Performance Management and Appraisal: Understanding the Role of Appraisal Interviews, Slides of Human Resource Management

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Human Resource Management 2

Performance Management and

Appraisal interviewing

Nick Kinnie

Objectives

To recall why performance management is

important – in theory and practice

To understand the purpose and nature of the

appraisal interview in the performance management process

To examine the different approaches and styles

of appraisal interviews

To give an opportunity to gain experience in the

practical aspects of appraisal interviewing

Introduction

Performance Management …

has a critical role to play in organisational performance is widespread (found in nine out of ten firms) is vital to all employees is increasingly carried out by line managers is one of the most difficult tasks managers have to carry out

(Torrington et al 2005; Grint, 1993; McGregor, 1957; Meyer, 1965)

What do we mean by

performance management?

‘the policies, procedures and practices that focus on employee performance as a means of fulfilling organisational goals and objectives’

(Lowry (2002) in Marchington and Wilkinson (2005: 187-8))

‘establishing a framework in which performance by individuals can be directed, monitored, evaluated and rewarded, and whereby the links in the cycle can be audited’

(Mabey and Salaman (1995) in Torrington et al (2005: 261))

How does a performance management

system look?

Organisational objectives Departmental/team objectives Individual competencies Setting of performance standards

Monitoring and Assessment

Development Reward (^) planningCareer

Objectives of Performance

Management Systems

Set objectives and review performance

against objectives/standards

Personal development: identify training

and development needs and potential

Linking team and organisational

objectives

Source: Performance Management Survey Report September 2005 CIPD

Conflicting aims Organization

Seeking the development of individuals through coaching

Seeking information on which to base reward and promotion decisions

Individual Seeking valid performance feedback for development

Seeking rewards and promotion

= conflict

Performance Appraisal: What is

appraised?

Non-criteria or evidence based – personal evaluation

Rating traits – personal characteristics

Objectives – performance compared with targets

Competencies/behaviours – displayed and desired

Performance Appraisal:

interviewing styles

Tell and sell: appraiser acts as a judge – tells the appraisee the result and how to improve

Tell and listen: communicates outcomes and listens to reactions

Problem solving: appraisee encouraged to discuss problem areas and consider solutions

(Maier, N. (1976) The Appraisal interview – the three basic approaches)

Performance Appraisal:

interview structure

Preparation

Both parties need to prepare Appraiser: What style to adopt? gather the evidence from all parties Appraisee: self assessment

Structure

Purpose and rapport – agree purpose and structure Factual review – of the known facts

Performance appraisal:

interviewing skills

Ask the right questions: open, probing, follow up

and reflective

Engage in active, careful listening to all forms of

communication

Provide feedback based on evidence and

examples

Avoid: a focus on failure, control by the

appraiser, ends with disagreement (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)

Ideally an appraisal meeting is

where…

Appraisees do most of the talking

Appraisers listen actively and provide feedback

Scope for reflection and analysis – an exchange of views

Performance is analysed not personalities Whole period is reviewed not just isolated incidents – evidence based

Achievement is recognised and reinforced

Identify areas for improvement – set agree objectives

Ends positively with agreed action plans to improve performance (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)

Features of Performance

Management Systems

% use % effective

Individual annual appraisal 65 83

Objective setting and review 62 82

Personal development plans 62 81

Career management 37 47

Coaching 36 46

Performance related pay 31 39

Competence assessment 31 39

Self appraisal 30 53

% use % effective

• Twice yearly
• 360 degree
• Continuous
• Subordinate
• Rolling
• Peer
• Competence related
• Team
• Contribution
• Team pay