1 Human Resource Management 2 Performance Management and Appraisal interviewing – review of the practical exercise Nick Kinnie

2 Introduction: aims Discuss your reflections on these experiences and in particular consider some of the key practical aspects of performance management interviews Preparation and opening Styles, skills and closing Build on your learning for the next practical exercise on negotiating and bargaining

3 To recall….objectives of Performance Management Systems Set objectives and review performance against objectives/standards Personal development: identify training and development needs and potential Linking team and organisational objectives Source: Performance Management Survey Report September 2005 CIPD

4 To recall…ideally an appraisal meeting is where… Appraisees do most of the talking Appraisers listen actively and provide feedback Scope for reflection and analysis – an exchange of views Performance is analysed not personalities Whole period is reviewed not just isolated incidents – evidence based Achievement is recognised and reinforced Identify areas for improvement – set agree objectives Ends positively with agreed action plans to improve performance (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)

5 Interview preparation What kinds of preparation did you carry out? What were your aims? How did you decide on your strategy and structure for the interview? What were your key criteria? What were these influenced by? What sources of information did you find most helpful? Did you ask for a self appraisal? How valuable was this? What was most difficult in your preparations? What was your planned timing?

6 Opening the interview Opening - appraiser What were you trying to do? What techniques did you use? Did you put the appraisee at ease? Was the purpose and structure of the meeting explained? Opening – appraisee How did your meeting begin? How did you feel at the start? What effect did this have? Was the purpose and structure of the meeting explained?

7 Appraisal interviewing styles Tell and sell, Tell and listen, Problem solving Which of these were used? Why were they used? How were they used? What was their impact on the meeting?

8 Appraisal interviewing skills Appraiser views: was feedback based on evidence and examples? Appraisee views: were open, probing, follow up and reflective questions asked – was relevant data collected? Did the balance of control change? Were objectives set?

9 Closing the meeting Was the appraisee asked for their views on the meeting? Were achievements recognised? Were areas for improvement identified? Were the key points summarised? Was an action plan agreed with specific objectives and a timetable? Were the next steps clear? Did the meeting end positively?

10 Some reflections What did you find most difficult? What techniques were most effective – for collecting data, for recording data, for discussing issues in detail, for agreeing objectives? What was the impact of the meeting on the appraisee? What would you have done differently?

11 Improving appraisal interviewing Preparations are vital – benefits of self appraisal, and some drawbacks Implementation is key: training and support for appraisers – this is a difficult task Structured approach: criteria and evidence based Multiple sources of data needed – moves to 180 and 360 appraisal Generic skills and dedicated skills

12 Types of interaction Enquiry Selection Attitude survey Health screening Exposition Presentation Lecture Briefing Joint problem solving Appraisal Counselling Discipline Conflict resolution Negotiation Arbitration Torrington et al (2005: 71)