Managing Performance Appraisal

An example of a customer care scene…starting off by getting it wrong and then doing it right.

In this course we look at the challenges associated with effective performance appraisals

  • Is it a skill issue or a will issue (does the person lack the skill to undertake a good performance appraisal or are they just unwilling to do it)?
  • Do we use an elicitive style (one that draws out information from the member of staff), or a directive style (where the staff member is told what they have done well, what they have done poorly and how to rectify their mistakes)?
  • Overcoming cynicism in the appraisal process
  • What are the other barriers to an effective performance appraisal?
  • What constitutes a good performance appraisal?

Our approach is to help create the culture and capabilities for success. 

We get delegates to look at the “G.R.O.W.” coaching model:

G       Goal:

The end point; where the person being appraised wants to be furnished with a defined goal that is clear in terms of how and when it can be achieved.

R       Reality:            
This is how far the person is away from their goal. If the staff member were to look at all the steps they need to take in order to achieve the goal, the Reality would be the number of steps completed so far and what they have yet to do.

O       Obstacles: 

Addressing the Obstacles which stop the person getting from where they are now to where they want to be.
          Options: 
Once Obstacles have been identified, the discussion needs to find ways of dealing with them in order to make progress.

 

W      Way Forward:

The Options then need to be converted into action steps, which will take the staff member to their goal.

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