performance appraisals

Performance Appraisal Training Courses – How to complete an Appraisal Form

by admin on November 9, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

COMPLETING THE APPRAISAL FORM

Once the appraisal has finished the appraiser is given the opportunity to describe the individual’s performance in his/her own words. The style of appraisal report may be an essay or a report structured by a series of questions about the appraisal period, e.g. what have been the appraisee’s main achievements during the past year? There are many ways of grading performance and this method is called narrative report.

The advantages of narrative report appraisal are:

This method allows for a great deal of flexibility.

The disadvantages of narrative report appraisal are:

Comparisons between employees are difficult since there is no common set of appraisal factors.
It is highly dependent upon the literary skills of the appraiser
Comments made may be personal without appropriate evidence to back up any claims made

It is the responsibility of the appraiser to comment on employee’s performance and behaviour in a clear and factual way, and in a way which cannot be subject to negative scrutiny.

EXERCISE

Completing the appraisal form: The examples below are typical comments written on appraisal forms. Indicate whether you feel they are good or poor examples and rewrite those you consider to be poor examples.

	Good Example	Poor Example
1. Seems to have a good understanding of administration
2. Spent time with her new employees and conducted regular performance reviews (on an informal basis) during their first year
3. Is a warm, friendly type who enjoys a good chat. Has a good personality and is liked by most with whom he has contact
4. Is a bit disorganised and needs to give clearer direction to his staff
5. Must find the line between being friendly and professional.

WRITING UP THE APPRAISAL FORM: SUGGESTED ALTERNATIVES

Seems to have a good understanding of administration

Has a very sound understanding of administration, demonstrated by the recent admin review where s/he made a significant contribution to developing new procedures

Spent time with her new employees and conducted regular performance reviews (on an informal basis) during their first year.

This is fine: it gives examples.

Is a warm, friendly type who enjoys a good chat. Has a good personality and is liked by most with whom he has contact.

He has developed good relationships with his colleagues and makes considerable efforts to communicate with everyone.

Is a bit disorganised and needs to give clearer direction to his staff.

Organisation skills need to be developed: for example, in the recent changes made to the procedures, there was evidence of a lack of understanding on behalf of his staff in the month following introduction of the change.

Must find the line between being friendly and professional.

Her staff find her approachable and open. However, Tracey agrees that she may need to ‘distance’ herself slightly from her staff – the recent performance problem with Nicola made her realise she may get too closely involved with personal problems.

SAMPLE APPRAISAL FORM

Name:

Meeting date:

			1	2	3	4
1 – PERFORMANCE Quality of work/knowledge of job/planning and organisational ability Comments:
2 – PERSONAL SKILLS Communications ability/team work/adaptability/professionalism Comments:
3 – PERSONAL DEVELOPMENT Strengths & weaknesses/training and skills development Comments:
4 – YEARLY OBJECTIVES
5 – ACTION PLAN
ITEM	ACTION	BY DATE

Signed by:…………………………………

Key to form:

Ratings – 1 = excellent; 2 = good; 3 = acceptable; 4 = below standard

Performance Appraisal Training Courses

When it comes to employee performance appraisals, setting SMART objectives and giving constructive feedback are essential skills for any manager and our appraisal training courses show delegates how to carry out appraisal and performance reviews successfully.

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

Our appraisal training seminars enable delegates to understand the processes which will make them more effective and increase their confidence and sense of achievement. Anyone who needs to master the principles and practices of an effective performance review; including senior/junior managers, supervisors, training/hr managers, directors, administrative and technical staff.

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

In-Company Courses

Total Success have developed a series of in-house training modules. These are designed so that an organisation can pick the training which is more applicable to its own needs and budget. Please call us to discuss your specific requirements

Total Success Training Packs

Why use a total success training pack

If you are looking to run your own training course but lack the materials and the time to develop a fully functional training seminar we produce a range of training materials and packs which will suit your requirements exactly. All of our packs and been written by our own training experts and we can guarantee that the training pack will satisfy your course requirements. Each pack will contain a full set of PowerPoint training slides, trainer’s notes, a course manual, and a full set of handouts and activities.

We have been running our courses since 1995 and have trained 1000’s of people via open courses and in-company seminars. We guarantee that the course you buy is the one we train. All courses are trainer and trainee friendly so you’ll be up and running quickly (depending on your training experience).

