Kittens and puppies need training and coaching in order to perform in the desired manner, just like our employees. Someone once said, “If you always do what you’ve always done, you’ll always get what you’ve always got.” Performance appraisals are an essential component of employee development.
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.
Course Outline:
SECTION 1: History of Performance Appraisals
SECTION 2: Employees’ Concerns About PA's
SECTION 3: What Makes PAs a Defensible Process?
SECTION 4: Stereotypes
- Leniency or Stringency
- Halo/Horn Effect
- Error of` Central Tendency
- Stereotyping
SECTION 5: The Performance Management Process
- The Four Steps
- Performance Appraisal Samples
SECTION 6: SMART Goals
SECTION 7: Goal Setting
SECTION 8: The Performance Management Cycle
SECTION 9: Setting Standards
SECTION 10: Performance Development Plan
SECTION 11: Feedback and Communication
SECTION 12: Listening
- Guidelines for Effective Listening
- Active Listening
- Constructive Listening
- Paraphrasing
SECTION 13: Asking Questions
SECTION 14: Probing
- Verbal and Non-Verbal Probes
- Probing Techniques
- Probe Funnel
SECTION 15: Non-Verbal Messages
SECTION 16: Giving Feedback
SECTION 17: Characteristics of Effective Feedback
SECTION 18: Accepting Criticism
SECTION 19: Planning the Interview
SECTION 20: The Interview Format
- The Opening
- The Discussion
- The Closing