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How to conduct effective performance appraisals by Toronto Training and HR April 2011
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How to conduct effective performance appraisals
by Toronto Training and HR
April 2011
Page 2
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Drill A9-15 Aims of regular performance
appraisals16-19 Case studies A & B20-21 Goals and standards for performance22-23 Designing a performance appraisal
system24-27 Different methods to evaluate
performance28-29 Golden cycle of performance
management30-31 Types of performance appraisal32-34 Problems with performance appraisal35-36 Areas to improve; collaborate don’t
assassinate37-39 The performance appraisal interview40-41 Drill B42-46 Points to bear in mind47-50 Case studies C & D51-52 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
Performance Appraisal:Setting work standards,
assessing performance, and providing feedback to
employees to motivate, correct, and continue their
performance.
Performance Management:An integrated approach to
ensuring that an employee’s performance supports and
contributes to the organization’s strategic aims.
Differences betweenPerformance Appraisal
and Performance Management
Page 7
Drill A
Page 8
Drill A
Page 9
Aims of regular performance appraisals
Page 10
Aims of regular performance appraisals 1 of 6
Check that the needs of the employee and employer are being metConfirm the employee’s understanding of company expectationsIncrease the employee’s knowledge of his or her personal strengthsProvide an opportunity to discuss areas for improvementFoster a spirit of co-operation and teamwork
Page 11
Aims of regular performance appraisals 2 of 6
WHAT CAN THEY ACHIEVEperformance measurement - transparent, short, medium and long term clarifying, defining, redefining priorities & objectives motivation through agreeing helpful aims and targets
Page 12
Aims of regular performance appraisals 3 of 6
WHAT CAN THEY ACHIEVEmotivation though achievement and feedback training needs and learning desires - assessment and agreement identification of personal strengths and direction - including unused hidden strengths career and succession planning - personal and organizational team roles clarification and team building
Page 13
Aims of regular performance appraisals 4 of 6
WHAT CAN THEY ACHIEVEorganizational training needs assessment and analysis appraisee and manager mutual awareness, understanding and relationship resolving confusions and misunderstandings reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc
Page 14
Aims of regular performance appraisals 5 of 6
WHAT CAN THEY ACHIEVEdelegation, additional responsibilities, employee growth and development counselling and feedback manager development - all good managers should be able to conduct appraisals well - it's a fundamental process
Page 15
Aims of regular performance appraisals 6 of 6
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable
Outcomes of Appraisal Interviews
Page 16
Case study A
Page 17
Case study A
Page 18
Case study B
Page 19
Case study B
Page 20
Goals and standards for performance
Page 21
Goals and standards for performance
Assign Specific Goals
Encourage Participatio
n
Assign Measurabl
e Goals
Assign Challengin
g but Doable Goals
Guidelines for Effective Goal
Setting
Page 22
Designing a performance appraisal
system
Page 23
Designing a performance appraisal system
Gaining support for the systemChoosing an appropriate rating instrumentSelecting ratersDetermining timingEnsuring fairness
Page 24
Different methods to evaluate performance
Page 25
Different methods to evaluate performance 1 of 3
Peer reviewsSelf evaluationUpward appraisals
Page 26
Different methods to evaluate performance 2 of 3
TYPES OF PERFORMANCE APPRAISALFormal annual performance appraisals Probationary reviews Informal one-to-one review discussions Counselling meetings Observation on the job Skill- or job-related tests Assignment or task followed by review, including secondments (temporary job cover or transfer)
Page 27
Different methods to evaluate performance 3 of 3
TYPES OF PERFORMANCE APPRAISALAssessment centres, including observed group exercises, tests presentations, etc. Survey of opinion of others who have dealings with the individual Psychometric tests and other behavioural assessments Graphology (handwriting analysis)
Page 28
Golden cycle of performance management
Page 29
Golden cycle of performance managementGoal setting and planningOngoing feedback and coachingAppraisal and reward
Page 30
Types of performance appraisal
Page 31
Types of performance appraisal
Graphic rating scaleBARS( Behaviourally Anchored Rating Scales)Alternation rankingForced distribution methodCritical incident method Narrative FormsPaired comparisonMBO (Management by Objectives)
Page 32
Problems with performance appraisal
Page 33
Problems with performance appraisal 1 of 2
Unclear standardsHalo effectCentral tendencyLeniency or strictnessBiasHorns EffectRecency ErrorFirst ImpressionFixed Impression
Page 34
Problems with performance appraisal 2 of 2
Know Problems
Control Outside
Influences
Use the Right Tool
How to Avoid Appraisal Problems
Train Supervisor
s
Keep a Diary
Page 35
Areas to improve; collaborate don’t
assassinate
Page 36
Areas to improve; collaborate don’t
assassinateEmphasize the positive with the negativeCouch your criticism in terms of the shared greater good rather than framing it as a personal indictmentEnlist your employee as an ally in troubleshooting a vexing issueOffer the employee flexible options in resolving a shortcoming
Page 37
The performance appraisal interview
Page 38
The performance appraisal interview 1 of 2
How to conduct the interviewChecklistHow to handle a defensive appraiseeHow to constructively criticize the appraiseeHow to ensure the interview leads to improved performanceHow to handle a formal written warning
Page 39
The performance appraisal interview 2 of 2
GIVING NEGATIVE FEEDBACKWhy candour is importantThe importance of documentationThe importance of the correct wordingEncouraging employee feedbackEnding on a positive note
Page 40
Drill B
Page 41
Drill B
Page 42
Points to bear in mind
Page 43
Points to bear in mind 1 of 4
Reduce surprisesLook back before you look aheadKnow the effects of documentationAvoid extremesGet employees involvedSeparate performance and pay increase discussionsKnow how to use the performance review for disciplinary purposes
Page 44
Points to bear in mind 2 of 4
SELF-EVALUATIONAddress your overall performance/track record for the review periodIn what areas do you need additional support, structure and direction?What are your goals for the next year or next review period?
Page 45
Points to bear in mind 3 of 4
WATCH YOUR LANGUAGEAvoid discriminatory referencesAvoid the term “attitude”Use “for example” frequentlyDocument how the supervisor has tried to help the employee meet performance standards
Page 46
Points to bear in mind 4 of 4
REVIEW TIMELINEOne month beforeTwo weeks beforeOne week beforeOn the dayThree to five days after the review
Page 47
Case study C
Page 48
Case study C
Page 49
Case study D
Page 50
Case study D
Conclusion & Questions
Page 52
Conclusion
SummaryQuestions
