St. Petersburg November 2006

1. Estimation and feedback St. Petersburg November 2006 Rina Shapiro, HR& Admin. Field coordinator

2. Definition of process of an estimation and reception of a feedback • 1. Granting of means for effective realization of an estimation and execution of feedback. • 2 . Study of principles of realization of developing and strengthening conversation with the worker.

3. Definition of process of estimation and reception of feedback • Process of revealing and measurement various • actions and elements necessary for • successful execution of the certain kind • works in organization, and providing worker • with feedback with the purpose to change • his behaviour on a workplace so, that it met expectations of organization.

4. Estimation of the workers - goals • Development and motivation of the workers • Maintenance of the open communications and creation of the confidential relations between the workers of organization • Basis for acceptance of the personnel decisions (promotion, mobility, encouragement, training and etc.)

5. goals - continuation • To develop the personnel programs of training and development of the personnel • To decrease expenses for training

6. Sources of the information for realization of an estimation • Quality of work of the employee. • The clients. • Subordinated, colleague and chiefs. • Personal impressions.

7. Problems, difficulty and handicap in an estimation of quality of work of the employees of organization • " Effect of aura " • The stereotyped approach. • " Effect of absorption of the information " • " Effect of similarity " • " Effect of exclusive incident " • Propensity to an excessively high or excessively low estimation. • Propensity to the average estimation. 1. Infringements of a correctness of judgment about the people and estimation of their work

8. Form of periodical estimation The estimation of the employee consists of two parts: • Estimation of execution by him of the official duties • Estimation of style of work and general functioning

9. Component elements • Estimation of performance: the strong and weak parties • Comment of the employee • What is necessary to improve

10. Estimation of execution of official duties • The concrete contribution of activity of the employee to work of organization as a whole, and also in quality of work of his clients, colleagues subordinated and the chiefs • Efficiency of his work in each of areas of his responsibility.

11. Style of work and general functioning • Professionalism and overall performance • The approach and attitude to work • Intraorganizational cooperation and relation with the people • Work with the organization / local clients • Reliability and honesty

12. Conversation of realization of an estimation Collection of information Skills of communication Situation

13. The magic offers The offers assisting in development and driving by motivation: • Perfectly done! • Continue in the same spirit! • Things are moving! • I‘ve never reflected above it • Excellent idea! • I believe in you! • You see - you can cope with it! • I know, that everything will turn out! • You follow the right way! • I am glad, that you have mentioned this theme!

14. Suggestions killing motivation How it is possible to kill ideas and creativity? That won’t work… Nothing will not come out of it… • That is all in theory, whether it will work on • the business? • We do not have time for it; • We never so did not act • Let's talk about it next time • You haven't mentioned … • Somebody would offer it, if on it There would be chances …

15. Reaction of the workers to an estimation of their activity (worker is not agree with it ) • Do not try to achieve his complete consent during the first meeting. • Listen to the worker (why he disagrees with you). • If there is a significant break between your opinion and opinion of the worker, check up the information for the previous years and consult. • Change your estimation, if it was erroneous, confirm it if it was correct.

16. Reaction of the workers to an estimation of their activity (worker too quickly agreed with that) • Be sure that the worker understood the estimation, given to him. • Ask the worker questions, which will help him better to understand quality of his work and feedback, received by him.

17. Reaction of the workers to an estimation of their activity (The worker agrees with it, but does not want to improve the work) • Check up, that influences low motivation of the worker (exhaustion, mistrust to organization, infringement of the communications with the chief and etc.). • Explain to him consequences of his behavior for his career in organization. • Offer him the first and rather simple steps in a correct direction

18. Reaction of the workers to an estimation of their activity (The worker agrees with it, but does not want to improve the work) • State the concrete offers on improvement of work. • Receive his agreement to the plan of actions which are giving in to quantitative measurement. • Set evaluation stages of process and control terms.

19. Dangers during process • The process is carried out " under the instruction from above", without original participation of the worker. • The information is used for intrigues inside organization. • Infringement of secret of the information. • The information is used basically for dismissals.

20. Results of conversation with the employee (feedback /estimation) • All strengths of the employee • All problems and aspects requiring for correction in the coming year • The summary of conversation with the employee: expectations and requests, areas of support, plan of professional development

21. Dangers during processcontinuation • The estimation represents a means of punishment for subordinated. • The dialogue suppresses (paralyse), instead of develops. • Estimation and reception of a feedback represent annual ritual and substitute the current estimation and reception of a feedback.