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Performance Appraisal and Planning; "Improving performance through people"

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22. Performance Appraisal and Planning; "Improving performance through people" (2 or 3 days)

WHO FOR :-

All line managers within an organisation who are accountable for achieving results with and through their people

AIMS OF THE PROGRAMME

  • To understand and accept the relevance of Performance Appraisal and Planning.
  • To be able to understand and describe the various processes and procedures involved in Performance Appraisal and Planning.
  • To be able to plan, prepare, conduct and progress an effective Performance Appraisal and Planning meeting using appropriate skills and knowledge.
  • To provide a forum to practise interpersonal skills learned over the two day course.
  • To take the opportunity to develop and ratify draft Performance Appraisal and Planning documentation and process.

CONTENTS AND METHODS

Pre-course preparation on Performance Appraisal and Planning should take place by delegates prior to coming on the course. True to life Appraisal case studies will also be prepared. A post-course booklet will be supplied containing the course key points, check lists and paperwork.

The course is highly participative through the use of discussion, syndicate groups, case studies, practical exercises and a training film. It will, by request, include use of CCTV and may be extended to 3 days for this purpose.

INPUT WILL BE MADE THROUGH THE FOLLOWING SUBJECTS:-

  • Performance Appraisal and Planning in context.
  • Performance Appraisal and Planning and The manager's leadership role
  • Motivation
  • Other management communication processes.
  • Definition, purpose and scope of Performance Appraisal and Planning.
  • The benefits of Performance Appraisal and Planning for the individual being appraised, the appraising manager and the organisation.
  • Video Appraisal case study.
  • How Performance Appraisal and Planning systems work.
  • The three levels of Performance Appraisal and Planning.
  • How to prepare for the Performance Appraisal and Planning meeting
    • (a) The manager
    • (b) The appraisee
  • An ideal Performance Appraisal and Planning meeting structure.
  • Performance Appraisal and Planning paperwork and its framework.
  • Job effectiveness profiles including KRAs.
  • Performance improvement planning.
  • Objective setting and why they should be set.
  • How to use the SMARTs approach to objective setting.
  • Key Result Areas and objectives.
  • Creating your own Quantitative, Qualitative and Development objectives.
  • 28 different methods on how to develop people other than sending them on a training course.
  • How to write up the Performance Appraisal and Planning form for effectiveness.
  • Words and phrases to use and avoid, and 8 criteria for a well written Appraisal.
  • Eight typical appraisee types and how to approach them.
  • Performance Appraisal and Planning in action.
  • Four hours of skills practice based on real life interviewing situations using completed job effectiveness profiles and Performance Appraisal and Planning paperwork.
  • (Reviewing manager, appraisee and observer group practice.
  • Learning points from interview structure and skill practice.)

PRE-COURSE READING WILLINCLUDE:-

 

  • Questioning techniques.
    • i. types of questions and how to use them.
    • ii. counterproductive use of questions.
    • iii. use of summaries, paraphrases and statements.
  • b. Active listening skills.
    • i. The three levels of active listening.
    • ii. Irritating listening habits.
    • iii. Positive listening actions.
    • iv. The benefits of active listening.
    • v. Interpreting vocal style and body language.
  • c. Counselling - an introduction.
  • d. How to establish agreement.
  • e. Use of persuasion in Performance Appraisal and Planning.
  • f. Giving constructive feedback.
  • g. Further supportive skills.

BENEFITS

People must know what they are expected to achieve, how long they should take to achieve goals, how to get there and how they are performing in doing so. Performance Appraisal and Planning should be seen as a reassuring opportunity to remove individual insecurity by setting and agreeing Quantitative, Qualitative and Development objectives for individuals' workloads and standards. "If you cannot measure it you cannot manage it." Performance Appraisal and Planning gives you the vehicle to do so positively and constructively.

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