Getting the most from appraisals - from both sides

Written by Graham Yemm

Continued from page 1

Everyone involved has to take their share of responsibility for making appraisals work. Whilerepparttar tips below will not guarantee success, they will help you to get more fromrepparttar 142489 process, whatever your role.

If you arerepparttar 142490 ‘appraiser’

  • Makerepparttar 142491 time to prepare properly!
  • Set a time forrepparttar 142492 review – and stick to it! Do not move it around – what message does that send out? Allow anything from 1 – 2 hours.
  • Choose a place where you can haverepparttar 142493 privacy for a proper, open meeting with no interruptions! Turn off mobile phones.
  • Have a short meeting withrepparttar 142494 interviewee a few days before and outline what you want them to do beforerepparttar 142495 meeting and during it.
  • Look at last year’s review and identify what progress has been made.
  • Think aboutrepparttar 142496 good thingsrepparttar 142497 employee has achieved and done – do not just look forrepparttar 142498 negatives.
  • Be specific withrepparttar 142499 points you want to discuss and review – with evidence not just opinion.
  • Set an agenda or structure forrepparttar 142500 meeting and stick to it.
  • Make sure they do a lot ofrepparttar 142501 talking, it is THEIR review not yours! Also, LISTEN to what they say and build on it
  • Remember to give feedback on performance or behaviour – not personality!
  • Note where job changes might have impacted on achievement ofrepparttar 142502 goals from last year and identify successes.
  • Set and agree clear, SMART goals, both short and medium term.
  • If you are being reviewed or appraised:
    1. Remember to ‘own’repparttar 142503 process – you have a responsibility to make it work for you, it is not just down to your boss!
    2. Make time to prepare by reviewing what you have done and how even if there is no formal self-assessment process.
    3. Obtain a copy ofrepparttar 142504 previous review from HR or your boss if you don’t have one.
    4. If your role or responsibilities have changed sincerepparttar 142505 previous appraisal, identifyrepparttar 142506 goals you achieved up untilrepparttar 142507 change and those after.
    5. Make notes ofrepparttar 142508 key points you want to mention.
    6. Be honest in your self-assessment about what you could have improved upon.
    7. Be specific aboutrepparttar 142509 things you have done well.
    8. Think about what you want forrepparttar 142510 short, medium and long-term. What support, training or development would you like?
    9. What might be sensible areas to set goals forrepparttar 142511 future? Be willing to suggest these to your boss.
    10. Ask for clear and specific feedback.
    11. If you would like your boss to manage you differently, use this as a time to ask, giving reasons about why it would benefit all of you!
    12. Ensure you are clear about whatrepparttar 142512 boss thinks and why – and whether it fits with your own self-assessment. If there is a difference, explore why this isrepparttar 142513 case. Work to reach agreement.

    Finally, there should be a sense of agreement about what has happened, what will happen and how. To reinforcerepparttar 142514 effectiveness, avoid making it just an annual event. Set on-going reviews to monitor progress towardsrepparttar 142515 goals, to support any training or development and to improve communication between bosses and teams.

    An idea for all is to keep some notes throughoutrepparttar 142516 year of successes and any particular challenges or events you want to recall later. It will help to reduce some ofrepparttar 142517 subjectivity of poor appraisals and also makes sure things are remembered throughoutrepparttar 142518 year!

    Graham Yemm a founding partner of Solutions 4 Training Ltd. He has worked with many different organisations around the world conducting both training and consultancy assignments. He is a Master Practitioner of NLP and an accredited trainer for the LAB profile programme – “Words that Change Minds”. Contact,

    Coaching can get the boss in shape

    Written by Graham Yemm

    Continued from page 1

    Before dashing in to coaching sessions, review whether this isrepparttar best way forward. (Is going torepparttar 142488 gymrepparttar 142489 only way to get in shape?) It could be thatrepparttar 142490 boss will benefit from having a mentor rather than a coach, or having some formal training to learn some specific skills. Should coaching berepparttar 142491 way ahead,repparttar 142492 boss,repparttar 142493 coach and any other stakeholders need to meet and agreerepparttar 142494 overall aims ofrepparttar 142495 project and a number of other things to do with support and confidentiality. As part of this,repparttar 142496 probable timescale can be discussed along withrepparttar 142497 actual method of working together.

