Theory Practice
  • Feedback is integral to the culture and management style.
  • Formal appraisal is a natural part of the relationship between boss and employee.
  • It is a two-way process.
  • Documentation supports the process and assists review and performance management.
  • Appraisal is forward-looking.
  • Appraisal allows a closer link between business needs and individual contribution.
  • The forms and ritual become central to the process.
  • Formal appraisal is seen as a chore which is imposed.
  • It is driven by the manager with little shared ownership.
  • Documentation often strangles the process - if it is ever completed.
  • Still an emphasis on review of past.
  • Appraisal tends to take a narrow view of an individual's contribution.

 

Approach

SKILLS supported by FORMS
FUTURE as well as PAST
COLLABORATIVE rather than ADVERSARIAL
DEVELOPMENTAL rather than only JUDGEMENTAL
THEORY Y rather than THEORY X

 

Management styles
Theory X Theory Y
  • People dislike work.
  • They must be controlled coerced and threatened to achieve organisational objectives.
  • they prefer to be directed, dislike responsibility, have little ambition and value security above all.
  • Work is as natural as rest or play.
  • People are self-directed towards goals to which they are comitted.
  • They not only accept but sek responsibility.
  • They can be imaginative and ingenious in the solution of organisational problems and their intellectual abilities are typically only partially utilised.

 

Structure

Building rapport

Listening

Questions to avoid

CLOSED (except to clarify facts) "Is everything OK then?"
Beware the closed question trap - they only provide yes/no answers
LEADING "I enjoyed that project - I presume you did too?"
Gives the employee the answer you want - don't waste your time asking it!
MULTIPLE "Did you achieve that task on time or were the resources not available and what about total costs?"
Where do I start? These questions only serve to confuse.

The questioning funnel

Giving praise

Catch them doing something right

Dealing with substandard performance

Improving performance and solving problems

  CONTROL INFLUENCE CAN'T AFFECT
APPRAISEE      
BOTH      
APPRAISER      


"How do we solve it?" NOT "Whose fault is it?"

 

More on Appraisal, PDP's and PPDP's and appraisal


Source: Simon Parker, CPCR.