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