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Other Added - How To Conduct A Successful Performance Appraisal
You're a small business owner, you do considerably well for yourself. Your business is profitable, it's not a Fortune 1,000 company, but it's not losing money either. So why would you need a consultant? What would be the point because apparently you are doing well enough on your own? Let me answer you question, it's because you're not a Fortune 1,000 company. Funny thing is, even global corporations still bring in outside help, because they understand everyone needs a hand.Now is the time for you to rebut with all of your predetermined excuses. Let me tackle a few for you. “My budget doesn’t allow for a consultant.” Although your budget does allow for expenses that are too high, fees/prices that are too low, minimal profits, and sub-par leadership, strategy, and overall output. You make a great case, let’s proceed. “Consultants do nothing for a company.” If that’s the case then why are they still around, and why do executives of the globes largest corporations use them when they are pay
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people ca
The season for planting is in the air and many of us will be toiling the soil and planting gardens during the next few months. With this in mind, there are many similarities to gardening and sales. Here are a few strategies to apply.Proper Selection Makes a Happy Gardener Normally, we select our garden plants based on what we love to eat. If we love tomatoes we should plant them. There is nothing like picking a ripe tomato off the vine and eating it. The same holds true for customers. If we prefer accounts that require frequent production of blue widgets in large quantities we should select and pursue accounts that require them. The same joy of eating a fresh ripe tomato will be felt when a blue widget account is landed. It is up to sales management to help sales people plant the right seeds for our needs, wants and profits. Otherwise, it will be a painful growing season for everyone. Imagine what it would be like if we hated beets and all that was planted in our garden was
Every manager has to appraise subordinates and the mechanics of it vary from ticking little boxes, through marking on five-point scales, to writing an open ended report. These notes however, are mainly concerned with relationships.
The primary purpose of an appraisal is to help the subordinate.
Reasons for an Appraisal:
- To provide feedback of individual performance.
- To plan for future promotions and successions.
- To assess training and development needs.
- To provide information for salary planning and special awards.
- To contribute to corporate career planning.
The three main principles for appraisal and counselling interviews:
1. Everything written should be shown and shared
- Secrecy breeds suspicion
- Suspicion destroys a counselling relationship
Two specific aspects often withheld are those relating to: -
a) Poor performance
b) Potential promotion.
In the first the secrecy reflects the manager’s own anxiety, telling someone they are doing badly is not easy.
The second, promotion, is difficult as telling the subordinate of potential promotion is very likely to be interpreted as definite, with keen disappointment if it does not happen.
If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.
2. The Appraisal report should be finalised in the presence of the subordinate
- All fair and above board.
3. The subordinate should contribute a major part to the appraisal
- Self-appraisal is particularly effective in two areas.
Attitudes In Relation To Performance:
First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.
The Subordinate:
Positive Feelings: -
- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.
- Wants to be helped to improve.
Negative Feelings: -
The most likely one is fear of criticism of their work or their behaviour. Until the manager allays this fear, the interview will be meaningless and achieve nothing. Only the manager can allay this fear by establishing a counselling relationship, which shows they are fair and can be trusted. It is possible that a member of staff will perform at an acceptable level without motivation, but in many, indeed most cases their results will not reflect their true potential.
A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.
Attitudes must be understood before motivation can take place:
We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.
- Are they positive, neutral or negative?
- In what areas must we know what they think?
- How can we find out what they think?
- How can we influence their thinking?
If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.
People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.
Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.
A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.
In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people can
Every good copywriter knows that before you begin to write an ad, you first consider your target market.You determine who they are and what they dream of, hope for, and fear. Some of the best advertising is written to appeal to the hopes, dreams, and fears that they don't even consciously admit!For instance, consider a young mother who is about to purchase a new vacuum cleaner. She will obviously look at features such as durability and ease of use. She may be focused on price. But if you can convince her that your expensive model will do the best job, she may decide to spend more money. Why?Let's assume that she has a young child who crawls on the floor. So you can assume that her motivation is to keep it as clean as possible to keep her child healthy. Yet, she knows plenty of other young women whose floors are filthy and their kids are fine. So the real reason might be to prove she's a good mother or perhaps a better mother than someone in her circle of friends or family.
If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.
2. The Appraisal report should be finalised in the presence of the subordinate
- All fair and above board.
3. The subordinate should contribute a major part to the appraisal
- Self-appraisal is particularly effective in two areas.
