Performance Evaluation No Surprises

Program Outline

Performance evaluation can be one of the most important of management's motivational and supervision tools. It should not be a disregarded form or a dreaded periodic interview, but a continuous process that involves work planning, professional coaching, and goal setting. Fully utilizing the managerial and development potential inherent in a performance appraisal system will result in a positive and productive environment for every team member.

This program will outline the relationship between an e ective and consistent set of performance standards and the employee who achieves or surpasses professional and organizational goals. We will assist you in formulating a uniform and compatible body of job descriptions, performance standards, evaluation, interview guidelines, as well as the performance-related bene ts. To make the appraisal interview itself a positive and challenging experience, you will learn how to collect, interpret, and use performance data. Legal considerations and solutions will also be covered.

After this seminar you will be able to use your performance evaluation system to create a positive, motivated work climate. You will be able to integrate performance appraisal into your regular supervisory routine, help each individual reach their performance objectives and become an even more valuable team member.

Objectives

• Explore ways to fully utilize the benefits of performance appraisals.
• Learn how to create uniform performance standards that are compatible with your organization's job descriptions.
• Practice techniques for making appraisal interviews positive and well-focused.
• Learn how to collect, interpret and use performance data.
• Integrate performance appraisals into your regularsupervisory routine.
• Study ways to use appraisals to motivate and direct employees to their full potential.
• Understand the methods for warning and terminating persistent marginal performers.
• Develop the skills to use ongoing feedback to reach performance goals.
• Discuss ways to give negative but constructive evaluations without demoralizing employees.
• Practice, role-play, problem-solve and discuss.
• Translate what you learn into action.

Testimonials

"I really enjoyed myself and learned a lot about managing from both sides of the table. Superb, excellent trainer/speaker. Thank you."
Tom Pike, Warehouse Manager NECS

"This training has made me step back and look at not only my presentation over the phone, but how the customer will receive me. It has taught me to listen, ask question and handle the upset caller."
Francine Siffington, P/R administrator TravCorp, Inc.

"Very Informative. Andrew, I am VERY impressed and recommend others attend any of your programs."
Amy Schuler, Order Processing Team Leader Rue de France

THE PERFORMANCE APPRAISAL INTERVIEW

Any discussion on performance, formal or informal, if carried out successfully, can have a positive effect on everyone involved (supervisor, employee, and organization). Such review can build mutual credibility and trust and help develop better communication. In most cases employees want to do a good job. They want to grow and be more knowledgeable and skilled in the future. The organization and management need to make a commitment to that goal in order to make full use of the human resource potential they have.

PERFORMANCE APPRAISALS BENEFIT THE ORGANIZATION

Appraisals help spot employees with potential for advancement. Appraisals bring attention to the so-called high-potentials - people who have both the will and the ability to excel in the organization. Appraisals can also aid in the human resource planning of the organization. -- Appraisals provide management with a profile of the supervisor. One important incentive for supervisors to do appraisals expertly is that higher management can observe their skills in managing and developing their group. -- Appraisals help ensure that everyone is working in the same direction. During the evaluation meeting, supervisors can convey the mission and goals of the organization to their employees. -- Ultimately, individual performance is judged by contribution to these overall goals.

FOUR WAYS TO USE THE DEVELOPMENT PLAN

1) To develop a plan for personal growth and job enrichment. 2) To strengthen performance or improve a skill that does not meet position requirement. 3) To acquire a new skill, ability or know-how needed by the department. 4) To prepare the employee for any future plans they have for themselves. Note: Not all of these areas may be worked on at the same time - the supervisor and employee may need to focus on certain areas during a given period of time. The key here is to strike a balance between individual and departmental goals without risking one for the sake of the other.