Questionnaire for performance appraisal

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Questionnaire for performance appraisal

  1. 1. Questionnaire for performance appraisalThe Communication Challenge Specialists in Employee Engagement SolutionsIntroductionUsing 360 degree appraisals is a very effective means of improving management andteam performance. To succeed, they have to be carefully planned and well executed.Planning your approachFirstly, you need to understand how the proposed 360-degree appraisal process fitswith your current performance appraisal and people management processes. This willhelp you select the most appropriate questionnaire and process, and ensure that itproduces real performance improvements.The level of investment in time and money that you make at the start of this processwill pay dividends in the long-term. The first time you use a 360-degree process, youneed to enlist the help of an expert so that you achieve the best possible outcomes.This will set the standard for future success and ensure that tangible performanceimprovements are achieved and maintained.Long-term performance improvement can only succeed if you have an accuratepicture of where to start and the majority of employees believe that it is in their bestinterests to work together to improve.Executing your planResearchMake sure that:* Your chosen supplier has a full understanding of your needs and organisationalculture* You choose the right time to undertake the exercise* Participants are properly briefed on the importance of their role in the success of theappraisals* There is a plan to act on the results of the appraisals and this plan is communicatedto your participantsFeedbackFirst you need to obtain an accurate picture of individuals perceptions of the currentsituation.
  2. 2. This must be:* Obtained in a confidential and practical way which will not take up too much oftheir time* Tangible and reliable to ensure that you gain an accurate picture key strengths anddevelopment needsThe best way to do this is to use a straightforward on-line questionnaire which caneither be generic or bespoke. The benefit of using a generic questionnaire is that itis tried and tested and you will be able to compare against the other organisationsthat have used it.Dont try and re-invent the wheel - most individuals face the same challengeswhatever organisation or sector they work in and a properly constructed genericquestionnaire will bring out all the important and relevant issues.In general allow 10 working days for questionnaire completion, any shorter may notgive people sufficient time and any longer will not give the Appraisal the level ofurgency and importance it requires.Questionnaires - Key Features you should look for:* On-line, password protected - easy to access* All positive statements (between 32 - 85) - easy to complete* No jargon, short and unambiguous - easy to understand whatever level/role in theorganisation* Rating scale 1 to 7 (1 = disagree, 7 = agree) - each response is thought through* Should take no longer than 20 minutes to complete* Optional Comments section - adding value* Totally anonymous - honest and reliable feedback is obtained* Based on an individuals perception - which is their reality - it is not apsychometric test* Save facility - if you run out of time you can save and return to later to complete* Easy page navigation - saves time* Full Help functionality - easy to understand* Contact Us facility - guaranteed response within 24 hours.Output - Key Requirements
  3. 3. The format of the output from the questionnaires is crucial to the success of theprocess. The use of bar charts around a benchmark makes it much easier for theparticipants to understand.* no complicated statistics and graphs - making it easy to engage individuals* uncluttered pages - making it easy to understand and work with the data* key strengths/development needs highlighted - to quickly see the priorities* gaps in perception measured between individuals and groups - to allow you to openup discussion and prioritise* measurement of trends and change over time - to review progress and maintaincommitment* individual and group profiles and comparisons - to highlight the priority areas andblue-print best practiceDiscussionGathering feedback is only the start. The information obtained from a 360 appraisaldoes not provide the solution - it acts as a catalyst to open up discussion with thevery people who provided the feedback in order to find out why they are feeling thisway. By involving them in a independently facilitated discussion of the results, youcan generate a shared understanding and commitment to work together to improve, bybuilding on strengths and developing areas of weakness.The ability to compare feedback different individuals also enables the blue-printingof best practice across the organisation. There are various options for deliveringfeedback, facilitating discussion and generating action plans depending onindividuals needs and circumstances.This could include a mix of the following:* 1-2-1 feedback (2 hours duration) with an experienced coach* One-day Developmental Workshops with a maximum of 8 participants in each -delivered by an experienced coach and facilitator* Training for appropriate personnel to deliver the feedback and run the workshopswith initial support from the chosen supplierDevelopmental Workshops are particularly valuable when working with severalindividuals to build on the information obtained from 360 appraisals.The workshops are tailored to focus on the needs of each participant/group, using thefeedback gathered in advance by the appraisals, so that each individual leaves theworkshop with their own measurable action plan. This format also encouragesindividuals to support each other on an ongoing basis to improve performance.
  4. 4. ActionThe facilitated discussion process leads to practical actions agreed by each individualon how they are going to work to improve performance.These actions need to be SMART - Specific, Measurable, Achievable, Realistic andTimely.LearningOngoing support to achieve your action plan is essential. This support is likely toinvolve a combination of independent facilitation, training and coaching depending onwhat needs to be achieved. Encouraging individuals to buddy-up with a colleaguewhose strengths compliment their development needs and vice versa helps to maintaincommitment and enthusiasm, in addition to fostering a more supportive and openculture.MeasurementHow do you know things are improving and how do you ensure that the momentum ismaintained?Regular progress reviews are critical to sustain enthusiasm and commitment. Ideallyyou should repeat the process on a regular basis, preferably every nine to twelvemonths, to monitor and review progress and re-define your action plans, based on theresults.Suggested workplan for your 360 degree appraisals1. Meet with your chosen supplier to discuss your requirements and their approach.2. Decide on timescales for the appraisals.3. Plan your questions - do you need a generic or a bespoke questionnaire.4. Agree the structure of the report (grouping and comparing data).5. Define the briefing process.6. Brief participants.7. Undertake the appraisals.8. When the appraisals are closed, thank everyone personally via email and outline thenext stages.9. Arrange feedback with each individual who has been appraised within two weeksof receiving all responsesa. 1-2-1 feedback with each individual manager
  5. 5. b. Developmental Workshops for 8 managers in each (You may choose for someindividuals to receive 1-2-1 feedback and others attend a workshop)10. Develop action plans and get commitment from all stakeholders.11. Maintain motivation and commitment to the plans through ongoing support andadvice.12. Repeat appraisals within 9-12 months to measure improvement.http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms forperformance appraisal.

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