What are the four objectives of appraisal interview?

The Performance Appraisal Interview consists of the following three Stages: 1. Preparing for the Appraisal 2. Conducting the Appraisal 3. Following Up Let's look at each of these in more detail: Nội dung chính Show The Performance Appraisal Process The Three Phases Defined Being Prepared for your Performance Appraisal Interviews After your Employee Performance Review Interview Planning for the Coming Year What are the objectives of appraisal? What is the primary objective of an appraisal interview? What are the 4 types of appraisal? What are the four purpose of performance appraisal? STAGE 1: PREPARING FOR THE APPRAISAL It is important that arrangements for the Performance Appraisal be made well in advance so that both Appraisor and Appraisee have adequate time to prepare properly. A number of things need to be done in preparation to ensure a fruitful discussion: Review Appraisees' Performance Appraisal Forms to refresh your memory regarding the Performance Measures (Goals/Objectives/KPIs/Competencies) that were agreed with them. Review their previous Appraisal Summary & Performance Optimization Plans (POPs) to see what was agreed that they should work on improving. Did you do what you have undertaken? Study their Performance Record Notes as accumulated throughout the performance period. Consult all other relevant records on their performance. Inform them to prepare for the Appraisal by completing and printing out their Appraisal Prep Forms, and studying/printing out their Performance Record Notes. The system allows you to request that they release their Prep Form to you prior to the appraisal (check your company policy on this). Agree a mutually suitable date and time for the interview. A minimum of one week's notice should be given. For more senior and specialist positions, allow even more preparation time. Select a private, comfortable venue where you can meet in a relaxed, unhurried, informal atmosphere, without disturbances or interruptions. Avoid sitting behind a desk during the interview. Rather sit together with the Appraisee in front of your desk or, alternatively, at a conference table. Sitting behind a desk transmits a nonverbal message of formality, reinforcing the "superior-subordinate" relationship. Set aside adequate time for the Appraisal Interview, which may vary in length from 45 to 90 minutes, depending on the complexity and seniority of the position under consideration. STAGE 2: CONDUCTING THE APPRAISAL The Performance Appraisal consists of two distinct parts: (1) REVIEWING PERFORMANCE: A "backward" look at how well previously set Performance Measures and Standards were achieved, and the factors that affected their achievement. (2) PLANNING PERFORMANCE: A "forward" look at new or adapted Performance Measures and Standards to be achieved during the next performance period. The following FIVE STEPS need to be followed to ensure a constructive session: 1. Start with an icebreaker 2. Explain the purpose of the interview 3. Work through the Performance Measures (agree Actual Performance, Ratings and POPs) 4. Agree Performance Measures and Standards for the next performance period 5. Close on a positive note The online Official Performance Appraisal Form need to be completed by the Appraisor during (or immediately after) the Appraisal Interview to record the actual performance information, including the ratings and POP notes, as was mutually agreed on by both Appraisor and Appraisee. Next Page   site map

The Performance Appraisal Process

When thinking about employee performance appraisals many managers quickly picture themselves sitting in a formal setting, with their employee providing feedback on the employee’s performance over the last 12 months.

Many managers will find this to be an uncomfortable time consuming process and, as a result, they debate the value of the annual performance review process.

However, a comprehensive performance appraisal process is made up of four phases

1. Defining your employee’s performance expectations
2. Measuring and evaluating employee performance relative to those expectations
3. Providing feedback on performance against agreed standards
4. Recording or documenting your employee’s performance

In the diagram below you can see that the appraisal process is not an annual event it is a never-ending process, there is no start and no end ... it’s an ongoing cycle of planning and evaluation of employee performance.

Note: It is common to see the two steps "Provide Feedback" and "Record Performance" combined to create a three stage performance appraisal process, as shown below.

An example of how the appraisal process operates over a twelve-month timeframe from developing a performance and development plan to appraisal interview and follow-up.

The Three Phases Defined

Phase 1: Setting Expectations

Determining how you are going to measure or evaluate your employee’s performance, including what criteria or key performance indicators you are going to measure to evaluate the employees overall contribution and which type of rating scale you will use.

Note: it is common to evaluate an employee’s performance and their behaviour separately.

Phase 2: Monitor and Measure

Measuring your employee’s performance should, where possible, be completed using tangible performance measures that are free from bias however this is not always possible. In a perfect world the employee should be able to collect their own performance data and present their performance to you. Ian Pratt advocates for you to provide feedback to your employee on his/her performance each month.

Phase 3: Feedback and follow through

In the feedback and follow through step you summarise, in an appraisal interview, the monthly feedback that you have provided for the employee during the year to determine their end of year performance rating.

