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Managing Staff Performance Appraisals
The document outlines the principles and procedures for managing staff performance appraisals, emphasizing the importance of regular performance reviews to enhance productivity and staff development. It details the responsibilities of both reviewers and appraisees, as well as the steps and policies for conducting effective appraisal meetings every six months. Additionally, the document highlights the role of appraisals in setting objectives, assessing training needs, and fostering employee motivation.
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Managing Staff Performance Appraisals
- 1. MANAGING STAFF PERFORMANCE APPRAISALS Date: 13September 2005
- 2. Introductions Introductions Who areyou? What do you do? What do you want to achieve?
- 3. Aims and Objectives Aimsof Course Understand the principles of performance management and the appraisal process Identify and practice skills and techniques of effective appraisal interviewing Learn how to use the appraisal system as a motivational business tool Develop your performance management skills Objectives of Appraisals Raising standards of performance and efficiency Strengthening staff/management relationships and motivation Improving communication Developing Managers and staff Assessing training development needs Assessing potential and assisting in manpower planning Forming a basis for rating and pay awards Maintaining up to date record of staff capabilities and skill sets
- 4. Agenda Definition of Performance Reviews Successful Appraisals Internal Policies and Procedures Role of the Reviewer Appraisee’s Role Preparing for the Discussion Evaluating Performance Objectives Ownership/Empowerment/Motivation Appraisal Meeting Development Plans Managing Difficult Situations Poor Performance Follow Up Appraisal
- 5. Performance Reviews Why do we have them?
- 6. Definition of PerformanceReviews Regular Performance Reviews are a must. Performance Appraisal Meetings should be held as 2-way discussions. An opportunity for the Appraiser and Appraisee to look ahead.
- 7. Successful Appraisals A genuine commitment to the process An obvious link to the culture and objectives of the organisation Line Managers are responsible for undertaking appraisals for their own staff All participants fully understand the intentions and the operation of the process The scheme is monitored consistently at a senior level The basis for assessing performance is objective and measurable The Appraisal is forward looking The Appraisal is a continuous process
- 8. 5 Steps toan Effective Appraisal 1. Ensure that every member of staff is clear about current job requirements and/or has a set of relevant performance objectives. 2. Make thorough preparations for the appraisal meeting. 3. Conduct a productive appraisal interview. 4. Plan ahead with the appraisee. 5. Follow up on objectives and actions agreed at the appraisal meeting.
- 9. Policy Policy: Company’s policythat each member of staff will receive a performance review on a 6 monthly basis. Designed to meet specific objectives - To communicate a formal assessment of current performance - Assist staff in performing their job to the best of their ability - Maximise staff’s job satisfaction and their contribution to the Company’s objectives. - To identify individual training needs - To highlight the potential that each individual has to develop within his/her current position or into another and to set future objectives.
- 10. Procedures Procedures: Performance Reviewswill take place on a six monthly basis New employees will receive a review six months after their probation review Line Manager will arrange the review meeting HR Department will forward a review pack prior to meeting The pack will include – - Past review paperwork or copy of the probation review report - Blank review form - Information regarding employee’s current skill set
- 11. Procedures (cont’d) HR Department will also forward a review pack to the employee prior to the meeting The pack will include – - Copy of last review notes or probation review form - A review preparation sheet and guidance notes on the performance review process The EP/Line Manager will forward the completed review paperwork to the employee for their comments and to the HR Department (preferably electronically) The employee should add any comments to the review form/feedback sheet and forward to the HR Department
- 12. Procedures (cont’d) If any issues are raised by the employee the HR Department will arrange a meeting with the employee/EP or Line Manager and set up an Action Plan for the following six months A copy of the Action Plan will be sent to the employee, with a copy saved on the employee’s P/ file All reviews should take place in private and should have no interruptions
- 13. Supervision Sessions Applicable to staff working their probationary period both permanent and fixed term Conducted on a monthly basis during probation review period Priority task for Managers and staff Four functions of supervision – - Management - Staff Development - Support - Mediation
- 14. Probation Review Conducted prior to the three month service date Review previous Supervisor Reviews conducted Form – Review key areas of the individual’s job Training or support Setting key objectives for the next six-month period Additional comments by the Reviewer Comments by the person being reviewed
- 15. Role of Reviewer Encourage and guide the member of staff through the structure of the appraisal. - Plan the logistics of the meeting - Note the topics you wish to raise and discuss in order of priority. - Think of questions that will encourage the member of staff to talk. - Plan to talk about the job not the person. - Always check you have the relevant documentation required for the meeting.