We know how difficult it is to choose amongst the many training materials available on line, that’s why we have 3 packages that will suit you needs. With our gold, silver and bronze packages you can choose the training format that’s right for you and your budget. Call us 0044 (0)208 269 1177 to discuss your requirements or email us tsuccess@dircon.co.uk

Click anywhere on this line to find out more about our Training Materials and packs

Related information

Total success training also produced a number of newsletter webpages that carry great information on all our training topics. Below you will find a selection of related newsletter pages. You can click on any of the links and they will give you stacks of really interesting information relating to this subject t. If you like the content of these pages you can subscribe to our newsletter page and we will send you a newsletter every month. we update our pages very regularly so will always be more great information each time you log onto our site.

Performance Appraisal Training Courses – Opening the Appraisal and Questioning the Candidate

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

EXERCISE

Opening the Appraisal and Questioning the Candidate:

APPRAISEE – ACCOUNTS ASSISTANT

You are appraising a member of your staff, Janine, who has been with the organisation for just over one year, having joined straight from college where she had completed a business and finance qualification.

On the whole, you are quite happy with her performance as an accounts assistant. She is bright, picks things up quickly and is easy-going; other staff members within the department like her as a person.

However, in the last two months she has been showing signs of boredom. She has been late on several occasions and has been sullen when this has been raised. Her work is not as accurate as it was; she has made several silly mistakes – and last week went home without completing some records you were waiting to consolidate. This caused you a major headache.

You are about to carry out Janine’s annual appraisal.

(a) Prepare for this appraisal by identifying how you will open and structure the interview.

(b) Prepare the questions you will ask.

c) Find someone who you will role-play with, one of you playing the role of Janine and one of you the appraiser.

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Assessing the Candidate Excercise

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performancethrough applying the strategies they have learnt in the art of ‘appraising employees successfully’.

EXERCISE

Assessing the candidate: Read the following scenario and assess the candidate based on the information given.

You are the Sales Manager of ‘The South East London Gazette’, one of the oldest newspapers in London and has a circulation of 360,000 copies delivered free each week. The advertising sales team consists of six sales representatives and a manager.

Responsibilities of the sales team:

contacting your customers regularly(once a fortnight)
hitting weekly sales targets
accurate paperwork submitted on time every Friday
making appointments with 10 new clients per month and selling to at least 3 of them
punctual time keeping
attending two sales meetings per week

Toni Clarke – Senior Sales Representative

You are about to have an appraisal with Senior Sales Representative, Toni Clarke. You have become concerned about her recent results. They have been disappointing over the last 6 months and she is just over target; but she has lost two of her major advertisers in the last year which accounted for 15% of her advertising revenue. You’ve had to speak to her recently regarding the quality of her paperwork and she promised to improve this aspect of her job. You feel she would make a good management development candidate but needs to become more dependable in both her paperwork and timekeeping before she can be considered. You have a major sales launch in two months and need someone to help plan and organise the event which will mean an extra commitment from her of doing this and her regular job (as she can’t afford to take time of her normal duties).

Her recent results are below:

Target Achieved

% of target 100% 101%

New business appointments/month 10 2

New customer sales/month 3 1

New business revenue/wk £5,000 £4,500

When assessing Toni, take into account both ‘internal’ and ‘external’ factors that affected performance and use these as a basis for setting performance and developmental objectives for her. You need to be sure of the factors that you will use to assess and review her performance. You have 15 minutes for this exercise:

1. Based only on the information given to you, what aspects of Toni’s performance and behaviour would you consider appropriate to address on the appraisal?

