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Organisations employ a wide range of appraisal systems. Some are very manager-led where the appraiser writes the documentation and shares it with the appraisee. In others, the appraiser's role is to help the appraisee evaluate their contribution to organisational performance. Whatever your appraisal experience, there will be one constant - the effectiveness of the appraisal discussion determines the effectiveness of the whole appraisal system.
This book shows you how to make appraisals a productive and motivating experience for all levels of performer - and help your own credibility in the process.
Practical advice is given on:
- assessing performance fairly and accurately
- using feedback, including constructive criticism and targeted praise, to improve performance
- handling 'difficult' appraisees
- encouraging and supporting reluctant appraisees
- setting, and gaining commitment to, worthwhile objectives
- avoiding common appraiser problems from inadvertent bias to 'appraisal speak'
- identifying ways to develop appraisees so they add value to the organisation.
About the Author
Terry Gillen is a consultant, trainer and author. He specialises in
personal skills development to make people more effective in their personal
lives. As well as working with clients, he has tutored for Ashridge
Management College, Jersey Business School and the CIPD.
Organisations employ a wide range of appraisal systems. Some are very manager-led where the appraiser writes the documentation and shares it with the appraisee. In others, the appraiser's role is to help the appraisee evaluate their contribution to organisational performance. Whatever your appraisal experience, there will be one constant - the effectiveness of the appraisal discussion determines the effectiveness of the whole appraisal system.
This book shows you how to make appraisals a productive and motivating experience for all levels of performer - and help your own credibility in the process.
Practical advice is given on:
- assessing performance fairly and accurately
- using feedback, including constructive criticism and targeted praise, to improve performance
- handling 'difficult' appraisees
- encouraging and supporting reluctant appraisees
- setting, and gaining commitment to, worthwhile objectives
- avoiding common appraiser problems from inadvertent bias to 'appraisal speak'
- identifying ways to develop appraisees so they add value to the organisation.
About the Author
Terry Gillen is a consultant, trainer and author. He specialises in
personal skills development to make people more effective in their personal
lives. As well as working with clients, he has tutored for Ashridge
Management College, Jersey Business School and the CIPD.
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