PERFORMANCE APPRAISALS

Financial Services Administration

OBJECTIVE

TO PROVIDE ALL MANAGERS WITH TRAINING AND ADVICE ON HOW TO

CONDUCT EFFECTIVE PERFORMANANCE APPRAISALS

AGENDA

• Why Performance Appraisal ?• Why it would not succeed ?• Objectives and Appraisals• Running the meeting• The Cpas Process• Wrap Up

WHY PERFORMANCE APPRAISAL?

• Review of existing objectives• Creates ongoing formal dialogue• Opportunity to give and receive

feedback• Agree objectives for the coming year• Identification of roadblocks• Identification of development needs

BENEFITS OF PERFORMANCE APPRAISAL• COMMUNICATION• MOTIVATION• TWO WAY FEEDBACK• TARGETS• OBJECTIVES• DEVELOPMENT• AGREEMENT

PRINCIPLES• Formal review between staff and

manager once a year• Mid-year reviews• Agreement is a core principle• All objectives must be stretched yet

achievable• All objectives should follow the SMART

principle

WHY WOULD IT NOT SUCCEED?• Used as a disciplinary meeting• Personality not performance• Paperwork is the purpose• Meeting is for form only• One Way Street

FEEDBACK• Difficult to give• Difficult to receive• Should always be constructive

– Two way – Work towards solution– Not personalised– Accurate and factualIf you do not get feedback, ask for it

FEEDBACK• Fear of criticism• Denial• Procrastination• Adapt to feedback• Reframe emotions/responses

SETTING OBJECTIVES

WHAT IS AN OBJECTIVE ?

SETTING OBJECTIVES

• Ground Rules– Link to CPAS’ goals– Agreed jointly– Make them realistic– Prioritise importance– Link to development

SETTING OBJECTIVES

• S SPECIFIC• M MEASURABLE• A AGREED• R REALISTIC• T TIMESCALE

APPRAISING OBJECTIVES

WHAT IS KEY TO APPRAISALS ?

APPRAISING OBJECTIVES- PREPARATION• Review progress in advance• Elicit feedback from other managers if

required• Understand roadblocks

– what could have caused a problem• Hold ongoing reviews during the year

APPRAISING OBJECTIVES• What were the agreed objectives?• Were the goals achieved?• What issues (if any) existed?• What changed during the year? • Focus on the positive• Don’t be negative on goals not achieved

– be constructive in your criticism

The Single Biggest Failure in Performance Appraisal

is on the Next Slide

ON GOING REVIEW• 12 months is a long time with no review• Goals can change on a monthly basis• Ongoing reviews give flexibility and

direction• Mid year reviews allow:

– for changes during the year– goals to be put back on track– feedback on performance to date

The Performance Appraisal Meeting

PREPARING FOR THE MEETING• Give notice of the meeting

– Set purpose of the meeting– Ask staff to prepare their input

• Allow adequate time• No distractions/interruptions• Consider your own objectives

– What are your goals for the year?– Sum of your staff’s goals should equal to your

goals• Follow up on outstanding items

RUNNING THE MEETING• Remember – this is a two way

meeting– Otherwise it is a monologue!

• Agreement not imposition• Prepare factual information for

review• This is not a salary planning

discussion• This is not a disciplinary meeting

THE APPROACH• Open and honest exchange of information• Create the appropriate climate• Adopt a non-judgmental approach-help and

coach• Individuals should be encouraged to assess

themselves openly and honestly • They should not compare themselves with

colleagues• Be aware of the content and process in

relationships

CONDUCTING AN EFFECTIVE MEETING• Content - verbal communication (words)• Process

– thoughts, feelings, attitudes behind the words

– usually expressed in non - verbal behaviour – i.e. tone of voice, gestures and actions, eye

contact• Usually reflects the true feelings of the

individual• It is a much more powerful aspect of the

relationship than content

CONDUCTING AN EFFECTIVE MEETING

QUESTIONING TECHNIQUES• Open questions

– encourages the person to think and open up discussion

• Closed questions – invites one word answers - yes, no

• Probe questions – are open or closed questions used to seek further

information, check a fact, clarify an issue, prompt a yes or no

• Affective Questions– deals with feelings “how do you feel”

CONDUCTING AN EFFECTIVE MEETING

Avoid the following type of questions:

• multiple-the person will only answer one question

• leading-normally to reinforce your own opinion

don’t be afraid of silence

THE PERFORMANCE APPRAISAL PROCESS

THE PROCESS

1. Reviewing Performance

2. Setting and Reviewing Targets and Objectives

REMINDERThis is an ongoing process

• Year on year review of performance

• Part of ongoing dialogue between manager and staff

• Two way, non-confrontational process

Summary

• Performance Appraisal is a key driver to FAC success

• There is no magic formula to a successful meeting

• Establishes a key dialogue between manager and staff

• This is an ongoing process - not once a year

FINALLY

• Performance Appraisal is as good as the participants

• It should be seen as a method of enhancing the business and the performance of the individual

• It should not be done for the sake of it but for what benefits it brings