…………………………………………………………………………………………………………………………………………………………………………………………………………

2. What criteria/data/evidence would you use to back up your assessment of Toni’s performance and behaviour?

…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

3. What external factors have affected Toni’s performance?

4. What targets/objectives would you set Toni?

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Assessing the Candidate

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

ASSESSING THE CANDIDATE

PERFORMANCE CRITERIA

For the appraisal to be beneficial the manager should be in a position where they can assess accurately the employee’s performance. This is often the hardest part of planning and conducting an appraisal, i.e. what performance criteria should be used? These should be chosen carefully, especially for situations where performance is not easily quantifiable. A good example of this is management. There is little point in setting objectives that aren’t measurable in terms of actual performance. For some jobs, quantifiable assessment is easy, for others it is more difficult. For any assessment of performance the criteria chosen should be rational, allow systematic measurement, and remain stable during the period of assessment. Stability enables the organisation to monitor individual and organisational trends. Possible criteria include:

direct financial indices, such as sales volume or profit
direct quantitative measures, such as units of production or number of customers
ratios, such as errors per l00 transactions or sales per 100 contacts
time factors, such as time it takes to complete a task, or ability to meet deadlines
judgemental scales, such as supervisor ratings or peer ratings
open-ended questions
descriptive opinion

These can be categorised into quantitative (usually defined as data that can be measured e.g. numbers produced, performance over time etc) or qualitative (usually defined as less measurable e.g. behaviour, attitude etc) criteria (becoming less quantitative as one reads down the list). Quantitative data is usually easier to obtain and analyse, but care still needs to be taken to ensure extraneous factors have been accounted for. For instance, if the criterion is ‘sales volume’ then account should be taken of size of sales territory, number of potential customers, number of actual customers, time spent in the field, experience, and any other factors that might have a bearing on the criterion.

Qualitative data may appear to be more vague and subjective, but in the end can offer much richer sources of information, as long as collected with care, or as long as the right questions are asked. It is often useful to use quantitative data as a starting point, and to expand on these with qualitative data. Appropriate interpretation of qualitative data is also critical. Such interpretations may be inevitably subjective, but should not be unfairly biased.

Examples of qualitative criteria could include many factors. To make it easier for both the appraiser to appraise and for the appraisee to understand how he/she is being assessed, criteria should be set and discussed regularly during the year. These could include:

Team Working – role within existing team: experience of working with others as a team member.
Relevant Experience – business focus, knowledge of client’s business sector
Organisation Skills – management of time to achieve key priorities and fulfil assignments.
Interpersonal Skills – how they relate to others
Problem solving and decision making
Communication Skills – written and verbal
Influencing skills – how they persuade and influence others

When listing personal attributes, restrict yourself to those which are necessary for the job, and do not allow your subjective preferences to get in the way.

PERFORMANCE

Quality of day-to-day work – measure against critical elements of the job description and skill requirements to that job. Is work accurate and consistent, fit for purpose, timely? Does person follow our company and quality procedures?
Knowledge of job – has an up-to-date knowledge of job and knows how the role fits into the overall business plan. Knowledge of key objectives and how they relate to this role, importance of client relationships.
Planning and organisational ability – manages time well, prioritises tasks in line with demands of job, analyses tasks and takes appropriate action.

PERSONAL SKILLS

Communication skills – listening; pays attention, checks understanding. Speaking – clear and understood by others.
Team work – is co-operative, helpful, works as part of the team and with other departments, communicates information to others, takes responsibility for own work and workload.
Adaptability – adjusts to new situations and demands, responds in a crisis, can handle multiple tasks/issues, is flexible.
Professionalism – represents the company well to colleagues and clients, presents a competent and professional image.

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Appraisal Preperation

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

Before the appraisal interview can take place a number of things need to happen:

Ideally the appraisal process will be an on-going process with regular informal performance reviews having taken place. It is important that the appraiser keeps notes throughout the appraisal period so that these can be referred to when drawing up the formal appraisal. If notes are not kept, the appraiser is likely to be too heavily influenced by recent events and will not give a balanced assessment for the entire appraisal period.

Questions that need answers

What were last year’s objectives?

Of course, both manager and appraisee should be very familiar with these because they have been working towards them. To avoid any possibility of confusion, however, it is sensible for the manager to give the appraisee a copy of last year’s appraisal form, to ensure that both of them are approaching the appraisal from the same start point.

What supporting facts are there to confirm the level of performance actually achieved?

Ideally, the method of measuring performance against objectives should have been agreed at the last appraisal. If, on the other hand, the objectives set were rather ‘soft’, it would be useful if the manager and appraisee were to agree at the preparation meeting what kind of supporting facts each will collect.

What affected the appraisee’s performance?

The factors affecting performance fall into two categories:

Internal factors, which are within the appraisee’s control, principally the effort, skill and knowledge applied to the job.
External factors, which are outside the appraisee’s control, ranging from lack of co-operation by colleagues to market factors and the state of the international economy.