Given the purpose of the appraisal interview is to have a conversation about the employees performance and agree on a rating (A or agree to disagree) it is generally best to avoid a conversation about addressing performance gaps during the appraisal interview, these can be addressed in a follow up meeting.

Being Prepared for your Performance Appraisal Interviews

The amount of time required to prepare for a performance review depends on how easy it is to access to the information that you need to rate your employee, and which rating method you are using and how diverse the tasks completed by your employees are.

As a minimum you will need to

• Review the employee’s goals for the year
• Collect data to help asses the employees performance
• Gather other sources of evidence, such as input from internal customers
• Collate examples for behavioral feedback
• Review your notes taken during your one-on-ones
• Review your mid year assessment

Don’t take short cuts in your preparation – good preparation will result in good outcomes whereas poor preparation causes employee dissatisfaction

Before you enter into a performance review you should have formed an opinion on the rating that you intend to give your employee, however you should be open to influence and flexible to change your rating based on any evidence that the employee may present.

Once you have formed an opinion take time to ensure the rating you have in mind is consistent with performance feedback that you have provided throughout the year.

A key driver of employee engagement is “the manager being aware of the employees performance” with this in mind 20 minutes before your scheduled discussion, complete a quick review of the evidence pack that you have assembled for the employee.

Booking your Employee Performance Reviews

It is wise to book an appraisal interview sufficiently in advance that both the manager and the employee have time to prepare for the discussion. Generally, 10 – 14 days before the interview is considered enough time.

It is important that your employee be clear about the nature of the discussion, ideally you will send a meeting invitation using your calendar tool including

• in the meeting title the words “End of year Performance Review” or “Mid year Performance Review”
• in the body of the meeting invitation advise the employee of the purpose of the discussion, what the employee is expected to prepare for the session and how the session will be conducted.

Before you send the meeting requests to your employees, speak to them. In your team meetings in April, May and June remind your team that your end of year reviews are coming up in July. This will help your people to feel more relaxed about their performance reviews.

Follow a Good Interview Structure

As with all meetings it is important to have an agenda for an employee performance review. The following agenda should help you to get the most out of your review meeting.

Agenda

• Discussion Phase
• Emphasis the employees strengths and discuss how these strengths can be built on
• Focus discussion on observable behaviour

• Rating phase (options)
• Tell the employee your rating and sell your reasons to them
• Tell the employee your rating and discuss the ratings
• Discuss each rating collaboratively and agreeing on final rating

• Development Phase
• Discuss progress on development goals for the next twelve months

• Recap rating and next steps

After your Employee Performance Review Interview

You will find that some managers view their appraisal interviews as an annual event or a task that needs to be ticked off on their “to do” list. Where, in reality the performance appraisal is just one step in the overall performance management cycle, this cycle starts when a new employee commences and ends when they move to another department.

So, if performance management is a cycle of activity, then makes sense that there is always a next step. In the case of the appraisal interview the next steps are

• Finalize/document the appraisal
• Follow up on all commitments/actions
• Blend with your one on one process
• After the end of year review: Set expectations for the coming year

Note: Leaders, who achieve high performance, do not take shortcuts with their people management

On occasion, you will find a compelling reason to change your employee’s objectives for the year, you should be open to making these changes where required. Common examples include

• When performance expectations are aligned to a project that was delayed, or abandoned
• Where a dependent activity was delayed
• Restructure has removed responsibility from your department

Occasionally you will come across an employee who is not happy with their final rating. In which case you should allow your employee to note their opinion on the appraisal form, this does not mean that you are accepting their opinion, you are simply acknowledging it.

Normally someone more senior to you or someone in HR needs to confirm that you have completed all of your appraisals, they may require copies of the performance appraisal or a confirmation that you have completed them.

More importantly you should ensure that your employee has received a copy of the finalized signed off appraisal document, and where relevant a copy is placed on/in their employee file.

Planning for the Coming Year

Sometime soon after your end of year reviews you will have another session with each employee to set and agree expectations and development goals for the coming year.

Whilst tempting, it is uncommon to combine setting expectations the performance appraisal interview, mainly because the combined meeting would run for too long.

If, from year to year you make changes to the expectations that you set for your people you will need to ensure that you also update your one on one process to reflect the new expectations.

For development planning a good rule of thumb is

• Employees who are not meeting their full job requirements, development should be within their current role
• Employees who are meeting their job requirements development can still be within their current role
• Employees who are exceeding all requirements, development can include becoming next job ready

What are the objectives of appraisal?

What is the primary objective of an appraisal interview?

What are the 4 types of appraisal?

What are the four purpose of performance appraisal?