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 factual If 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
M

SPECIFIC
MEASURABLE

A
R

AGREED
REALISTIC

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 Dont 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

Follow up on outstanding items

What are your goals for the year? Sum of your staffs goals should equal to your goals

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
Closed questions Probe questions
invites one word answers - yes, no
are open or closed questions used to seek further information, check a fact, clarify an issue, prompt a yes or no encourages the person to think and open up discussion

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 dont be afraid of silence

THE PERFORMANCE APPRAISAL PROCESS

THE PROCESS
1. Reviewing Performance
2. Setting and Reviewing Targets and Objectives

REMINDER
This 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