Employee Performance Appraisals & Enterprise Mentoring


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For the next 6 minutes and 40 seconds I'd like to explain to you, how you can use your regular employee appraisal process, together with Enterprise Mentoring to improve the motivation, engagement and performance of your workforce. At the same time, I'd also like to show you how you can use appraisals and Enterprise Mentoring to increase your revenues, profits and overall business results.

Most companies - both large and small - undertake appraisals of every employee at least once or twice a year, some companies even more often. Employee appraisals are recognised as a central part of any organisation's HR, talent management and people development strategy. They are key to understanding how employees and managers are developing, and they make sure that an individuals personal growth goals are aligned with the wider goals of the organisation.

In a typical appraisal process, both line-manager and employee complete an online or paper based appraisal. They then sit down together and discuss how the appraisee has performed during the year, what challenges they've faced, the successes and failures they've had, the goals they've set and achieved, and their future development needs.

However, what appraisals do less well is to take things to the next level, and recognise that it's a manager's responsibility to ensure their employees develop in the right way, so they can best help the company achieve its goals and objectives.

Here at Enterprise Leaders Worldwide we believe that managers should step up as man-managers, mentors and leaders to their teams - and rather than just being a manager in title (which is often the case), managers should take responsibility for the personal development of their people - and make sure they get the best from their teams.

Let me show you how making managers responsible for employee development can add to revenue and profit growth, with the help of Sarah who is a line-manager at Amroze Technology. Sarah manages a team of five employees and has just completed their six-month performance appraisals.

Some years back, Amroze Technology used to use paper based appraisal systems, but in recent years all their appraisals have been done online, and in the coming 12 months Amroze plan to move to full 360 degree reviews.

As part of the evaluation, Sarah looks at the softer skills development of her team, including each team member's level of personal leadership, communication skills, team development ability, commercial acumen, customer focus, and creativity. Whilst she is confident that her team have the technical skills to do their job, Sarah knows that it's soft skills which are key to delivering increases in company performance, and she knows her team need more development in this area.

Sarah knows as a line-manager that it's her responsibility to get the best from her team (and not just appraise them). Rather than sending her team members on individual courses which are expensive and often do not deliver the desired results, she wants to take the lead by personally mentoring and developing them.

However, Sarah knows that she doesn't have the right tools to mentor her people and needs some help to get the best from her team. After looking around for something to help her, she discovers a programme called Enterprise Mentor.

Enterprise Mentor is a set of 20 digital mentoring sessions which mentees can study on their MP3 player, mobile phone, watch through their company's LMS or through the internet.

Because the mentoring sessions are digital and available through multiple delivery platforms, the employees can learn at a time and place which is convenient to them. Sarah decides to use Enterprise Mentor as a method to develop her team, and using the suggested implementation methodology, she gets each team member to study one session of the digital mentoring sessions per week. Some mentees study on the train, some at home and some whilst at work.

Each Friday at 3pm Sarah bring

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Employee Performance Appraisals & Enterprise Mentoring

  1. 1. Higher Profits Engaged Customers Engaged Employees
  2. 2. Manager
  3. 3. Sarah Sally George Michelle David Amanda +
  4. 4. Personal Communication Leadership Commercial Team Acumen Development
  5. 5. Sarah knows she has to take responsibility for developing her team, and getting the best from them
  6. 6. http://www.flickr.com/photos/galaygobi/199819754/ > Personal Leadership > Customers > Teams http://www.flickr.com/photos/nez/1346068786/
  7. 7. MP3 Player Mobile Phone Internet LMS CD Rom Mentor + Group Mentoring Walking to Work On a Train At Home In the Office At Home Sessions Mon 8.30am Tue 3.30pm Wed 8.00pm Tue 11.00am Mon 9.00pm Fri 3.00pm
  8. 8. http://www.flickr.com/photos/joelanman/367425390/
  9. 9. http://www.flickr.com/photos/jakecaptive/47065720/
  10. 10. +
  11. 11. Commercial Acumen Self-Belief Habits Actions Knowledge Decisions Language Attitude Abilities Leadership Ability Behaviours Understanding Beliefs Skill Set Mindset Thinking Customer Focus Confidence Business Understanding
  12. 12. Idea Portal
  13. 13. Enterprise Mentoring Line-Managers take responsibility for the personal development of their teams
  14. 14. Learn about our workshops at www.EnterpriseLeaders.com