Performance Appraisal Training Courses – Appraisal Preperation

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

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

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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

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