SPONSORS OF BUSINESS DEVELOPMENT
TURNING APPRAISALS INTO REVIEWS THAT
WORK!
Why is it that in many organisations, both employee and manager generally dread “appraisals”, when they’re meant as such a positive tool and offer such great potential for developing people? Perhaps it’s because the whole concept of a manager sitting in judgement of an employee and telling them the good, the bad and the ugly, just doesn’t sit well in modern times.
PERFORMANCE DEVELOPMENT REVIEWS (PDRS)
Re-framing “appraisals” as Performance Development Reviews (PDRs) with an emphasis on coaching and re-enforcing positive behaviours, can have a material effect on driving performance and engagement from staff. To get the best out of PDRs, both sides need to invest time in preparation – we find a simple 2-page form acts as an effective tool to stimulate discussion.
EMPLOYEES SHOULD DO MOST OF THE TALKING During the PDR, it’s important for the onus to be on the employee to do most of the talking, with the manager asking open (how, what, etc) coaching questions. Two- way feedback is of course critical, and the focus should be on highlighting positive achievements, attitudes and behaviours giving specific examples of each. Everyone (without exception!) will of course have 2-3 specific areas for improvement and highlighting these, again with specific examples, can really give the context to making this feedback less emotionally sensitive.
PERSONAL DEVELOPMENT PLANS All PDRs should always ask the question, “How can you improve”, followed by “How else”, “How else” - it’s good to record any support and development actions that come out of these discussions in a form of “personal development plan”. PDRs are a great opportunity to set/re-set expectations and perfect for promoting alignment with company values and organisational goals.
FOCUS ON THE POSITIVE However you go about the reviews, the one critical aspect of the experience for the employee is that they feel challenged in a positive way during my PDR meeting and at the end, feel motivated about working towards achieving their new objectives and embracing their personal development actions.
Why not try morphing your “appraisals” into PDRs and see what a difference it can make!
Paul Luen
www.martek-marine.com www.windenergynetwork.co.uk 31
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100