Appraisal and Performance Management

Impact Factory
London, London, United Kingdom

Course Format: Classroom | E-learning | Virtual Class | Online | On-site | Blended | Self-paced
Teacher/Instructor: See website
Term: 1 Day Course
Seats: 8
Fee: £395.00

Course Description:

'' Appraisal and Performance Management Course Objectives
* Giving effective feedback
* Handling difficult messages
* Setting achievable goals and expectations
* Supporting other people’s development
* Using acknowledgement and praise
* Dealing with issues as they arise
* Avoiding escalating problems
* Seeing things from other points of view
* Dealing with yours and other people’s feelings
* Dealing with difficult or tricky people
* Building confidence and morale
* Setting effective boundaries
* Knowing what to do when the goal posts change
* Tools for day-to-day Performance Management

Appraisal and Performance Management Course Programme

Performance Management - the Good, the Bad and the Ugly...
In pairs, delegates get to explore management experiences, as an appraiser or as a an appraisee, and what specifically made them good or bad (or even ugly...) Delegates distinguish between good and bad management practises and begin to unpick the elements that make up outstanding performance management.

Why is Performance Management so hard?
A group discussion on why performance management can be hard. The following factors may be discussed:

Dealing with your own and other people’s confidence and morale
Dealing with yours and other people’s feelings
Dealing with difficult or tricky people
Dealing with other people’s difficulties
Setting doable goals
Giving effective feedback
Giving ’bad news’
Avoiding escalating problems
Consistency (why have I been marked down when I think I haven’t changed?)
Setting the right goals for each individual
When someone doesn’t tell you the truth about how they’re doing
When someone disagrees with your assessment
Being enthusiastic when you don’t feel like it vs. tyranny of positivity
Lack of formality/blurred boundaries/etc

We raise the awareness level of the group and get delegates very clear about where their personal focus is. The outcome of this and the next session would be key in determining the emphasis and focus for individuals and, thereby, of the material for the rest of the programme.

Good and bad appraisals
Participants to give examples of good and bad appraisals.

What makes a good appraisal?

What makes a bad appraisal?

Discussion of Appraisal Issues
The Appraisal process is about the overall aim, not the process of doing it.

An Appraisal is a summary: there should be no surprises!

It’s on-going: it is about day-to-day Performance Management

Day To Day Performance Management vs. The Big Appraisal Build Up
In pairs at flip charts delegates list the reasons some difficult messages don’t get said on a day to day basis, or in some cases �ever! We look at why some people avoid dealing with issues as they occur, leaving them to build up until the formal appraisal time.

The Support - Performance See-Saw
We examine whether people are able to deliver both individualised support whilst demanding High Performance (rather than only operating in one arena or ’see-sawing’ from one to the other).

Barriers to making Performance Management work
No time/too busy/won’t find time
Too much change/ fire-fighting
Not two-way
Postpone/forget
Fear/anxiety
Sweeping issues under the carpet
Not acknowledging diversity issues
Collusion
Changing goals/goalposts
Appraisee not owning process for themselves
Refusal or inability of manager to role model
Manager doesn’t really understand the appraisee’s job

Most common difficulty: not handling the day-to-day management

What makes Performance Management work well?
Day to day performance management involves dealing with people’s confidence and morale and the feelings that go with that.
Dealing with difficult or tricky people’s issues requires a confidence in your own ability to handle anything that may come up.

Here are some tools that will help a lot.

Dealing with Emotional Staff

A pairs exercise that defuses over-emotional responses in a supportive way. Delegates increase their ability to deal with difficult situations and responses, and to be seen as consistently managing well.

Listen Agree Pause

In pairs delegates gain a technique which allows delegates to ensure their appraisees feel heard and that they themselves are able to get their message across clearly. Delegates learn a key technique, which creates respect, builds rapport and defuses potential conflict where necessary. This can be key in balancing the need to be supportive with demanding high performance.

Blame vs Effect

This exercise explores ways of delivering information and feedback and the reactions different approaches cause. The final strategy is a simple one that avoids the negative reactions people have when they feel ‘blamed�

Feedback Finesse

Looking at strategies for giving feedback in a supportive and informative way. This develops the ability to communicate honestly and openly while ’honouring’ other people’s styles and diverse points of view. It enables delegates to show respect and courtesy to others and builds esteem and relationships.

Unlocking Motivation

What motivates individuals is looked at here, with reference back to some of the visuals used earlier. Delegates gain insight into how to discover what motivates their staff and how to incorporate their findings into their communications with them

The Power of Praise

A discussion on the value of acknowledging good practise and the power of relevant specific timely praise.

Active Choosing vs Passive Passenger

In pairs or threes identify a recent situation where you passively chose (You were a Passive Passenger) Then identify a situation where you actively chose Brief discussion on difference, especially in terms of feelings

People to give examples of good and bad appraisals.
Good: understood, time, empathy, development needs identified, felt supported.

Bad: it was just plain wrong, the other person didn’t really understand the situation, it wasn’t fair, wrong time/setting, etc

The Appraisal process is about the overall Aim, not the Process of doing it.

An Appraisal is a summary: there should be no surprises!

It is about day to day Performance Management

Dealing Difficult Performance Management Issues
We explore dealing with difficult issues which in the past have included:

Delivering feedback to someone who thinks they have performed higher than they have
An appraisee who doesn’t prepare
Sickness issues
How to ensure the appraisee makes the most of the appraisal opportunity
Negative or disruptive staff
When the performance bar has been raised
Staff reduction with no reduction in workload
An appraisee who disagrees with feedback
Resentment of high performers/ earners
Support measures - when enough is enough

Based on their preparation and any insight gained on the day the delegates will get to plan for and rehearse dealing with difficult issues. They will receive best practice ideas from their fellow course participants and support and input from the Impact Factory facilitators.

Personal Performance Management Take Out
Each person will have an opportunity to say

What they are taking away from the Appraisal Performance and Management Course
What specifically they know they will use
Where they will practise

Final Performance Management Handouts

Documents:

Performance Management and Appraisals

Web cards

These cards give details of access to our extensive library of helpful documents. ...''

Elements of this syllabus are subject to change.

Phone:02072261877/02073543505

School Address:

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52 Upper Street
London

Jobs & Resumes: London
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