Performance Management and Appraisal

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. 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

Reviews

Reviews of the first edition:
'[This toolkit] covers every aspect of how to develop potential. Ranging from how to monitor performance simply and easily - so that it motivates rather than threatens - to how to be fair, consistent and positive in identifying and improving under-performance.'
Training and Recruitment, Aug/Oct 99

'Gillen adopts a jargon-free style which repeatedly returns to the central theme: that successful managers should devote attention to their people because modern working practices such as customer care, empowerment and innovation call for increasing co-operation and commitment from people.'
Management Services, 1999

'This manual contains 35 diverse exercises, ranging from selling the benefits to clarifying performance to the face-to-face skills you might expect. It also covers some of the areas managers find difficult, such as constructive criticism and defining areas where improvement is needed.'
Tony Weightman
Weightman Associates