Presented by William Gresse
highly intensive and practical 1-day workshop that will provide
line managers with the skills and confidence to conduct those normally
"dreaded" Appraisal Interviews, with positive results
in terms of organisational goal achievement, as well as employee
morale and competence enhancement.
Constructive Performance Appraisals Workshop is 'ka mau te
wehi' - awesome." Katrina
Wahanui - Clinical Services Manager: Raukura Hauora O Tainui
The Constructive Performance Appraisals
Workshop aims at all levels of management, including team leaders
responsible for conducting Employee Performance Appraisals/Reviews
the conclusion of this workshop, participants will be able to
conduct an effective Employee Performance Appraisal/Review, covering:
Planning and preparing for the Performance Appraisal/Review
Conducting the Appraisal Interview in a constructive
Use interpersonal skills such as Effective Listening,
Reading and Projecting Body Language, Tone of Voice, Giving Praise
and Constructive Criticism
Facilitating agreement on actual performance
(and ratings where applicable)
Identifying environmental barriers impacting
Identifying jobholder training and development
needs, and completing a Personal Development Plan (PDP)
supplemented by a powerful video model, illustrating how
an effective Performance Review needs to be done
IMPORTANT BENEFITS OF EFFECTIVE PERFORMANCE REVIEWS:
A. Benefits to the Organisation
Facilitates the achievement of organisational
goals and strategies
Contributes to improved staff morale
Facilitates continuous performance improvement,
organisation development and culture change
Assists in establishing a performance culture
- of quality, efficiency and achievement
Provides a formal means of discussing competency
gaps and how to address these - leading to a more competent work
Provides the basis for fair remuneration based
on actual performance, so employees can see and experience a clear
link between their performance and the rewards they receive
B. Benefits to Employees
An opportunity to get formal feedback from line
managers on how their performance is viewed - so that they can
learn what they do well and what needs to improve
Ensures clarity regarding work expectations and
standards, reducing anxiety/stress and conflict with line managers
An opportunity to discuss their job competencies
(or lack thereof) - leading to targeted training and development
- helping them to realise their full potential
Provides a forum to share new ideas and to air
in the effective conducting of Employee Performance Appraisals/Reviews
will reduce Line Manager reluctance and fear to do these with their
staff. If done well, stress and conflict during the Performance
Review are drastically reduced.
COMPANY-SPECIFIC PERFORMANCE MANAGEMENT DOCUMENTATION
best way for line managers to learn how to conduct Performance
Appraisals is to use (in the training workshop) EXACTLY THE
SAME Performance Appraisal documentation used in their organisation.
This way the training becomes fully realistic and easily transferable
to the work situation.
to achieve this ideal, we believe in customising the Constructive
Performance Appraisals Workshop to align with the existing
Performance Management System and documentation of client
organisations. Where such existing systems in organisations
fall short in respect of structure and contents (to best achieve
organisational goals) we recommend that this be addressed
first - before managers are trained in conducting Performance
Almost half of New Zealand's managers say
they have a job but not a career, and almost a third of them
have not had a performance review in the past year.
Results from a survey of 1800 managers show New Zealand organisations
need to be much smarter about how they attract and keep talented
staff, says recruitment company TMP/Hudson Global Resources.
Its twice-yearly Hudson Report shows that while organisations
may be competent in assessing and managing employees' technical
expertise, many fall short in tending to "softer skills".
"Effective communication and the ability to influence
underpin performance management, coaching, career discussions
and assist in dealing with difficult interpersonal situations,"
the report says.
"No matter how effective we are technically, if we cannot
work through and with people to achieve outcomes and if we
are not easy to interact with, we ... lose our currency and
A shortfall in communication skills
may also contribute to another survey finding - that almost
30 per cent of managers have not had a performance review
in the past year.
Managers working in the South Island, or in the advertising/marketing/media
industry are least likely to have had a performance review,
while those in the financial services/insurance and government
sectors are most likely to have had a performance review.
The result is most pronounced in smaller organisations.
"There is a clear warning sign for SMEs [small businesses]
across New Zealand," says the report. "Clarity about
performance and feedback has a significant impact on productivity
and effectiveness. Ignored, it will not look after itself.
"Hudson's experience suggests that
top talent who are not involved in formal performance reviews
are more likely to become demotivated in their roles and are
much more likely to investigate alternative career options."
This is reinforced by the opinions of
those managers who have participated in a performance review
in the past year - more than two-thirds of them feel it improved
"Over 40 per cent of the managers
surveyed outlined that the performance review had the combined
effect of improving their performance, clarifying their role
and reducing stress," the report says.
"Over time, the lack of communication and alignment that
can be achieved through performance reviews will block
an organisation from reaching its potential and, in the worst-case
scenario, present significant risks to smaller enterprises."