Performance Coaching Process
BEFORE THE APPRAISAL | Keep good records | Both praise and criticism are most meaningful when supported by factual examples |
Review previous goals | Use previous goals to evaluate progress | |
Get input from others | Seek feedback from others who work with the appraisee in areas they will have objective knowledge of and get examples where available | |
Prepare carefully | Prepare in advance so that you can deliver the message that you intend to | |
Prepare administrative details |
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DURING THE APPRAISAL | Explain the meeting agenda | Outline what is about to happen for the session |
Encourage communication |
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Stay focused | Keep the session focussed on past and future performance, summarise discussion issues often to ensure agreement | |
Communicating shortcomings | The employee expects and should know what he/she needs to improve | |
Be open | Be versatile and open-minded if you hear things that cause you to change your opinion |
DURING THE APPRAISAL | Evaluation process |
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Making promises | Don’t make promises you do not have control over (e.g. salary increments, promotions, transfers etc) | |
Review goals | Concentrate on a few areas- things that make a difference. Try to encourage continuation and growth in the areas of strength. Set up “smart” goals that will build strength in areas needing attention |
AFTER THE APPRAISAL | Administration |
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Follow-up | Follow-up on agreements made during the appraisal | |
Learning | Review what you have learnt about the employee, your records and systems, yourself, the appraisal process and your management style |
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