Attitudes In Relation To Performance:
First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.
The Subordinate:
Positive Feelings: -
- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.
- Wants to be helped to improve.
Negative Feelings: -
The most likely one is fear of criticism of their work or their behaviour. Until the manager allays this fear, the interview will be meaningless and achieve nothing. Only the manager can allay this fear by establishing a counselling relationship, which shows they are fair and can be trusted. It is possible that a member of staff will perform at an acceptable level without motivation, but in many, indeed most cases their results will not reflect their true potential.
A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.
Attitudes must be understood before motivation can take place:
We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.
- Are they positive, neutral or negative?
- In what areas must we know what they think?
- How can we find out what they think?
- How can we influence their thinking?
If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.
People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.
Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.
A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.
In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people ca
Today’s business environment has changed dramatically over the past 10 years, it can be a tough task to make a sale. Just being aggressive doesn't cut it any longer. Sales skills alone aren't enough to compete when so many new products and services become everyday commodities. Consumers nowadays are being smart. You've got to distinctively separate your business from the competition and lead each of your prospects and customers to think, 'I would have to be a complete idiot to do business with anyone else... regardless of the price.' They are shopping for the best bargains and they all seem to want more than what they paid for. Every industry both online or offline needs a cutting-edge cost-effective powerful marketing tool that appeals to every kind of consumer.Vacation and travel incentives are one of the most powerful methods of attracting business, retaining profitable clientele, increasing profits, enhancing product awareness, improving employee productivity. Businesses that have u
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.
The Subordinate:
Positive Feelings: -
- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.
- Wants to be helped to improve.
Negative Feelings: -
The most likely one is fear of criticism of their work or their behaviour. Until the manager allays this fear, the interview will be meaningless and achieve nothing. Only the manager can allay this fear by establishing a counselling relationship, which shows they are fair and can be trusted. It is possible that a member of staff will perform at an acceptable level without motivation, but in many, indeed most cases their results will not reflect their true potential.
A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.
Attitudes must be understood before motivation can take place:
We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.
- Are they positive, neutral or negative?
- In what areas must we know what they think?
- How can we find out what they think?
- How can we influence their thinking?
If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.
People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.
Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.
A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.
In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people ca
Corporate values provide a very powerful communication tool. For the internal organization the values can be used to derive the company principles. And these provide a steering mechanism by answering the question how should we act if these ... are our values?For the external world the corporate values provide more insight in the company. OF course many companies -- specifically those that traded on the stock exchange -- provide social and financial information, but the corporate values are like a concise overview of the style of the company.Below are described two set of values as they are published on two different sites (obviously from two different companies):The first example shows that the values are expressed in small statements (followed by an additional detailing which is omitted here):We are passionate about consumers We value each other Freedom to succeed Proud of what we do To be the best
Attitudes must be understood before motivation can take place:
We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.
- Are they positive, neutral or negative?
- In what areas must we know what they think?
- How can we find out what they think?
- How can we influence their thinking?
If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.
People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.
Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.
A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.
In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people ca
Does your job search feel like a big weight on your shoulders?Are you confused about what you should do next?Do you have starts and stops in your search activities?Are you beating yourself up because you haven’t done enough?Okay, first things first.Conducting a job search can be overwhelming under the best of circumstances.Add to that a full time job, kids and/or other pressing responsibilities, and it gets even trickier.And the higher you are on the food chain, the longer it takes to find your next position.On top of all those pressures, are you making things worse by what you’re telling yourself?Clients beat themselves up because they don’t feel up to the task.There’s too much information and they don’t know where to start, so they do little and then give up.Or they berate themselves because they haven’t done “enough.” Time for a reality check!Here are some tips to keep it real:<
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.
- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?
The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.
Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.
Where emotions are stimulated attitudes are more clearly displayed.
There is always an inter-relationship in a person’s attitudes.
The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.
It must be remembered that people can succeed, despite some undesirable attitudes, because other stronger attitudes are dominant. After all it is results that count!
In Summary, The Steps In Successful Performance Appraisal:
1. Review the case history in advance.
2. Listen to the evidence.
3. Discuss diagnosis.
- Don’t concentrate on character traits.
- Discuss things that can be improved.
4. Face up to problem areas.
5. Agree a plan of action.
6. Write up a report of the interview.
7. Progress that report.
8. Never discuss a salary review at the appraisal interview.
Copyright © 2006 Jonathan Farrington. All rights reserved
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