Performance reviews are an essential component of employee development. Someone once said, “If you always do what you’ve always done, you’ll always get what you’ve always got.” And, remember what the German philosopher Goethe said: “Treat people as if they were what they ought to be and you help them become what they are capable of being.”
Setting goals and objectives to aim for will give supervisors and employees a unified focus and targets to aim for. Supervisors must also learn how to give feedback, both positive and negative, on a regular and timely basis so that employees can grow and develop. Performance appraisals involve all these activities.
Introduction and Course Overview
History of Performance Appraisals
Employees’ Concerns About PAs
What Makes PAs a Defensible Process?
Stereotypes
Leniency or Stringency
Halo/Horn Effect
Error of` Central Tendency
Stereotyping
The Performance Management Process
SMART Goals
Goal Setting
The Performance Management Cycle
Setting Standards
Day One Wrap-Up
Performance Development Plan
Feedback and Communication
Listening
Guidelines for Effective Listening
Active Listening
Constructive Listening
Paraphrasing
Asking Questions
Probing
Verbal and Non-Verbal Probes
Probing Techniques
Probe Funnel
Non-Verbal Messages
Giving Feedback
Characteristics of Effective Feedback
Accepting Criticism
Planning the Interview
The Interview Format
The Opening
The Discussion
The Closing
Day Two Wrap-Up
Goal-Setting Role Play
Ordinary Feedback
Coaching and Counseling
Appraisal Preparation
The Interview
Maintaining Performance
Behavior Contracts
Handling Performance Problems
The Worst-Case Scenario (What to do if you have to fire someone)
Pre-Assignment Review
Performance Management Checklists
Workshop Wrap-Up
Web Design by: 