Conducting Effective Performance Appraisals:

Be A Coach, Not A Judge

Key Questions for Managers to a Successful Performance Appraisal

1.

What do we mean by performance?

2.

Can we identify good or poor performance?

3.

Can we establish the cause of good or poor performance?

4.

How can we motivate people to perform well?

5.

Can we do all this fairly and consistently?

PERFORMANCE MANAGEMENT SEQUENCE

Defining Key Result Areas

Performance and
Development agreement
Evaluation Performance
against KPIs & Agreement

Information to compare
Performance and KPIs

Feedback on Performance
Development Needs

Rating & Potential Appraisal

Career & Development Plan

Development Activities

Remuneration Consequences

PERFORMANCE MANAGEMENT PRINCIPLES

performance management is managing the business

a management tool which helps managers to manage

driven by corporate purpose and values

to obtain solutions that work

only interested in things you can do something about and get a visible improvement

focus on changing behaviour rather than paperwork

its about how we manage people its not a system.

PERFORMANCE MANAGEMENT ACTIVITIES

Performance agreement an agreement between the manager and the individual on the
latters objectives with respect to Business Objectives.

Performance review a joint review of the performance of the individual by means of a

dialogue between the individual and the manager.

Personal development planning an agreement on what the individual needs to do with

the managers support to improve performance and develop skills.

Performance-related pay may be associated with performance management through

rating but jointly decided by HR and Business in light of Policies, Frameworks &
Expectations.
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PERFORMANCE AGREEMENT

The purpose of the performance agreement is to:

agree objectives and expectations of Business and Employee

agree on methods of measuring performance

agree on plans for performance improvement and personal development

CHARACTERISTICS OF GOOD OBJECTIVES

S = specific/testing clear, unambiguous, understandable and challenging

M = measurable in terms of quantity, quality, time or money
A = achievable challenging but within the reach of a competent and committed
person
R = relevant to organizational objectives so that they and the individuals goals
are aligned
T = time-framed to be completed within an agreed time scale.

CLASSIFICATION OF PERFORMANCE MEASURES

Output measurable data on results achieved.

Outcome (impact) attainment of defined standard (quality, level of service etc), changes
in behaviour, completion of project or task, level of take up of service, successful
innovation.

Reaction judgement by others: colleagues, internal or external clients or customers.

Time speed of response or turnaround, achievements compared with timetables, amount

of backlog.

Finance income generated, added value, cost control.

PERFORMANCE MEASURES CRITERIA

related to organizational critical success factors

relevant to individual outcomes and competence requirements

cover all aspects of performance

focus on outputs and outcomes that can be clearly defined

verifiable indicate the data or evidence that will be available as the basis for
measurement

provide basis for feedback and action.

PERFORMANCE REVIEWS: KEY FEATURES

forward looking not a post-mortem of past

exchange of views (dialogue)

measurement

feedback

positive reinforcement

constructive

leads to an agreement.

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PREPARING FOR THE MEETING: THE MANAGERS ROLE

assess achievements performance and development

decide on feedback

consider factors affecting performance

points for discussion

future directions and objectives.

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PREPARING FOR THE MEETING: THE EMPLOYEES ROLE

identify achievements

consider reasons for any shortcomings

development and training needs

areas where help or support would be useful

future hopes.

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THINGS TO FIND OUT AT A REVIEW MEETING

what individuals have learned or need to learn

where they have got to

where they are going

how they are going to get there

what they believe they know and can do

what help or guidance they require.

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CONDUCTING A REVIEW MEETING

encourage reviewee to do most of talking

listen actively

allow scope for reflection and analysis

analyze performance not personality

keep the whole period under review

no surprises

recognize achievement and reinforce strengths

end meeting positively with agreed action plan.

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PERFORMANCE REVIEW QUESTIONS

Open encourage the individual to talk.

Closed ask specific questions to elicit information.

Probe ask for further details or explanations of achievements or problems.

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LISTENING

concentrate on the speaker

respond and probe further with specific instances

ask questions to clarify meaning

comment as necessary to show understanding.

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GIVING FEEDBACK

build feedback into the job

provide feedback on actual events

describe, do not judge

refer to specific instances

ask questions rather than make statements

get people to work things out for themselves

select key issues focus on improvable areas

show understanding.

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MANAGING UNDER-PERFORMERS

identify and agree the problem

establish reason for shortfall

decide and agree on action required

resource the action

monitor and provide feedback.

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Document Key Discussion in PMS

Make a point to capture all the Key Points in the discussion in PMS along with the Ratings, as
discussed with the Employee. This is important because:

It enables you to follow progress your employee is making in meeting goals.

It documents performance problems and support appropriate corrective and/or disciplinary

measures.

It prepares you for the next performance appraisal with that employee.

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Remember!!!

An effective performance appraisal will focus on the future, not on past.

Ideally 75% of the performance appraisal should focus on the future and expectations; 25%
would review the past

Your role is to serve as a Coach, not a Judge

And an Effective Captain is only as good as his/her Team

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