2nd Edition
Terry Gillen
Pages: 386 Published: February 2007
ISBN: 184398170X
ISBN13: 9781843981701
Price: £370.00
Member price: £330.00
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Description
Are you confident that your performance management and appraisal systems are used to their full potential?
Packed with practical techniques and easy to use exercises, handouts and facilitators' notes, this toolkit provides an effective way to train your managers efficiently and effectively. And to support the implementation of your performance management and appraisal system this toolkit also provides:
guidance on setting up your own appraisal system,
sample appraisal documentation,
advice on making the case for appraisals,
a customisable PowerPoint presentation..
Contents
Why do we need this Toolkit?
- Performance Management
- The Skills Managers Need
How this Toolkit will Help
The Activities
- Overview
- How to get the Best out of the Activities
- The Activities
Are You a Modern Performance Manager?
What's in it for Whom?
Part of the Problem or Part of the Solution?
Identifying Key Performance Areas
Clarifying High Performance
Agreeing Objectives and Standards
Keeping Track of Performance
Performance Management and Your Management Style
The Elements of Good Performance
When Performance is Difficult to Quantify
Competencies and Effective Appraisal
Assessing Performance
Avoiding Bias
High-Quality Feedback - I
High-Quality Feedback - II
High-Quality Feedback - III
Assertive Appraisal - I
Assertive Appraisal - II
Resolving Typical Appraisal Problems
Improving as an Appraiser - I
Improving as an Appraiser - II
Agreeing Role Clarity
Agreeing Objectives and Performance Standards
360-Degree Feedback - I
360-Degree Feedback - II
Deciding If You Have a Performance Problem
Identifying the Reasons for Poor Performance
Investigating and Assessing a Performance Problem
Writing Performance-Improvement Plans
Roles and Responsibilities in Staff Development
The 'Added-Value' Approach to Development
Developing Staff without Really Trying - I
Developing Staff without Really Trying - II
Attitudes to Appraisal and Performance Management
Self-appraisal
Making the Case for a Coherent Performance Management Process - I
Making the Case for a Coherent Performance Management Process - II
Making the Case for a Coherent Performance Management Process - III
Designing an Appraisal Process to Fit your Organisation
Draft Documentation - Performance Development Process
Appraisal Briefing Session
Handouts
Clarifying Performance Expectations
Agreeing Objectives and Performance Standards
Monitoring Performance
Assessing Performance
Avoiding Unintentional Bias
Giving Constructive Feedback
How to be Assertive in Discussions with Staff
Tips for a Good Appraisal and FAQs
Taking Action to Help Under-performers
Developing Staff Ability to Perform Well
Links and Resources
Off the Shelf Programmes
Learning Log
Related resources
View contents list, introduction and sample tools
About the author(s)
Terry Gillen
Terry is a consultant, trainer and author. He specialises in personal skills development and throughout his 30-year career has increased his client list of organisations which include the College of Law, the European Central Bank, the UK Atomic Energy Authority and the European Patent Office. Terry has written twelve books and trainers'' resources, consulted on e-learning programmes and training videos and contributed to articles on management skills to journals and newspapers.
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