Getting Results From Performance Appraisal

It’s that time of the year again, time for the performance Performance Appraisalappraisal discussion. A very small part of the performance management process that provides an incredible opportunity for the participants to engage in discussion about what motivates them towards goals and to seek support for the things that hold them back. So why is performance appraisal one of the greatest sources of conflict in organisations? Why do we often fail to get the best results from performance appraisal?

Annual performance appraisal reviews fail to drive alignment and connection to the constant changes that impact organisations and therefore the contribution that people make because of the lack of realtime feedback. This is a lost opportunity to enhance employee engagement, improve performance, and drive organizational growth and often this lack of realtime feedback creates a recency bias, where recent events overshadow past performance.

Very few managers are ‘naturally’ good in appraisal discussions and many employees are unprepared to make the best of the opportunity and let’s face it even the most effective process will be ineffective if the participants don’t know how to make the best of it..

This two-day Getting Results From Performance Appraisal training course is designed to examine the principles of  performance appraisal and how to get the best out of it from everyone’s perspective. Whether your performance appraisal reviews are quarterly or annual this getting results from performance appraisal event will provide you with the skills to:

  • Review recent performance to impact, development, & growth
  • Create and manage an open-door policy
  • Ensure the process is transparent and collaborative

Getting Results From Performance Appraisal

Duration 2 days
There are 3 reasons for ineffective performance appraisal:

  • Inadequate process 5%
  • Employee perception of their role in the process 35%
  • Manager’s ability to manage the process 60%

Delegates who attend should be responsible for appraising and agreeing performance standards with others


What does appraisal mean to you?

  • Management of people and performance, identifying differences in performance and avoiding the pitfalls of unequal distribution of reward and recognition
  • Opportunity to audit the people skills in the organisation, identifying strengths demonstrated in past performance and opportunities to further develop future potential
  • Identifying and exploring a shortcoming in performance and offering a development solution.
  • Identifying satisfying outcomes from work, what motivates people?

The Benefits of Appraisal

  • Avoiding appraisal apathy – first examine the process
  • Answer the question “What’s in it for me”?
  • Promoting the opportunities that the appraisal presents
  • Generating employee engagement pre-appraisal tools

The Appraisal Documents

  • How does your appraisal document help people to focus on priority issues?
  • What cultural competencies does your organisation value?
  • Identifying the job specific competencies that correlate with success
  • What are the most important responsibilities and accountabilities of the job holder?
  • What major projects has this employee contributed to in addition to their regular duties?
  • What important achievements and accomplishments or unique strengths does the job holder demonstrate?

Assessing Performance working with trait, behaviour, and results evaluation criteria

  • Job results sources of data that can be used to appraise performance Measurement – turnover, absenteeism, grievances, profitability, and production rates
  • Ranking methods compare one employee to another – perils and pitfalls
  • Behavioural checklist  rating statements describing both effective and ineffective job behaviours
  • BARS – Behaviourally anchored rating scales a continuum of descriptive statements of behaviours ranging from least to most effective.

The Appraisal Discussion

  • Identifying the core message
  • Avoiding distortion or misinterpretation of the message
  • Setting the scene and sharing the agenda
  • Taking notes to enable greater control
  • Highest rankings >>> towards the lowest
  • Being specific Use the STAR approach Situation, Task, Action and Result
  • Creating a scene of success. Avoiding resistance to negative feedback and using negative feedback in situations in which it’s most likely to be accepted.
  • Directing negative feedback towards events and  behaviour that the employee can control
  • Ensure your feedback develops talent. Providing balanced developmental feedback don’t ignore the negatives, and concentrate on the positives
  • Avoiding  justifying ratings – Spend time describing what  good performance  looks like and  how frequently the person performs at an ideal level
  • Providing memorable and motivational summaries that concentrate on describing the frequency of ideal performance and less on judging the worth of the individual

Are you interested in learning more? Check out these courses and resources I’ve created on the same topic.