraisals April 2011 Presentation Transcript

  • How to conduct effective performance appraisals
    by Toronto Training and HR
    April 2011
  • Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Definition
    7-8 Drill A
    9-15 Aims of regular performance appraisals
    16-19 Case studies A & B
    20-21 Goals and standards for performance
    22-23 Designing a performance appraisal system
    24-27 Different methods to evaluate performance
    28-29 Golden cycle of performance management
    30-31 Types of performance appraisal
    32-34 Problems with performance appraisal
    35-36 Areas to improve; collaborate don’t assassinate
    37-39 The performance appraisal interview
    40-41 Drill B
    42-46 Points to bear in mind
    47-50 Case studies C & D
    51-52 Conclusion and questions
    Page 2
  • Page 3
    Introduction
  • Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • Training course delivery
    - Reducing costs
    • Saving time
    • Improving employee engagement & morale
    • Services for job seekers
  • Page 5
    Definition
  • Differences betweenPerformance Appraisal and Performance Management
    Performance Appraisal:Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.
    Performance Management:An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims.
    Page 6
  • Page 7
    Drill A
  • Page 8
    Drill A
  • Page 9
    Aims of regular performance appraisals
  • Page 10
    Aims of regular performance appraisals 1 of 6
    Check that the needs of the employee and employer are being met
    Confirm the employee’s understanding of company expectations
    Increase the employee’s knowledge of his or her personal strengths
    Provide an opportunity to discuss areas for improvement
    Foster a spirit of co-operation and teamwork
  • Page 11
    Aims of regular performance appraisals 2 of 6
    WHAT CAN THEY ACHIEVE
    performance measurement - transparent, short, medium and long term
    clarifying, defining, redefining priorities & objectives
    motivation through agreeing helpful aims and targets
  • Page 12
    Aims of regular performance appraisals 3 of 6
    WHAT CAN THEY ACHIEVE
    motivation though achievement and feedback
    training needs and learning desires - assessment and agreement
    identification of personal strengths and direction - including unused hidden strengths
    career and succession planning - personal and organizational
    team roles clarification and team building
  • Page 13
    Aims of regular performance appraisals 4 of 6
    WHAT CAN THEY ACHIEVE
    organizational training needs assessment and analysis
    appraisee and manager mutual awareness, understanding and relationship
    resolving confusions and misunderstandings
    reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc
  • Page 14
    Aims of regular performance appraisals 5 of 6
    WHAT CAN THEY ACHIEVE
    delegation, additional responsibilities, employee growth and development
    counselling and feedback
    manager development - all good managers should be able to conduct appraisals well - it's a fundamental process
  • Aims of regular performance appraisals 6 of 6
    Satisfactory—Promotable
    Satisfactory—Not Promotable
    Outcomes of Appraisal Interviews
    Unsatisfactory—Correctable
    Unsatisfactory—Uncorrectable
    Page 15
  • Page 16
    Case study A
  • Page 17
    Case study A
  • Page 18
    Case study B
  • Page 19
    Case study B
  • Page 20
    Goals and standards for performance
  • Guidelines for Effective Goal Setting
    Assign Specific Goals
    Encourage Participation
    Assign Measurable Goals
    Assign Challenging but Doable Goals
    Goals and standards for performance
    Page 21
  • Page 22
    Designing a performance appraisal system
  • Page 23
    Designing a performance appraisal system
    Gaining support for the system
    Choosing an appropriate rating instrument
    Selecting raters
    Determining timing
    Ensuring fairness
  • Page 24
    Different methods to evaluate performance
  • Page 25
    Different methods to evaluate performance 1 of 3
    Peer reviews
    Self evaluation
    Upward appraisals
  • Page 26
    Different methods to evaluate performance 2 of 3
    TYPES OF PERFORMANCE APPRAISAL
    Formal annual performance appraisals
    Probationary reviews
    Informal one-to-one review discussions
    Counselling meetings
    Observation on the job
    Skill- or job-related tests
    Assignment or task followed by review, including secondments (temporary job cover or transfer)
  • Page 27
    Different methods to evaluate performance 3 of 3
    TYPES OF PERFORMANCE APPRAISAL
    Assessment centres, including observed group exercises, tests presentations, etc.
    Survey of opinion of others who have dealings with the individual
    Psychometric tests and other behaviouralassessments
    Graphology (handwriting analysis)
  • Page 28
    Golden cycle of performance management
  • Page 29
    Golden cycle of performance management
    Goal setting and planning
    Ongoing feedback and coaching
    Appraisal and reward
  • Page 30
    Types of performance appraisal
  • Page 31
    Types of performance appraisal
    Graphic rating scale
    BARS( Behaviourally Anchored Rating Scales)
    Alternation ranking
    Forced distribution method
    Critical incident method
    Narrative Forms
    Paired comparison
    MBO (Management by Objectives)
  • Page 32
    Problems with performance appraisal
  • Page 33
    Problems with performance appraisal 1 of 2
    Unclear standards
    Halo effect
    Central tendency
    Leniency or strictness
    Bias
    Horns Effect
    Recency Error
    First Impression
    Fixed Impression
  • How to Avoid Appraisal Problems
    Know Problems
    Control Outside Influences
    Use the Right Tool
    Train Supervisors
    Keep a Diary
    Problems with performance appraisal 2 of 2
    Page 34
  • Page 35
    Areas to improve; collaborate don’t assassinate
  • Page 36
    Areas to improve; collaborate don’t assassinate
    Emphasize the positive with the negative
    Couch your criticism in terms of the shared greater good rather than framing it as a personal indictment
    Enlist your employee as an ally in troubleshooting a vexing issue
    Offer the employee flexible options in resolving a shortcoming
  • Page 37
    The performance appraisal interview
  • Page 38
    The performance appraisal interview 1 of 2
    How to conduct the interview
    Checklist
    How to handle a defensive appraisee
    How to constructively criticize the appraisee
    How to ensure the interview leads to improved performance
    How to handle a formal written warning
  • Page 39
    The performance appraisal interview 2 of 2
    GIVING NEGATIVE FEEDBACK
    Why candour is important
    The importance of documentation
    The importance of the correct wording
    Encouraging employee feedback
    Ending on a positive note
  • Page 40
    Drill B
  • Page 41
    Drill B
  • Page 42
    Points to bear in mind
  • Page 43
    Points to bear in mind 1 of 4
    Reduce surprises
    Look back before you look ahead
    Know the effects of documentation
    Avoid extremes
    Get employees involved
    Separate performance and pay increase discussions
    Know how to use the performance review for disciplinary purposes
  • Page 44
    Points to bear in mind 2 of 4
    SELF-EVALUATION
    Address your overall performance/track record for the review period
    In what areas do you need additional support, structure and direction?
    What are your goals for the next year or next review period?
  • Page 45
    Points to bear in mind 3 of 4
    WATCH YOUR LANGUAGE
    Avoid discriminatory references
    Avoid the term “attitude”
    Use “for example” frequently
    Document how the supervisor has tried to help the employee meet performance standards
  • Page 46
    Points to bear in mind 4 of 4
    REVIEW TIMELINE
    One month before
    Two weeks before
    One week before
    On the day
    Three to five days after the review
  • Page 47
    Case study C
  • Page 48
    Case study C
  • Page 49
    Case study D
  • Page 50
    Case study D
  • Conclusion & Questions
  • Page 52
    Conclusion
    Summary
    Questions