1. Performance Appraisal Training
February 2018
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

2. Objectives
Opportunity to refresh learning from Performance Management Training
Understand what an appraisal is
Understand how the appraisal fits into Performance Management System
Opportunity to practice setting SMART objectives
Introduction to the appraisal form
Understand how to prepare, conduct and document outcomes of an appraisal interview
Be ready to deal with a difficult situations that may arise in an appraisal interview
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

3. What is an appraisal?
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

4. A formal assessment, typically in an interview, of the performance of an employee over a particular period.
Oxford Dictionary
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

5. What’s so special about an annual appraisal?
It’s a full formal review and takes about an hour.
It’s a discussion between a team member and their Manager on how objectives have been achieved, highlighting achievements.
Opportunity to discuss any problems and how they can be solved and finally objectives will be drawn up for the following year.
Competencies will be checked and there would be a discussion about ongoing development.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

6. Getting it all in writing
Documentary evidence has a key role to play in any appraisal meeting by providing:
Supporting information for discussion
A clear outcome to the discussion, agreed by both parties
An action plan for the future
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

7. Evidence To prepare for an annual appraisal both parties should:
Read through the information from the previous appraisal / reviews.
Collect documentation, both positive and negative i.e. s, memos, letters, comments from colleagues / customers.
The manager should also document their own observations of the individuals performance.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

8. Documenting Outcomes
The Manager should document the outcomes of every review meeting and agree them with the employee, who can add their own comments. Supporting documentation can be included.
This process is particularly important when the employees performance is being formally assessed and new objectives agreed.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

9. Data Protection
Employees can ask their employers for copies of any held on computer or in their personnel file which has been compiled for the purpose of evaluating their performance, conduct or reliability.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

10. Performance Management System
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

11. Review (Regular feedback / discussion. Support
Performance Management System
Management values
Our vision
Business Goals
Department / Section / Team Plans
Manager
Individual Performance Plan SMART Objectives
Review (Regular feedback / discussion. Support
Appraisal

12. Our Vision
“Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

13. Where possible manage using facts and data.
Management Values
Where possible manage using facts and data.
Tracked action must follow talk.
Lead with a financial and quality focus.
Trust your team, involve them and allow them space and responsibility to perform.
Show pride and passion in what you do – it will filter through to your team.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

14. Company Goals & Objectives 2018
Improve overall customer experience
Get it right first time
On time, accurate deliveries
Reduce lead times
Resolve defects with speed
Improve employee engagement
Provide forums for the employees’ voice to be heard
Offer more training
Provide opportunities to develop personally and professionally
Improve communications
Reduce Operational Costs
Increase efficiencies
Reduce product costs
Reduce cost of quality
Design out problems

15. Company Goals & Objectives
The performance management process must be firmly grounded in the Company goals and objectives as these are what determines the business needs and used to determine the individuals objectives of all employees.
The process must reflect our management values, have commitment from senior managers and ensure that everyone is treated fairly within the process.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

16. Departmental Role
The key business objectives for each department are drawn from the Company Goals & Objectives.
These departmental objectives then form the basis of the objectives defined for each manager, line manager and team member within that department.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

17. Individual Performance Plan
Each Manager works with their team members to create specific objectives for each employee. These individual objectives are aligned to achieving the organisational corporate objectives.
At the same time, the competencies the individual needs to achieve these objectives are established, as well as a plan to facilitate the individuals personal development.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

18. An objective should state:
What is to be done
How it is to be done
When it is to be done by
And how its completion will be measured

19. Objectives should be SMART:
Specific - objectives should state a desired outcome. What does the employee need to achieve?
Measurable - how will you and the employee know when an objective has been achieved?
Achievable - is the objective something the employee is capable of achieving but also challenging?
Relevant - do objectives relate to those of the team/department/business
Time-bound - when does the objective need to be achieved?

20. Exercise 1
Individually using the template provided have a go at setting some SMART objectives for your team & or individual team members.
Ensure they are relevant by relating them to the Company’s Goals & Objectives
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

21. Review & Appraisal
Progress against the objectives and competencies is reviewed throughout the year, both formally and informally.
If issues are identified they should be dealt with immediately, ideally this should be done informally through support and training but, in the event of a serious problem a performance capability review can be used or ultimately the disciplinary process can be used.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

22. Appraisal v Review
There are several ways of keeping up to date during the performance management process:
Informal ‘keep in touch’ meetings that can take place as and when required.
Formal reviews, usually every 6 months
An annual appraisal
The terms ‘review’ and ‘appraisal’ mean the same thing however a ‘review’ is generally seen as less formal where an ‘appraisal’ is a more formal where the individuals achievements of their objectives and demonstration of competencies will be discussed in detail.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

23. Informal ‘Keep in Touch’ Meetings
Informal ‘keep in touch’ meetings can be scheduled at any time or regular dates can be put in the diary.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

