performance appraisal

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Performance Appraisal: : 

Performance Appraisal: John Aderibigbe

Slide 2: 

Step 2: Interim Performance Reviews

Performance Management Cycle : 

Performance Management Cycle An organization can only reach its maximum potential if each employee develops and achieves goals that support personal and organizational success.

Ongoing Performance Monitoring : 

Ongoing Performance Monitoring Interim performance reviews Listening and providing feedback Coaching General guidelines for communications

Frequency of Interim Reviews : 

Frequency of Interim Reviews Quarterly meetings are ideal More frequently if: Employee is new Project is new Performance gap is identified

Interim Performance Reviews : 

Interim Performance Reviews Ongoing feedback focuses exclusively on each individual staff member’s performance and related issues. It involves: Monitoring Planning Personal support and coaching

Slide 7: 

Step 3: Year-End Performance Appraisal

Annual Performance Appraisal : 

Annual Performance Appraisal Third step in PMP The appraisal is based on the employee’s: Performance relative to his/her objectives Standard of performance relative to the MFI’s Additional achievements The year-end appraisal usually occurs at the end of the fiscal year. The process/form should be easy to use. Not an administrative burden.

The Performance Appraisal Discussion : 

The Performance Appraisal Discussion Come prepared! Confidential and quiet setting Put the staff member at ease Explain purpose and procedure for the discussion Ask staff member to appraise their performance

The Performance Appraisal Discussion : 

The Performance Appraisal Discussion Give your appraisal Criticize the performance not the performer. Discuss and reach agreement Identify necessary support required. Note unresolved disputes and next steps Staff development plan Set date to develop next year’s objectives Close meeting

Performance Appraisals : 

Performance Appraisals Remember: The overall purpose of the year-end performance appraisal is to agree on a development plan for an employee. It is a forward looking process which is action oriented!

The Eight Most CommonAppraisal Errors : 

The Eight Most CommonAppraisal Errors Inadequately defined standards of performance Over-emphasis on recent performance Reliance on gut feelings Misunderstanding of performance standards by employee Insufficient or unclear performance documentation Inadequate time allotment for the discussion Too much talking by the manager Lack of a follow-up plan

No Surprises! : 

No Surprises! There should be no major surprises in the annual review discussion, and there won’t be if… Performance expectations have been clear and clearly communicated Performance monitoring has taken place regularly throughout the year

Employee Development Plan : 

Employee Development Plan This is a learning action plan for the employee with manager’s support which includes: training, Coaching & mentoring, job enrichment/rotation, Job sharing, Work Sharing, 360 degree feedback. It records the agreed actions to improve performance and to develop knowledge, skills and capabilities.

What is coaching? : 

What is coaching? Coaching is a process in which a manager helps an employee to re(direct) his efforts, his goals, achieve superior performance levels and to be committed to sustained improvement.

Importance of Coaching : 

Importance of Coaching It can be an informal personal interaction that positively affect performance or as an extended conversation with clear structure and specific purposes. The manager needs to coach his employees on performance (short term) and on their ability to learn and develop themselves (long term). Coaching helps people resolve performance problems and challenges them to reach higher levels

Preparation for the Coaching Conversation: questions to ask : 

Preparation for the Coaching Conversation: questions to ask What task do I need to coach employee on What does the task entail is there any deadline? What will the employee be responsible for? What specific area of skills or knowledge my employee need to develop to perform these tasks? What is my aim of this coaching exercise What concrete agreement do I want to make with my employee? What kind of support can my employee expect from me?

Useful Steps in Extended Coaching Conversation : 

Useful Steps in Extended Coaching Conversation Identify the problem: mostly performance problem Get agreement on performance: it is important that employees recognizes and agrees to improve his performance. For the employee to agree to the fact there is a problem, a manager needs to clarify what the negative consequence of his behavior are.

Useful Steps in Extended Coaching Conversation : 

Useful Steps in Extended Coaching Conversation Goal setting: there must be a clear understanding of the expected result the employee must achieve. Setting the parameters: action plan. For the agreement to lead to an action, it must be documented to state which actions have to be done, by whom and when. Authorize and empower: supply the employee with the necessary financial, physical or human resources, needed to accomplish the task. Reduce all obstacles against improved performance.

Required communication skills : 

Required communication skills Attending: truly listening. Avoid distractions, interruptions, maintain eye contact, show keen interest and be animated. Acknowledging: giving brief verbal responses to indicate that the manager is there for you. Clarifying: make the aim of the meeting as clear as possible Probing: ask the right questions in the right way to obtain information. Use open to get a specific answer where the statement is too general or closed questions when you want an elaborate answer. Reflecting: briefly restate what the employee has said (content) or what he is feeling (emotion) Immediacy: respond there an then to any obstacle against the free flow of information.

When to coach? : 

When to coach? As an opportunity to clarify goals, priorities and performance standards or to get to know about new ideas or problems that have arisen. In day to day process of coaching the manager serves as role model for his employees.

The effective coach : 

The effective coach Engage in two way conversation with employees to stimulate their development Helps employees solve their performance problems Emphasize an employee’s strength Acknowledge small improvements Is a living example for his employees Clarifies what he expects form employees Respect his employees regards mistakes as learning opportunity

Slide 24: 

Performance Outcomes Redeploy Promotion Exit Probation /Warning Status Quo

Managing Underperformance : : 

Managing Underperformance : Introducing the “Turn around Performance Plan” >Entails a 3-month probation period with specific KBIs >Assessment of performance with reports to HR at the end of every month. >Successful Staff go on with Career >Unsuccessful Staff are exposed to Consequence Management

Slide 26: 

LAST MINUTE.COM QUESTIONS ? What questions do you have? Please ask me at least 1 question

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