IT IS in the nature of what I do to ask a lot of questions to gain clarity of thought and direction, so it wasn’t surprising when I was recently asked to help a client with appraisals.

This brought about a shudder running down my spine remembering days where the big boss would hold appraisals, or rather an interrogation where you felt placed in beaming spotlights and were asked myriad questions extracted from some manual that bore no resemblance to what you actually did.

It was a bombardment of questions with answers not even considered.

A one-way conversation on how you need to improve is not – I know this will be hard to believe for some – the correct way to hold an appraisal.

Daily Echo: Neil Nutburn.

Remove the shackles of normality, and take another look at what the appraisal should be about.

This is a joint venture for all to develop better ways to harmonise the workforce, dare I say, ways for the company/manager to also improve as a result of observations from the staff. Now there’s a thought.

Fine tune your listening skills too. Avoid the “why” question (justification) and ask questions that open with “what”, “where”, “how”, “who”, “when” (exploratory), for example: “What would the reason for this be?”

Prepare a report of the appraisee l List training needs and discuss.

  • Note both what organisation and the appraisee needs to do.
  • Look back – how well has the appraisee performed against set actions?
  • How could they have done better?
  • Look objectively, not emotionally. Work off “evidence” based aspects.
  • What hurdles did the company put in their way as well as what they put themselves?
  • Look forward – what achievements are you looking for over the next six months or a year?
  • How will you assist them in reaching their objectives?
  • Draft a report within three working days, both sign and conclude the process within five days.

Art of listening

Show the appraisee that you are listening – look at them.

Listen to what they don’t say – look for avoidance around issues.

Stop talking – once asked a question is asked, let the appraisee answer. If there’s a pause, allow them time to process what they are thinking about.

Conducting

  • Review appraisee’s documents for issues such as time keeping, job description and client/customer feedback.
  • Allow at least half as much time again as anticipated to carry out the appraisal.
  • Highlight success and initiatives taken.
  • Question how failings could be handled better – without reprimanding.

Feedback

  • All evidence based – not around personality or assumed motives.
  • Provide examples and not generalisation of observed behaviours. 
  • Ask – rather than tell – appraisee to describe their thoughts and feelings about the impact that an identified behaviour will have.
  • Stephen R Covey stated: “First seek to understand, then to be understood.” Use this philosophy throughout the appraisal. Both will get so much more from it.
  • Before starting, create questions under headings such as Job & Expectations, Supervisory, Fulfilment & Morale, Continued Personal Development, Teamwork, Equality & Impartiality, Communication, Organisation’s Overview, Clients/Customers so you gain a broad spectrum of understanding.

Coaching to Success welcomes you to call to arrange a free consultation if you want advice on appraisals or any other issues affecting your business.

Contact Neil on 07761 187238, email neil@coachingtosuccess.co.uk or go to the website coachingtosuccess.co.uk.