Skills of Appraisal and Performance Review enables organisations to provide an effective appraisal system of performance review. It also offers theory and practice in techniques such as performance pay, 360 appraisal, Investors in People (IiP) and appraising manual workers.
This Trainer's Activity Pack shows managers how a performance review appraisal provides a powerful communication system, enhances interpersonal skills and helps to promote an open and honest employee relations climate. It can also ensure that the personal development of the employee is in line with the business needs of the organisation.
Skills of Appraisal and Performance Review will enable trainers to work with delegates to improve the necessary skills needed to conduct successful appraisals: communication, planning for the interview, working with the appraisee to improve performance through focused effort and mutual interest.
Skills of Appraisal and Performance Review contains all the ready-made training materials you need to get everyone practising effective performance review skills.
Author: Val Rowland and Ken Birkett
Pages on CD: 423
'OK to copy' pages on CD: 209
Contents
SECTION ONE: INTRODUCTORY ACTIVITIES
1. Elements of an effective performance review system
What does ‘good appraisal’ imply? The process and techniques are introduced in outline.
2. Preparation for review interviews
Participants identify the preparatory steps and their vital importance to a successful system.
SECTION TWO: ESSENTIAL TECHNIQUES FOR THE MEETING
3. Communicating well face to face
You lead participants in distinguishing the dos and don’ts of one-to-one meetings. They then test the validity of these on their own recent individual experience.
4. Questions: Types and their uses
Really useful answers best come in response to the right type of question. Participants work through some possibilities.
5. Dealing with conflict
Conflict hinders communication. Participants consider the practicalities and work on counter-measures.
6. Dealing with unexpected responses
Everyone gets caught on the hop from time to time.This can be diversionary. Participants analyse a case study and identify causes and solutions.
7. Criticism: Handling it and staying friends
Participants evaluate their own capacity to accept focused evaluations or, sometimes, unfair criticism. They then work through coping strategies.
8. Reviewing past performance
Participants discuss the essentials of reviewing their recent past performance. Using themselves as a role model they then evaluate their effectiveness in that task.
9. Setting targets, goals or objectives
You lead the group in considering the nature of jobs and how specific aims can be distilled for these. Participants work together using their own jobs as models for consideration.
10. Meeting needs from work
You introduce an often-neglected aspect of performance appraisal ‘What do the appraisees get out of it?’ This session gets participants to consider these needs at length. Group-work feedback is used for general analysis.
SECTION THREE: PRACTICE SESSIONS
11. A review meeting: Appraiser’s perspective
This session and the next give participants the opportunity to bring all the learning together. You act as a general facilitator and observer.
12. A review meeting:Appraisee’s perspective
Essentially, this is the same routine as the last session, except this time from the appraisee’s viewpoint. Again, you facilitate.
SECTION FOUR: SPECIAL INTERESTS
13. Appraisal and performance pay
This is an area of particular interest to many. It is very systematic and should not prove offputting. You lead the session in a relaxed step-by-step way, giving participants as much time as necessary.
14. Appraisal for empIoyee development
You build the notion that personal development can take a variety of forms. These can be explained and co-ordinated under the influence of an appraisal system.
15. Appraisal and motivation
Participants are introduced to some basic concepts of motivation theory. These are strong influencing tools!
16. Appraisal and Investors in People
Participants consider a simple case study that illustrates the benefits of linking appraisal and Investors in People.
17. Appraisal: A 360º approach
In some product and service areas, it is particularly important to have a variety of perspectives. You lead the group in a systematic approach to achieving these.
18. Appraisal and manual workers
Manual and craft workers are accustomed to being assessed in respect of personal competence. This can be used as a focus for an appraisal system. You work at getting across this notion.
SECTION FIVE: CONCLUSION
19. In conclusion: Performance review appraisal
This is your opportunity to emphasise the essential management elements of a successful performance appraisal scheme.
