1. SESSION ONE
PERFORMANCE
MANAGEMENT
& APPRAISALS

2. Performance Management
It is a process that allows you to plan performance, manage performance and review performance

3. Performance Management
Planning Performance
Means Establishing key objectives for each individual to reflect priorities & budgets.

4. Performance Management
Managing Performance
Is about managing for success from day-to-day and involves you in:
Monitoring and evaluating progress
Clarifying changes in expectations
Finding ways to overcome obstacles

5. Performance Management
Reviewing Performance
Is an assessment at achievement in terms of key objectives and whole job performance

6. Performance Management Cycle
planning
Reviewing
Performance
managing

7. The Basic Principles of Performance Management
The aim of the Performance Management is to:
Provide greater clarity about WHAT is required in a job and HOW it should be done
Further develop two-way communication between YOU the manager and your staff
Introduce (and support) a greater focus on identifying and planning Development needs
Offer structure for on-going feedback, i.e. it is not must to be seen as a ‘once a year’ task

8. How will managing performance help ?
It will ensure that we are
Making the most of everyone’s skills and maximizing individual potential
Developing the skills, knowledge and behavior we need
Recognizing and rewarding those factors that lead to excellent performance

9. Exercise: How do we manage performance at my workplace
In small groups, consider
How do we manage performance throughout the year where I work?
What processes are there to:
Plan i.e. set objectives or targets
Coach people to help them perform well
Review and appraise their performance
What is the most time spent on- Planning, Coaching or Reviewing?
Are there any areas neglected and what is the impact of this?

10. Performance management Systems
The Purposes
Feedback – let employees know
how well they have done
Development – Work with employees to
improve
Documentation – to meet legal requirements

11. Difficulties in Performance Management
Focus on the individual
Focus on the Process

12. Performance Appraisal
Introduction
The Performance Appraisal is a formal process by which each employee's performance is evaluated
The process should be based on job analysis and includes decisions about who should evaluate performance

13. Performance Appraisal
The Linkage to Motivation
Employees are motivated by the linkages they perceive between their efforts and performance and between their performance and rewards
Performance appraisals can increase employee confidence when employees receive feedback that their efforts are paying off

14. Effectively Evaluating Employees
Prepare for and schedule the appraisal in
advance
Create a supportive environment to put
employees at ease
Describe the purpose of the appraisals to
employees
Involve employees to the appraisals discussion
including a self-evaluation

15. Effectively Evaluating Employees
Focus discussion on work behaviours not the
employees
Support your evaluation with specific examples
Give both positive & negative feedback
Ensure employees understand what was
discussed in the appraisals
Generate a development plan

16. Performance Appraisals
HRM practices must be bias free, objective and job-related
Valid performance appraisals are conducted at established intervals and are done by trained appraisers

17. The Appraisals Process
A- Establishment of performance standards
Derived from company strategy
Based on job description
B- Communication of expectations to
employees

18. The Appraisals Process
C- Measurement of performance using
information from
Personal Observation
Statistical reports
Oral reports
Written reports

19. The Appraisals Process
D- Comparison of actual performance with
standards
E- Discussion of appraisals with employee
F- Initiative of corrective action where necessary
Immediate action deals with symptoms
Basic corrective action deals with causes

20. Creating More Effective Performance Management
Use behavior-based measures
Combine absolute and relative standards
Provide ongoing feedback
Have multiple raters
Rate selectively
Train appraisers

21. International Performance Appraisals
Who perform the appraisals
Quantitative measures may be misleading
Which evaluation format will be used

22. How to Conduct an Effective Performance Appraisal
Step 1: Setting the scene
Step 2: Review progress on agreed job
objectives and development at any
technical skills
Step 3: Review Demonstrations of behaviour
Step 4 : Work towards reducing gaps

23. How to Conduct an Effective Performance Appraisal
Step 5: Agree on overall performance rating
Step 6: Start agreeing goal statement for
the forthcoming year
Step 7: Start action planning for
development
Step 8: Agree on next step

24. Performance Appraisal Form
Case Study
Performance Appraisal Form

25. SESSION TWO
GATHERING SUPPROTING
DATA

26. Emotional Responses to Data
Denial – “This can’t be true; I don’t believe it”
Anger – “How can you say this to me?”;
Withdrawal – from the situation
Acceptance – “I can understand this now; I see how this could have been perceived in that way”

27. Using Data/Evidence to support Staff Development
What factors could get in the way of obtaining objective data?
What are the things that affect us from making objective or fair judgments about people?

28. Exercise: Increasing my self-awareness and objectivity
Which BIASES do I think I am most susceptible to?
Which ones I would like to seek FEEDBACK on?
What ACTION will I take as a result?

29. SESSION THREE
SMART OBJECTIVES

30. Objective Setting
Objective Setting is concerned with converting thinking and planning about where the department or organization is going into what individuals must do to help it get there

31. What are Objectives ?
Typically, key responsibilities broken down into tasks
Key activities or projects the individual needs to achieve over a period of time
They focus on both development and/or improvement
An employee would typically have 3-4 focused on performance and one on something developmental

32. Objective Setting Consider your own experiences:
What are the factors that contributed to effective and less effective objectives ?

33. Objectives Should Be S Specific M Measurable A Achievable R Relevant
T Time-bound

34. SMART Objectives
For each of the following objectives, determine whether they are ‘SMART’ or not
Learn how to use a PC
Introduce a performance management system by November
Introduce quick wins to motivate staff
Give more feedback to staff on a regular basis

35. When setting Objectives consider:
Outputs – what will it look like when successful ?
Who else is involved ?
The individual’s unique contribution
Timescales
Constraints (i.e. things that may be obstacles)
Factors that are outside the individuals control
The standards to be achieved
How you will measure success / gather feedback

36. Introduction to Action Plan
Now write your ideal state as a goal
What action steps do you need to take to reach your goal?
Is the goal SMART? If you answered ‘No’ to any of the above goal characteristics, revise your goal accordingly