Enhancing Performance Management Interviews

1. Human Resource Management 2 • Performance Management and • Appraisal interviewing – review of the practical exercise • Nick Kinnie

2. Introduction: aims • Discuss your reflections on these experiences and in particular consider some of the key practical aspects of performance management interviews • Preparation and opening • Styles, skills and closing • Build on your learning for the next practical exercise on negotiating and bargaining

3. To recall….objectives of Performance Management Systems • Set objectives and review performance against objectives/standards • Personal development: identify training and development needs and potential • Linking team and organisational objectives Source: Performance Management Survey Report September 2005 CIPD

4. To recall…ideally an appraisal meeting is where… • Appraisees do most of the talking • Appraisers listen actively and provide feedback • Scope for reflection and analysis – an exchange of views • Performance is analysed not personalities • Whole period is reviewed not just isolated incidents – evidence based • Achievement is recognised and reinforced • Identify areas for improvement – set agree objectives • Ends positively with agreed action plans to improve performance • (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)

5. Interview preparation • What kinds of preparation did you carry out? What were your aims? • How did you decide on your strategy and structure for the interview? • What were your key criteria? What were these influenced by? • What sources of information did you find most helpful? Did you ask for a self appraisal? How valuable was this? • What was most difficult in your preparations? • What was your planned timing?

6. Opening the interview • Opening - appraiser • What were you trying to do? • What techniques did you use? • Did you put the appraisee at ease? • Was the purpose and structure of the meeting explained? • Opening – appraisee • How did your meeting begin? • How did you feel at the start? • What effect did this have? • Was the purpose and structure of the meeting explained?

7. Appraisal interviewing styles • Tell and sell, Tell and listen, Problem solving • Which of these were used? • Why were they used? • How were they used? • What was their impact on the meeting?

8. Appraisal interviewing skills • Appraiser views: was feedback based on evidence and examples? • Appraisee views: were open, probing, follow up and reflective questions asked – was relevant data collected? • Did the balance of control change? • Were objectives set?

9. Closing the meeting • Was the appraisee asked for their views on the meeting? • Were achievements recognised? • Were areas for improvement identified? • Were the key points summarised? • Was an action plan agreed with specific objectives and a timetable? • Were the next steps clear? • Did the meeting end positively?

10. Some reflections • What did you find most difficult? • What techniques were most effective – for collecting data, for recording data, for discussing issues in detail, for agreeing objectives? • What was the impact of the meeting on the appraisee? • What would you have done differently?

11. Improving appraisal interviewing • Preparations are vital – benefits of self appraisal, and some drawbacks • Implementation is key: training and support for appraisers – this is a difficult task • Structured approach: criteria and evidence based • Multiple sources of data needed – moves to 180 and 360 appraisal • Generic skills and dedicated skills

12. Types of interaction Torrington et al (2005: 71)