Performance Management - Blog 13

Performance appraisals or performance and development reviews from a critical operational component of performance management systems are increasingly common in firms of all sizes. (Wilton, 2011)

Key elements of the performance appraisal (CIPD), 2008):

• ·        Measurement – assessing performance against targets and objectives
• ·         Feedback – providing information to the individual on their performance and progress
• ·         Positive reinforcements – emphasising what has been done well and making only constructive criticism about what might be improved.
• ·         Exchange of views – a frank exchange of views about what has happened, how appraisals can improve their performance, the support they need from their managers to achieve this and their aspirations for their future career.
• ·         Agreement – jointly coming to an understanding by all parties about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion.

Many appraisals are short informal chats, but an increasingly more common form of appraisal practically for more senior managerial positions, is the 360 degree or mulit-rater appraisal which seeks to provide more rounded assessment of individual performance by collecting performance “data” from a sources. (360DegreeAppraisal, 2010)

Another way of supporting an appraisal is by using a self-assessment within the appraisal. This means that the individual gets the opportunity to critically review their own performance, and so have an idea of what matters they wish to discuss in the follow up. A self-assessment is also more likely to facilitate a two-way dialogue and encourage employees to take responsibility for their performance- the more aware an employee is of their goal and targets and their progress the more encouraged they are likely to feel to improve. (Mulins, 2002)

When you attend university, there are many expectations you have as to how your life will change. Moving out of home, going to a new place, meeting new people and having a different work load. A personal tutor is assigned to each student when they first go to university, and it is this personal tutor to is there to perform the university’s equivalent to an appraisal.

This appraisal happens annually, but can happen more if you require discussing a specific matter. The tutor looks at things such as attendance, assignment grades, and personal development of character. This gives both participants opportunity to express their views. The tutor can express any concerns they have with the student’s development within their university experience, such as not interacting with fellow students or not attending the lectures, this also however gives an opportunity to praise, if an individual is doing very well, and participating and developing well. This praise will help to ensure that they keep up there good work.

As within the work place, an appraisal is a two way process for which allows the employee or student to express their views as well, they can discuss whether they are enjoying or struggling with the work load or if they have any issues that they require extra assistance with; and in some ways say what they like about their lecture/tutor/manager, and then this creates a two way system of improvement for both sides.

There are many skills that are required to become a good mentor.

Experience is essential, it does not have to be specifically related, but connected in some way, this allows the knowledge of one individual to be able to be passed down onto their mentee, and as a result increase the bond between them; allowing the same mistakes and same successes to be experienced to continue throughout their professional relationship.

Time, is also another essential to building a good relationship between mentor and mentee. The physical process of an appraisal or a chat could take minutes or hours, but it’s the work in-between these meetings that make the effort worthwhile. If after a topic has been discussed both people go away and don’t follow any steps and forget the advice not following instructions, it means that it has been a complete waste of time. You get back out what you put in.

Ambition, is required from both the mentor and mentee. An ambition for moving forward and increasing efficiency of both their job roles. Being a good listener, understanding, vocal, cheerful, and being optimistic are all other character traits which are needed to be a mentor.

My main mentors and insperation have been my parents.

the day your born your parents look after your every need, and help you develop into the person you are. From manners to time keeping, to being able to have a conversation. They encourage you to do well in things, and help you out with tasks such as homework to teaching you the value of money...

They help inspire your skills by taking you to for fill hobbies such as swimming or dancing; and they are there to discipline you and guide you down a better path if you are doing something wrong.

Over all I think it is clear that in every stage of your life, from birth, through education to your work life you have a mentor who will continually evaluate your performance in order for you and them to be able to develop as a person. But it takes time, understanding and commitment to build a healthy worthwhile relationship between the two individuals.

Bibliography

360DegreeAppraisal (2010) £60 degree appraisal:how it can turn around employee performance [online]. 360 degree appraisal. Available from: http://www.360degreeappraisal.net/ [Accessed: 20th Apr 2012].

CIPD), C.I.o.P.D.(. (2008) Anual recruitment , retention and turnover survey. Survey. London: CIPD CIPD.

Handy, C. (1995) Gods of Management. The Changing work of organisaitons ed. Oxford : Oxford university Press.

Mulins, L.J. (2002) Management and Organisational Behaviour. Sixth Edition ed. Essex: Financial Times Pitman Publishing Imprint.

Mullins, L.J. (2007) Management and organisational behaviour. 9th ed. Harlow: Prentice Hall FT.

Torrington, D., Hall, L., Taylor, S. and Atkinson, C. (2011) Human Resource Mangement. 8th ed. Harlow: Pearsons Education Limited.

Wilton, N. (2011) an introduction to human resource managment. 1st ed. London: SAGE publications.