- 16. Appraisee’s Role The review meeting offers an opportunity to discuss jointly their: - Performance - Future - Objectives - Focus and approach to current role
- 17. Preparing for theMeeting Plan ahead of meeting Be aware of your limitations of authority Be fully conversant with the policy and procedure
- 18. Environment Vitally importantto create an environment that creates an atmosphere of trust and encourages open discussion. Confidentiality Trust Room
- 19. Planning time andresource Estimatehow much time and resources required for development activities Estimate how much time will be required for duration times of objectives Planresources needed to achieve objectives and undertake development activities
- 20. Six Step Structureto Appraisals 1. Introduction 2. Agenda 3. Discussion 4. Action Plan 5. Summary 6. Follow Up
- 21. Evaluating Performance Evaluate employee’s performance and progress Take account of any changes Identify good aspects of performance How has the employee approached his/her work Negative feedback
- 22. Evaluating Performance (cont’d Questions toconsider: Are there any reasons why the employee is unable to meet objectives set or under performing outside of your control? Were the last set of objectives made sufficiently clear and achievable? If you identify an under-performance, is there a development need and how best should you meet this need. Is the employee capable of developing enough to perform to the the required standard?
- 23. Objectives In addition to setting objectives, appraisals need to focus staff on achieving them. Objectives need to be challenging, realistic and measurable Set SMART Performance Measures - Specific - Measurable - Agreed - Realistic - Timely
- 24. Employee’s Commitment to MeetingObjectives Signs of positive commitment – - Shows enthusiasm - Readily able to solve problems - Proactively reports on progress - Displays initiative Signs of negative commitment – - Displays negative resignation - Ignores issues and problems - Maintains silence - Lacks initiative
- 25. Ownership/Empowerment It is the employee’s responsibility to achieve their objectives. Solutions rather than problems Agreeing objectives Have faith in their abilities
- 26. Motivating Staff toMeeting Objectives Takeon responsibility for achievements Praise Delegation
- 27. Appraisal Meeting -Structure Agree the Agenda Review the previous period Discuss progress on objectives Were development needs met? Agree objectives for the following six months Identify any development needs linked to either current or new objectives or responsibilities.
- 28. Appraisal Meeting –Discussing Objectives Review previous objectives Praise achievements Give constructive feedback Identify development needs Praise additional achievements Agree new objectives Plan and agree actions Summarise
- 29. Manager’s Role atthe Meeting Ask open questions Ensure the tone of the meeting is relaxed If other issues are raised outside of the current agenda The future Feedback Commitment from Appraisee Never promise anything you can’t deliver
- 30. Development Plans The aimsof a performance and development appraisal is to: Review staff’s development Theimprovement of both long and short- term performance
- 31. Career Development Majority of staff aspire to take on more responsibility, senior roles and want to further their careers What should you consider when discussing career development? - The needs of the organisation - Avoid the trap of keeping staff within your team solely for the reason you have invested training and development in them. - Aim to be a good Manager who develops and encourages staff to develop their careers and look for ways of promoting in-house.
- 32. Managing Difficult Situations If an issue/problem arises Be aware of your limitations Stopping the appraisal meeting
- 33. Poor Performance This will be covered in more detail in the course “Managing Performance”
- 34. Follow Up Appraisal Meeting Ad-hoc Meetings Planned Follow-Up Meetings Formalevaluation review at end of projects
- 35. What were ourAims Understand the principles of performance management and the appraisal process Identify skills and techniques of effective appraisal interviewing Learnhow to use the appraisal system as a motivational tool Develop your performance management skills
Editor's Notes
- #3 Facilitators to introduce themselves – emphasize any business/team management experience. If attendees don ’t know each other do introductions. Either way ask all attendees to state why they are here.
- #5 With this Agenda we should be able to meet all your queries on Performance Reviews and put you in a better position when conducting them. I will send to your mailbox a copy of the Presentation.
- #6 Ask attendees to consider List responses on a flipchart
- #7 Performance Appraisals are a way of ensuring that Managers and their staff meet at intervals to discuss individual ’s levels of performance in relation to the requirements of the organisation. Performance Reviews enable you to gain agreement from your member of staff on how well he/she has done in achieving objectives and developing skills and knowledge during the period of review. The Development Review ascertains what needs to be achieved in the future to sustain achievement or meet new objectives. This enables you to assist in their capabilities and prepare them to take on more responsibility. The meetings should be held as 2-way discussions centred mainly on effort and result in an individual ’s job responsibilities. The most important feature of any appraisal meeting is that both the Appraiser and the Appraisee look ahead to build on strengths, weaknesses and utilise potential.