What should this year’s objectives be?

The manager must consider this from two viewpoints:

1. What the manager needs the appraisee to achieve as a contribution to the manager’s objective

2. What the appraisee is capable of achieving with appropriate support and development.

What support will the appraisee need in order to achieve the new objectives?

Support can include intervention by the manager to remove or minimise external blocks to performance, and can involve coaching or training to enhance skills or knowledge. The manager should also consider whether the appraisee could put more effort into the job if motivated by longer term development such as:

job enrichment
extra responsibilities
preparation for promotion

Throughout the actual interview, the appraiser will also need to take discreet notes. It will be virtually impossible at the end of an hour-long interview to remember all that has been said without notes. The conversation does not have to be recorded verbatim, just the key points and decisions agreed during the interview. Remember, if the appraisee appeals against the outcome, another manager will need to review the issues. This cannot be done without a proper record of the appraisal meeting. This is greatly facilitated by a formal Appraisal Form.

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Appraisal checklist

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

Appraisal Checklist

The following is a checklist of procedures and items that are essential for an effective appraisal:

ð Define need for appraisal

ð Set date for appraisal

ð Agree timing for appraisal

ð Prepare room for relaxed and interruption-free discussion

ð Last year’s completed appraisal form

ð Performance criteria (review period)

ð Performance criteria (this year’s objectives)

ð Development opportunities

ð Person/skills criteria

ð Structure and agenda

ð Water, tissues, coffee, tea

ð Prepare questions for review

ð Job description (up-to-date)

ð Data of appraisee’s results against target

ð Factors affecting appraisee’s performance (internal and external)

ð Paper, pens, calculator

ð Duplicates of appraisal form

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – The Pre Appraisal Meeting

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

The Pre Appraisal meeting

This meeting is an essential part of the appraisal process as it allows both the appraiser and appraisee to discuss the structure, content and timings of the appraisal. The manager should be aware that a member of staff new to appraisals may require some coaching on how to complete the form.

The meeting should be designed to cover the following:

establish the agenda items
explain the structure of the interview
set out the importance of the appraisal
outline the two distinct aspects of the appraisal
show mutual benefit to the appraisee and the appraiser
indicate what will and will not be discussed
reassure the appraisee
get confirmation on the completion of the pre appraisal form
determine times, duration and location
give sufficient time to prepare
go over blank form with employee
emphasise that their preparation is essential

A typical way of communicating the importance of the appraisal is given below:

“Hi Sarah, as you know your appraisal is in three weeks and I thought I’d let you know what will happen and also answer any questions you may have. I’ve booked the board room for 3pm on Thursday the 18^th for two hours.

The purpose of the appraisal is to provide you with feedback about your job performance during the review period. I’ll need to know how you feel you’ve done over the last 12 months and then I’ll give you feedback on how I feel you have performed. It enables both of us to look ahead to agree objectives for the coming year and to agree a development plan for you.

I can’t stress enough that the appraisal is two way and your input is vital to its success. The next 12 months will be an exciting and challenging time for all of us and I want to ensure that you know what I’m expecting of you and for you to know how I’ll be supporting you and your development.

I’ll need you to fill in this self-appraisal form. It’s designed to enable you to reflect upon your past job performance and to plan ahead. It will help you make an effective contribution to your own appraisal. I’d like it back by next Thursday so I’ll run over the form with you now and if you’re still unsure about filling in anything on it let me know and I’ll help you.”

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Training the Appraisers

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

Training the appraisers

The first step is to ensure that the appraisers are equipped to carry out the task. They will require training to:

reinforce the objectives and benefits of the appraisal scheme
familiarise themselves with the appraisal procedure
conduct effective appraisal interviews
coach and develop staff

Legal requirements

There is no legal requirement for an organisation to formally appraise its employees. However, a number of legal obligations should be kept in mind when introducing an appraisal system:

a) If the appraisal scheme is to be linked to pay in any way, it may be necessary to disclose details about how the scheme operates to a trade union for the purposes of collective bargaining.

b) The Data Protection Acts give individual employees the right of access to personal data held about them. Appraisal records will fall into this category of information. If expressions of opinion about an employee’s suitability for promotion are not intended to be seen by the employee, careful thought needs to be given to the storage of such information.

