Prepare Appraisal - Delegate Workbook

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Prepare for an

Appraisal

Delegate Workbook



Prepare for an Appraisal

Power Hour – Prepare for an Appraisal Delegate Workbook

www.power-hour.co.uk Copyright Power-Hour 2011

About this Power Hour Session

The Power Hour series has been developed to allow you to receive practical and effective training

with minimal disruption to your normal every-day operations. Each session is focussed on one

specific skill, rather than a complete topic area. Although a lot can be achieved in an hour, real

benefit will only be gained if learning is put into practice. To help you to do this, at least 4

measurable activities are suggested at the end of this workbook. You should select at least one of

them, or agree similar actions with your session leader so that you can bring about a real change

in the way you do things as a result of attending your Power Hour session.

Objectives of this Session

Appraisals that are not prepared for properly tend to be of limited use, and turn into a form-filling

exercise with all concerned feeling that they are waste of time. This session on preparing for an

appraisal aims to help you understand the benefits that appraisals can bring if they are

approached properly. It will outline the things that you should do to make sure that the appraisal

discussion is worthwhile and adds value to the individual and the business.

In particular, by the end of the Power Hour you will be able to:

State the benefits of performance appraisals for all involved

List what you need to prepare in advance of the appraisal discussion

Suggest what information should be gathered as evidence of performance, and why.

What benefits do you hope this Power Hour brings for you?






Why Have Appraisals?

Appraisals can have a real impact on someone’s career so it is important that they are given

proper attention, and completed fairly and thoroughly. Within an organisation, it is important

that everyone works to the same criteria when making judgements about people, and approaches

each appraisal objectively. This is why proper preparation is vital.

Some benefits of appraisals are provided below. You may be able to add to this list.

Benefits to

Individuals

Understand how they are performing

Increase motivation and self esteem

Re-focus energy and effort on the things that make a difference

Discuss how their behaviour supports the business

Identification of strengths and development areas

The opportunity to discuss career development and future training

needs

Benefits to

Managers and

Teams

Increase performance and confidence in the team as a whole

Frees up more time to manage and be pro-active, rather than fire-

fighting and problem solving

Able to plan the future work and development of the team Lower staff turnover

Encourages open communication

Benefits to

The Business

Improved business performance

A more engaged and motivated workforce

Improved succession planning and promotion from within

Continuous improvement in all key areas

Space for your notes.






What to Prepare?

Successful appraisals don’t just happen, and neither are they the responsibility of just one person.

At least two people (and often 3 if you include HR) are involved. To make them work, and achieve

all of the benefits described on the previous page, everyone must play their part.

Preparation is key.

•Gather your evidence –make sure you havethe evidence that you need:Reports, Letters from customers, Colleaguecomments, Objective information e.g. KPIs

•Plan to talk about performance notpersonality

•Make sure you have and are familiar with thepaperwork – appropriate forms etc.

•Write down what you want to discuss

You

•Make sure they know when and where themeeting will take place

•Brief them about the purpose of the meeting

•Encourage them to consider how they haveperformed against any agreed objectives inthe review period

•Gather evidence to support their view,including examples from other people

•Assess their own performance using a blankversion of the correct form (if appropriate)

•Prepare any questions they might have

The OtherPerson

•Give plenty of notice

•Book a room where discussions can remainprivate

•Allocate sufficient time in your diary

•Make sure that you will not be interrupted

•Discuss anything you are not sure about withHR in advance

Practicalities






Gathering Evidence

As a manager, you have to make BALANCED judgements about someone’s performance. You

cannot afford to let your personal preferences affect your decisions.

The quality of information gathered in advance of the appraisal discussion will have a direct

impact on how worthwhile the appraisal discussion will be. It is up to both the manager and the

individual to gather information that provides evidence of performance (good or bad) that can be

discussed and recorded at the meeting.

This is not to say that “gut instinct”, feelings and emotions do not have a place in performance

appraisals: It is just that they have to be tempered with something a little more robust.

This “something” is usually quantitative data that is available to you and will show measurable

aspects of the individual’s performance such as error rate, absence record, targets, KPIs and so

on.

Both quantitative and qualitative information are important when deciding on the areas to be

praised and issues to be addressed with each individual. Using all the information available to you

will result in a balanced judgement, which will usually be an accurate one. From this you can

make EFFECTIVE decisions, and set appropriate goals and objectives.

What qualitative and quantitative evidence can you use in your appraisal discussions? Remember

that:

Qualitative evidence includes

things like:

Things you have

observed

Feedback from other

colleagues/customers

Examples

Quantitative evidence includes

things like:

Key Performance

Indicators

Targets/stats

Examples






Summary

An appraisal should summarise performance over the whole period (usually 6 months or a year),

and it is important that evidence from the whole period is considered, not just performance over

the last few weeks.

3 Golden Rules

1. Praise should be given and concerns should be addressed as soon as they occur, as

2. Performance appraisal is just PART of performance management, so

3. There should be NO SURPRISES at an appraisal.

Space for your notes.






Suggested Measurable Activities to Apply the Learning

1. Write down some evidence of performance for each member of your team every single month.

This will reduce your preparation time and ensure that evidence is balanced across the whole

period.

2. Hold a team meeting to check understanding of the appraisal process, and make sure that

everyone knows what their responsibilities are in terms of the review.

3. Make sure that you are familiar with all of the paperwork, and meet with your manager or HR

representative to make sure that you are completing it correctly.

4. Review the last appraisals that you did. What was the quality of evidence referred to like? Was

there a mix of qualitative and quantitative evidence? How will you improve the balance next

time?

What will you do as a result of this Power Hour Session?

What benefits will it bring?

Prepare Appraisal - Delegate Workbook

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