- #8 The policy has full commitment from Managers and Directors The job holder is fully involved in agreeing levels of performance and future action, but there is a strong element of recognition in the process particularly for those who do not need or wish to develop further. The appraisal is forward looking, although any future plans are discussed realistically both in the light of the appraisee ’s abilities and what the organisation can offer. The appraisal is a continuous process in that regular meetings take place throughout the review period so that the appraisal meeting itself represents a summary of many other discussions.
- #9 Ensure that a clear explanation of the job requirements are given. Have performance objectives been given to the individual so they know what is expected of them? Prepare for the meeting. Be clear about what you are going to say. If improvement is required or something needs to be done differently – have evidence. Ensure that you provide explanation/suggestion. Private place for the meeting where you will not be disturbed, turn phone off We will be looking at the different forms – supervision – probationary – performance review next. Follow up on objectives – see how individuals are doing in the interim period. , focus on facts.
- #10 Feedback on Performance - No doubt you give employees on-going feedback during the six months. - This can be random and situation-specific or task-specific. - This feedback is not only legitimate, it is necessary. - By itself it insufficient - For example, you may occasionally give an employee constructive feedback on an ad hoc situations. Yet your overall review of that person ’s performance is that it usually exceeds expectations. - The six monthly review is your opportunity to put the random ongoing feedback in its TOTAL PERSPECTIVE. Employee Development -
- #11 Read through procedures
- #14 Staff have the right to regular supervision It is a partnership between the supervisor, the supervisee and management Promotes competent, accountable, empowered practice Promotes and models anti-discriminatory practice. MANAGEMENT - Managing the staff member ’s workload - Ensuring the records and administration are complete - Conducting regular performance appraisals - Evaluating effective practice outcomes and short term goals STAFF DEVELOPMENT – - Identify preferred learning styles and barriers to learning - Assessing development needs and identifying learning opportunities - Constructing, implementing and review personal development plans as recorded on personal development log - Giving constructive feedback on all aspects of performance - Developing a “culture of learning” within the team - Compliance with anti-discriminatory practice SUPPORT – - Creating a safe environment within supervision - Clarifying boundaries between support, counselling, consultation and confidentiality - Enabling and empowering expression of feelings - Monitoring the health and emotional functioning of the staff member, especially with regard to the effects of stress. MEDIATION – Ensuring that issues arising from the interface between the staff member, team and organisation are dealt with satisfactorily – - Clarifying the teams role and function - Briefing senior management about key issues - Managing concerns and complaints about colleagues to avoid destructive confrontation - Consulting and briefing staff on organisational developments - Contributing to policies and procedures.
- #16 Encourage and guide the employee through the structure of the appraisal. HOW DO WE DO THIS? Prepare and plan for the meeting. What will the subjects be that you wish to raise and discuss. Prepare a course of action What questions will I ask. Ensure that the employee talks about the job. What are his strengths and weaknesses with regard to the job. Have the relevant paperwork. PREPARE
- #17 The appraisee will also have the opportunity to prepare for the meeting. They will have completed their part of the form. They will note how well they think they are doing their job What they have set out to achieve in the last review period and how well they think they did What they want to do in the future and the they feel they should set themselves What help they need for the future.