24. The Mid-Year Review
A mid year review is a good opportunity for the Manager and team member to assess how the agreed objectives have been achieved to date. It allows them both to identify any problems and to jointly decide on any action necessary to resolve these before the end of year appraisal.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

25. The Appraisal Interview
Employees should be given adequate notice of the appraisal interview.
Adequate time should be set aside for the interview.
The seating should be comfortable and arranged to create an informal atmosphere.
The Manager should make arrangement to ensure that the interview is free from interruptions.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

26. The Structure of the Interview
The interview will generally be carried out between the individual being appraised and their Immediate Manager.
At the interview the Manager will explain that the purpose of the interview is to review the employees performance against their performance plan and discuss:
How well they have achieved their objectives
How well they have demonstrated the behaviours and competencies needed to achieve their objectives
Their progress in meeting their development plan
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

27. Starting the Interview
Managers should put the employees at ease by beginning the interview with general remarks. It is preferable to discuss the employees strong points first with an emphasis on good work already done. Employees should be encouraged to suggest ways in which this good work can be continued and their views sought on how they can achieve further improvements.
Another way to start the interview is for Managers to ask employees what successes they feel they have achieved during the past year and what they are less pleased about
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

28. During the Interview
Questions should be framed to draw out the employees reactions and ideas. Leading questions should be used, questions that require a ‘yes’ or ‘no’ response should be avoided.
The appraisal form should form the basis of the discussion.
If it is necessary to improve performance it would be counter productive to gloss over an employees weak points and stress their good features just to avoid confrontation. It is important to encourage employees to discuss their development needs openly and encourage them to suggest ways in which they can improve.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

29. Following the review of performance it’s time to discuss
plans for the coming year, including:
Future objectives
Development needs appropriate to the exiting job or the individuals future within the organisation
Any plans that are agreed should be recorded on the appropriate part of the appraisal form.
If there are any disagreements the manager should explain to the employee how they can appeal against his / her appraisal ratings. It is always best to seek a resolution of disagreements informally if possible.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

30. Difficult Situations Can Arise in Appraisal Interviews when:
When delivering feedback to someone who thinks they have performed higher than they have
Generally negative or disruptive individuals
Unexpected criticism
When an appraisee disagrees with feedback
When an appraisee doesn’t buy in to the appraisal interview
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

31. How to Handle Difficult Situations as an Appraiser:
Prepare well – what issues do you want to highlight? How is the individual likely to respond?
Take a step back – ask others opinion, do they feel the same as you or is something personal clouding your judgement?
Be direct & specific – be specific not general!
Dig deep – take time to ascertain the ‘real’ reason for underperformance!
Help people build self-awareness – give insight into the impact of their actions on others.
Manage your emotions – keep calm and keep your emotions in check, a shouting match won’t help!
Set specific goals for improvement – involve them in the solution
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

32. Handling Criticism as an Appraisee:
Actively seek feedback – make sure you have regular informal conversations with your Manager.
Be open to what you hear – listen to what is being said rather than thinking about how you are going to respond and defend yourself.
Manage your emotions – try to keep calm even if you feel tearful or see red mist.
Accept your mistakes – everyone makes mistakes, the important thing is to learn from them and grow
Identify next steps – you have a choice about what you do with the feedback (if not what you want to hear) you can either carry on as before or you can learn and grown.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

33. Handling Difficult Situations in Appraisal Interviews Short film
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

34. The Appraisal Form Name / Date of last appraisal
Summary of previous appraisal
Rating of core competencies
Rating guidance
Summary of main points raised by Appraiser
Summary of main points raised by Team Member
Specific recommendations for improving performance
Future objectives (use separate form)
Employees comments
Date of next review
Countersigned by senior manager / director
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

35. Countersigning the Appraisal Form
A more senior manager / director should countersign the final appraisal form enabling them to assess the standard and consistency of the appraisals carried out by managers.
It can also help them identify any additional training needs a manager may have.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

36. 2 volunteers (appraiser & appraisee) Observers
Exercise 2
Role Play
2 volunteers (appraiser & appraisee)
Observers
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

37. Individual Performance Plan SMART Objectives
Remember Performance Management is NOT just an Annual Appraisal
Individual Performance Plan SMART Objectives
Review (Regular feedback / discussion. Support
Appraisal
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

38. Objectives:
Opportunity to refresh learning from Performance Management Training
Understand what an appraisal is
Understand how the appraisal fits into Performance Management System
Opportunity to practice setting SMART objectives
Introduction to the appraisal form
Understand how to prepare, conduct and document outcomes of an appraisal interview
Be ready to deal with a difficult situations that may arise in an appraisal interview
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”

39. So, how well do you now think you understand performance appraisals?
Please take a few minutes to answer the questions designed to ascertain your understanding of the topics covered.
Our vision “Achieve a high level of Value and Quality for our Customer whilst maintaining a healthy and thriving business for our staff and wider stakeholders.”