c) Appraisal records may be used to support complaints to employment tribunals in discrimination cases. Employers must review their appraisal schemes regularly to ensure that they do not discriminate in terms of race, sex or disability in particular.

d) Applicants to employment tribunals for unfair dismissal on the grounds of unacceptable performance often complain that they received little feedback about their job performance. The appraisal process is not a substitute for the organisation’s disciplinary procedures, but it is an appropriate forum for reinforcing messages about inadequate performance. Through the appraisal process employees can be made aware of areas of weakness and the consequences of failing to improve.

e) Equal pay legislation requires that men and women receive equal pay where the work they do is the same, or broadly similar. Work rated as equivalent under a job evaluation scheme should also attract equal pay. Any performance review/appraisal system must distribute any pay rewards even-handedly.

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – Why do Appraisal Systems Fail?

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

Why do appraisal systems fail?

Despite the considerable benefits to be gained, not all appraisal systems are found to be effective.

The main reasons for failure to achieve the desired results are:

a) lack of clear commitment to the process from the top

b) lack of management commitment

c) one or both parties being unaware of the format and aims of the interview

d) lack of training for appraisers and appraisees

e) lack of emphasis on employee involvement in the appraisal process

f) lack of reference to business objectives when designing the appraisal process

g) making the appraisal process overly complicated and onerous

h) an unclear definition of the appraisee’s job

i) subjectivity

j) biased or incomplete data

There are other reasons why some managers are against appraisal or do not like doing them, including:

dislike of the interview situation
lack of time
confrontational nature of the interview
embarrassment if the appraisee is substandard
hard work preparing for the interview
not knowing how to structure the interview
thinking they can’t make accurate assessments of people.

If both parties are made fully aware of the benefits of appraisal, then the traditional notion of the appraisal interview as a regular chore can be eliminated and replaced with a more positive attitude.

The most critical factor is to gain the commitment of those who will be involved in implementing the appraisal process. If they do not believe in the appraisal system it cannot succeed.

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

Related Information

Performance Appraisal Training Courses – The Business Risks?

by admin on September 25, 2012

This one-day appraisal course will teach delegates how to raise the motivation of employees and improve performance through setting objectives; giving effective feedback and praise. Our performance management course also provides tips and techniques for managing conflict in appraisals as well as showing delegates how to write effective performance reviews quickly, easily and effectively. Delegates who have taken our appraisal courses have gone on to see a dramatic increase in staff performance through applying the strategies they have learnt in the art of ‘appraising employees successfully’.

The Business Risks?

An organisation runs more risks by not having an appraisal system at all. Without an effective appraisal scheme the methods used to assess performance are likely to be ad-hoc. Each manager will have his/her own idea of acceptable and unacceptable levels of performance and staff may compare notes about conflicting treatment. Employees may feel aggrieved if they are given little, if any feedback about their performance. Staff may feel they are in a dead-end job if they have limited scope to discuss future development and progression.

By not implementing an effective appraisal system an organisation risks:

Poor morale due to limited feedback about performance and future development

Discontent due to apparently conflicting or uneven treatment of staff

Higher staff turnover due to lack of perceived opportunities to develop and progress within the organisation

Inconsistent information about levels of performance

Stagnation in their employees’ skills levels

Inaccurate manpower planning and succession planning processes

Inappropriate training and development activity generating costs and taking up time and effort with limited and un-quantified returns to the organisation

Performance Appraisal Training Courses

Course Dates

May 23, 2013
June 24, 2013
July 22, 2013
August 9, 2013
September 20, 2013
October 22, 2013
November 21, 2013
December 6, 2013

Who will benefit from the course?

What will delegates learn?

how to structure the interview
how to build rapport and relax the appraisee
how to avoid appraisal pitfalls
how to praise and criticise constructively
how to pre-empt and handle difficult situations
how to complete the appraisal form clearly and objectively
how to ensure great performance is maintained after the appraisal

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performance appraisals

EXERCISE

Opening the Appraisal and Questioning the Candidate:

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ASSESSING THE CANDIDATE

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Appraisal Checklist

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The Pre Appraisal meeting

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Training the appraisers

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Why do appraisal systems fail?

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The Business Risks?

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