- #18 Make sure you are prepared for the meeting – it should be well structured - Do you have the paperwork ? - Do you understand the process? - Do you know what you are going to say? - Do you have a plan? - Start the meeting off as positively and then focus the member of staff on the key areas for discussion and deliver feedback effectively. - Ask a relatively easy “OPEN” question first to ease and relax the employee. Know your limitations – - Do not commit to anything that is beyond your control Know the policy and procedure – check the Employee Handbook where it is published
- #19 It goes without saying that these meetings should be confidential Trust – act on decisions made during the meeting Be honest, fair and consistent Room – Tidy desk, well ventilated, seating arrangements
- #20 When setting objectives consider time and resource Be realistic Be prepared to adjust if it becomes necessary
- #21 Introduction – set the scene – why are you meeting Agenda – Know what you are going to discuss – have them listed so that you do not miss anything Discussion Action Plan – Agree the plan Summary – Summarise what has been discussed and what actions need to be put in place. Follow Up – Act on decisions
- #22 You need to evaluation the employee ’s performance and progress since the last review. This will assist in setting new objectives. Make sure that you take account of any changes in their role/duties/responsibilities When evaluating performance, identify good aspects of performance – praise and encourage You should consider how they have approached their work, has it been with a positive manner? How have they planned their work, review their time management skills. Ensure negative feedback is delivered in a constructive way – minor issues may not be worth your while mentioning. It is worth considering the following questions 0
- #23 Read through
- #24 Encourage staff to come up with their own ideas as to what they should accept as a challenge as they will endeavour to be more committed if they declare what is feasible themselves. People will rarely suggest a target that is well below what they believe they can achieve. SMART OBJECTIVES – SPECIFIC – clearly explain what the employee is meant to achieve- set out what must be done and how. MEASURABLE – In terms of efficiency (resources used) Effectiveness (quality of result) AGREED – they have the buy in of the employee REALISTIC – they are within the employee ’s capabilities and control TIMELY – they have a clear and agreed timescale for completion.
- #25 For those of you who have conducted performance reviews you have seen many of these reactions.
- #26 You should delegate responsibility to staff to achieve their objectives. By using their initiative to solve problems and work on their own to achieve objectives, leads to an empowered member of the team. Promote a culture where staff are motivated to present you with solutions rather than problems. When agreeing objectives you should be clear what the outcome of actions should be; aiming for the employee to fully accept its value and be committed to taking ownership. If they are reluctant discuss why. It is very important that staff are aware you have faith in their abilities, give praise when progress is identified.
- #27 Here are some suggested ways in motivating staff to meet objectives: Staff who feel able to achieve an objective to suit their own needs are more likely to take on responsibility for their achievements. Successful managers praise their staff for finding new ways of getting results. Employees will take a more active part in the process of delegation, if they are encouraged to ask questions and ask for more delegated responsibility staff to meet their objectives
- #30 Be aware to ask open questions rather then closed Keep asking questions to gain the employee ’s involvement and confidence Show interest Ensure the tone of the meeting is relaxed, however, avoid time-wasting discussions, keep focused on the agenda at all times. If issues are raised outside of the current agenda then agree to arrange another meeting outside of the forum of the performance appraisal to discuss further. Remember to keep the discussion focused on the future and do not dwell too much on the past. Do clarify issues clearly and ensure any feedback you offer is clear and understood by the employee Assess commitment from appraisee for taking responsibility for meeting and achieving objectives. NEVER PROMISE ANYTHING YOU CAN ’T DELIVER
- #31 Identify the development needs and decide how these can be met Decide upon timescales for meeting these needs Learning objective and results Improvement of performance – - Coaching and mentoring - Shadowing a colleague - Literature - Attending courses, conferences, seminars - Taking on delegated tasks - Attending meetings - Secondment/transfer to another role or team - Studying for professional or work-related qualifications - Training portals
- #32 Appraisal meeting is a good opportunity to discuss these aspirations and how best you can assist in preparing them for the future. If an employee doesn ’t receive support in achieving career aspirations this can lead to them feeling demotivated, non-productive staff who will inevitably leave the organisation. Consider the following when you are looking at career development
- #33 Not all Review Meetings will go smoothly. Majority of staff attending review will be slighting apprehensive You need to balance sensitivity while retaining your authority If an issue or problem arises you need to remain calm and frame your responses carefully, with the view of instigating a more productive discussion with agreed actions and commitment from the employee. You should be aware of your limitations and other resources available for advice. Never be afraid to stop the appraisal meeting, only once you have done everything possible to defuse a difficult situation. Set and agree a follow-up meeting
- #35 To ensure appraisals result in long-term benefits it is important to monitor progress. When undertaking follow-up meetings it is important that both parties understand the progress to date and you should try and ascertain if the member of staff has any issues. You will need to assess their level of confidence in achieving the objectives set, if you identify any. Offer guidance and support Encourage staff to take ownership of the objective, ensuring they are aware you trust their abilities. End of projects – very important to do this. You have a formal record and can refer to it at a later stage.
- #36 These were the aims identified at the beginning of the training. I hope I have given you an insight into the principles of the process. Please do not hesitate to contact me if you have any questions Also use your colleagues as a source of information, remembering the confidentiality of individuals