Appraisals January 2010

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Appraisal training for appraisers

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Appraisals January 2010

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

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