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Appraisal Training and Performance Management CoursePublic Appraisal and Performance Management Course(Click here for Tailored Performance Management and Appraisal Training)This one day Public Appraisal and Performance Management Course is for anyone managing the performance and appraisal of employees. Appraisal Training and Performance Management is run by The course fosuses on "managing" as a process that is ongoing; one that focuses on helping people develop their day-to-day performance. It will help you provide your direct reports with a chance to review and assess their progress and enable you to help develop the skills and confidence of the person being appraised. This course will enable you to give honest feedback, not postponing or sugar coating awkward issues. You will learn how to provide long-term, efficient and professional care for those in your charge. Appraisal and Performance Management Course Objectives* Giving effective feedback* Handling difficult messages * Setting achievable goals and expectations * Supporting other people's development * Using acknowledgement and praise * Dealing with issues as they arise * Avoiding escalating problems * Seeing things from other points of view * Dealing with yours and other people's feelings * Dealing with difficult or tricky people * Building confidence and morale * Setting effective boundaries * Knowing what to do when the goal posts change * Tools for day-to-day Performance Management Appraisal and Performance Management Course ProgrammePerformance Management - the Good, the Bad and the Ugly...In pairs, delegates get to explore management experiences, as an appraiser or as a an appraisee, and what specifically made them good or bad (or even ugly...) Delegates distinguish between good and bad management practices and begin to unpick the elements that make up outstanding performance management.Why is Performance Management so hard?A group discussion on why performance management can be hard. The following factors may be discussed:Dealing with your own and other people's confidence and morale Dealing with yours and other people's feelings Dealing with difficult or tricky people Dealing with other people's difficulties Setting doable goals Giving effective feedback Giving 'bad news' Avoiding escalating problems Consistency (why have I been marked down when I think I haven't changed?) Setting the right goals for each individual When someone doesn't tell you the truth about how they're doing When someone disagrees with your assessment Being enthusiastic when you don’t feel like it vs. tyranny of positivity Lack of formality/blurred boundaries/etc We raise the awareness level of the group and get delegates very clear about where their personal focus is. The outcome of this and the next session would be key in determining the emphasis and focus for individuals and, thereby, of the material for the rest of the programme. Good and bad appraisalsParticipants to give examples of good and bad appraisals.What makes a good appraisal? What makes a bad appraisal? Discussion of Appraisal IssuesThe Appraisal process is about the overall aim, not the process of doing it.An Appraisal is a summary: there should be no surprises! It's on-going: it is about day-to-day Performance Management Day To Day Performance Management vs. The Big Appraisal Build UpIn pairs at flipcharts delegates list the reasons some difficult messages don’t get said on a day to day basis, or in some cases – ever! We look at why some people avoid dealing with issues as they occur, leaving them to build up until the formal appraisal time.The Suppor t- Performance See-SawWe examine whether people are able to deliver both individualised support whilst demanding High Performance (rather than only operating in one arena or 'see-sawing' from one to the other).Barriers to making Performance Management workNo time/too busy/won't find timeToo much change/ fire-fighting Not two-way Postpone/forget Fear/anxiety Sweeping issues under the carpet Not acknowledging diversity issues Collusion Changing goals/goalposts Appraisee not owning process for themselves Refusal or inability of manager to role model Manager doesn't really understand the appraisee's job Most common difficulty: not handling the day-to-day management What makes Performance Management work well?Day to day performance management involves dealing with people's confidence and morale and the feelings that go with that.Dealing with difficult or tricky people's issues requires a confidence in your own ability to handle anything that may come up. Here are some tools that will help a lot. Dealing with Emotional Staff A pairs exercise that defuses over-emotional responses in a supportive way. Delegates increase their ability to deal with difficult situations and responses, and to be seen as consistently managing well. Listen Agree Pause In pairs delegates gain a technique which allows delegates to ensure their appraisees feel heard and that they themselves are able to get their message across clearly. Delegates learn a key technique, which creates respect, builds rapport and defuses potential conflict where necessary. This can be key in balancing the need to be supportive with demanding high performance. Blame vs Effect This exercise explores ways of delivering information and feedback and the reactions different approaches cause. The final strategy is a simple one that avoids the negative reactions people have when they feel ‘blamed’. Feedback Finesse Looking at strategies for giving feedback in a supportive and informative way. This develops the ability to communicate honestly and openly while 'honouring' other people's styles and diverse points of view. It enables delegates to show respect and courtesy to others and builds esteem and relationships. Unlocking Motivation What motivates individuals is looked at here, with reference back to some of the visuals used earlier. Delegates gain insight into how to discover what motivates their staff and how to incorporate their findings into their communications with them The Power of Praise A discussion on the value of acknowledging good practise and the power of relevant specific timely praise. Active Choosing vs Passive Passenger In pairs or threes identify a recent situation where you passively chose (You were a Passive Passenger) Then identify a situation where you actively chose Brief discussion on difference, especially in terms of feelings People to give examples of good and bad appraisals.Good: understood, time, empathy, development needs identified, felt supported.Bad: it was just plain wrong, the other person didn't really understand the situation, it wasn't fair, wrong time/setting, etc The Appraisal process is about the overall Aim, not the Process of doing it. An Appraisal is a summary: there should be no surprises! It is about day to day Performance Management Dealing Difficult Performance Management IssuesWe explore dealing with difficult issues which in the past have included:Delivering feedback to someone who thinks they have performed higher than they have An appraisee who doesn't prepare Sickness issues How to ensure the appraisee makes the most of the appraisal opportunity Negative or disruptive staff When the performance bar has been raised Staff reduction with no reduction in workload An appraisee who disagrees with feedback Resentment of high performers/ earners Support measures - when enough is enough Based on their preparation and any insight gained on the day the delegates will get to plan for and rehearse dealing with difficult issues. They will receive best practice ideas from their fellow course participants and support and input from the Impact Factory facilitators. Personal Performance Management Take OutEach person will have an opportunity to sayWhat they are taking away from the Appraisal Performance and Management Course What specifically they know they will use Where they will practise Final Performance Management HandoutsDocuments: Performance Management and Appraisals Web cards These cards give details of access to our extensive library of helpful documents. Public Appraisals and Performance Management Course
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Talk to us about this courseIf you want to know more about this appraisal training and performance management course or its suitability for you or a colleague call us on 020 7226 1877. You may well be able to speak directly to one of our trainers. If not, one of them will call you within 24 hours. Courses take place at our training suites: Suite 121, Business Design Centre, 52 Upper Street, London N1 0QH. See how to find us for directions, hotels and public transport. (If you want to book 3 or more people on to one course, please contact us on 020 7226 1877.)
This One Day Public Appraisals and Performance Management Course
The Public Appraisal and Performance Management Course is delivered by Tee Dobinson
Public Appraisals and Performance Management Course |
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