Guide you in terms of what is required of you: If you don’t know what you are supposed to be doing or how you are doing you could be working very hard and doing your very best but in the wrong direction
T&D needs – to help you do your job better
Competencies –“the behaviours that employees must have, or must acquire, to input into a situation in order to achieve high levels of performance”, (CIPD)
Although you can gain financially by performing well and therefore having a successful appraisal, appraisals should not be used as a forum to negotiate pay!
One appraisal may not address all of these issues
You have the most vested interest in gaining out of doing your own job
Organisation gains through your better performance but you gain more because you gain financially, through job satisfaction and discovering how to do the best you can. Can gain financially but focus should not be on pay alone – one aspect of it.
Good job performance is the key to success and promotion.
There is a wealth of talent in any business and appraisals encourage development.
By using talent effectively this creates a better working atmosphere
Improved performance increases efficiency, quality of output and increased morale within the business
Overall, the benefits of improvement is that the organisation gains and but you gain more job satisfaction and interest and the more healthy an organisation is the more job satisfaction there is for you as an individual
Preparation – before meeting
Building rapport – making them feel at ease and open to discussions
Teamwork – important for manager and employee to work together. Helps build rapport
Time and place – suitable, plenty of time, no interruptions, room
Communicating effectively
Setting clear objectives that are SMART
Following up – throughout the year, not a one off yearly process, continuous
Introduction
Reviewing past performance, using both the self-review form and the manager’s review
Discuss what’s required of you in the next assessment preiod
Draw up action plan
Pt 2 - If both you and your manager are prepared for the appraisal and know what you want to get out of it, your appraisal will be very useful and productive for you both
For both managers and appraisees
Old proverb ‘Hearing is with the ears, Listening is with the mind’ We hear many things but are more selective about the ones we listen to
Hearing everyday sounds eg traffic, office, talking but our brain selects ones we want to listen to
Listening and questioning should be very closely linked together eg listen for what is said and for what is not said
DO EXERCISE
Is there a law against a man marrying his widow’s sister?
Answer is ‘No’ he would have to be dead in order to have widow’
How many animals of each species did Moses take into the Ark?
None – it was Noah who took 2 of each
Do they have a 4th of July in England
Yes and a 5th 6th 7th
According to international law, should a plane crash on the exact border between two countries would the unidentified survivors be buried in the country they were travelling from or the country they were travelling to?
You can’t bury survivors
There are many different ways in which to question people and it is important to learn the differences in these styles and adapt the most appropriate type
Open – cannot answer yes or no, encourages more talking, use what, when, how etc
Closed – yes or no answer, check specific facts, check your understanding/clarification, be careful not to interrogate
EXERCISE – Think of a famous person. One minute to find out more about each other.
Direct – to direct individual’s attention towards specific action to get more detail, helps individual to focus on particular action
Leading – appraiser influences response of appraisee rather than allowing them to express genuine thought, seeking agreement. Eg I would have thought that you …..
So you wouldn’t really want to spend that time studying when you could be with your family
Rhetorical – where you continue with the answer in the question/statement e.g. it’s a great course, isn’t it?
Which picture can you see?
People have different perspectives
When giving feedback we need to consider how the person will perceive the comments
Feedback - involves informing the other person of how they are perceived by other people in the organisation, peers, bosses etc and how their behaviour or actions impact upon other members of the organisation. They are then able to make a judgement themselves as to whether they act upon this information.
Use language like ‘it seems to me’ rather than categorical statements like ‘you are’ or ‘you did’
Performance and Quality - What needs to be achieved and to what standard
Systems and Processes - How to improve what gets done and the way in which the task is executed
Personal Development - What you need to improve your skills and expand your experience
Statement of achievable results – should be challenging but achievable and established by both parties
Competencies:
“the behaviours that employees must have, or must acquire, to input into a situation in order to achieve high levels of performance”, (CIPD)
Discuss and agree together
Identify together
May need to negotiate on own personal objectives, those of your manager and the company and agree on common goals. Still make sure that each goal is in harmony with the company’s values
What to measure
Success criteria
If you know what you want to get out of the meeting e.g. anything you want to mention or any training you would like or what you want from your job in the future, and you prepare with notes for example, your appraisal will be more successful and beneficial for you.
Your input is crucial here. Better to discuss and agree together your objectives rather than being told that they have been established without your thoughts being taken into consideration, after all you have first hand knowledge of the capabilities and scope of the job
Specific
Is it clear and well defined
Is it clear to anyone that has a basic knowledge of the work area
Use action words e.g. direct, organise, coordinate, lead, develop, plan, increase
Measurable
Know if the goal is obtainable and how far away completion is
Know when it has been achieved
Achievable
Agreement with all the stakeholders what the goals should be
Is there a realistic path to achievement
Realistic, resourced or relevant
Within the availability of resources, knowledge and time
Timely
Enough time to achieve the goal, is there a time limit
Not too much time, which can affect work performance
EXERCISE:
Provide accurate and timely information about [specify services] to [number] of customers in accordance with approved ECU policy and procedures within [time].
Provide information technology support for approved applications in accordance with Information Delivery Systems (IDS) procedures for the period [date].
Reduce the average time for resolving customer service issues from [X] minutes to [X] minutes by the end of the calendar year.
Review and deliver an office procedures manual, updating it with relevant and accurate procedural information by [date].
Ask these questions about your goals to test if they are SMART
Remember, that your goals need to be in line with the goals of the Company
Ask these questions about your goals to test if they are SMART
Remember, that your goals need to be in line with the goals of the Company
To aid your thinking, why not try using a different format to write your goals before transferring them to standard review form.
Not Measurable
Not timebound
if you left it to annual appraisals with no follow up, you would forget what progress you have made since the year before.
If you do it on continuous basis e.g. quarterly reviews, makes the whole annual process a lot easier