    The coaching phase will typically take place over several face to face sessions, probably supported by telephone and email. The key to this is to set really clear outcomes or objectives inrepparttar 142498 first session. These can be short-term (even for each session) and forrepparttar 142499 overall project. The boss is in control of this part in terms of setting their outcomes, although a good coach will push them.

    The actual coaching sessions will keeprepparttar 142500 boss thinking about what they can do to move towards their outcomes and objectives. The coach will offer a combination of challenge and support to pushrepparttar 142501 boss onwards. (Again, likerepparttar 142502 personal trainer will do!) They will provide encouragement and feedback where appropriate. One ofrepparttar 142503 major plusesrepparttar 142504 coach brings, is that they can be direct and open withrepparttar 142505 boss when giving feedback. The boss generates ideas and chooses which ones they are committed to pursuing, withrepparttar 142506 coach helping if they get really stuck.

    As with any plan to get in shape, we all like to know what progress we are making. This is why we thinkrepparttar 142507 third part ofrepparttar 142508 process can be started alongsiderepparttar 142509 coaching sessions –repparttar 142510 Personal Development Plan. Whateverrepparttar 142511 actual method is for writing up or keepingrepparttar 142512 plan, it can be developed throughoutrepparttar 142513 project. As progress is noted, it gives added motivation for continuing and stretching still further.

    The key forrepparttar 142514 sessions andrepparttar 142515 plan are for examples of improvement to be noticed and noted. They can be discussed and reviewed to explore why they have been achieved and whatrepparttar 142516 payoffs are forrepparttar 142517 boss,repparttar 142518 organisation andrepparttar 142519 others around them. Wherever possible, aim to quantify these – still more of an incentive!!

    Asrepparttar 142520 boss is getting into better shape, they need to know that others are observing it too! (Well, friends and family would tell you ifrepparttar 142521 personal trainer and exercise was making a difference!) How can they get evidence? The coach should encourage them to look for it. As with any plan to get into shape, there may be some times when things seem to plateau or go into reverse. Accept that this might happen, and userepparttar 142522 coach to help you breakthrough.

    Part way through any project it is often a good idea to have a mid-point review with all concerned stakeholders. Even if this is justrepparttar 142523 boss andrepparttar 142524 coach – set up this session with no coaching activity onrepparttar 142525 agenda! Review what has been achieved,repparttar 142526 benefits to all concerned, how does it feel forrepparttar 142527 boss, and agree if there is any need to change forrepparttar 142528 future sessions.

    Atrepparttar 142529 end ofrepparttar 142530 overall project, there need to be some clearly identified deliverables. These should link back torepparttar 142531 outcomes and objectives set atrepparttar 142532 beginning – with any new ones added! The on-going personal development plan will feed into this too. The deliverables can be both forrepparttar 142533 organisation and forrepparttar 142534 individual and their development. Once these are made clear,repparttar 142535 trick is to find ways to measure their impact or contribution torepparttar 142536 organisation.

    Having got in shape,repparttar 142537 trick is to keep there! Going torepparttar 142538 gym or maintainingrepparttar 142539 exercise routine is how we do it in that context. How doesrepparttar 142540 boss keep their new shape? Without working at it, there is a severe risk that they will slip back. Maybe they need to get some on-going support, with occasional contact fromrepparttar 142541 coach. Possibly, as a result ofrepparttar 142542 coaching, they have better self-awareness and will assess themselves and encourage others to give them feedback. Whatever they do, it is better for everyone’s health if they stay in shape!!

    Graham Yemm a founding partner of Solutions 4 Training Ltd. He has worked with many different organisations around the world conducting both training and consultancy assignments. He is a Master Practitioner of NLP and an accredited trainer for the LAB profile programme – “Words that Change Minds”. Contact, <Back to Page 1

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