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“Performance appraisal has become more than a management tool. It has grown into a cultural, almost symbolical symbol of the parental, boss-subordinate relationship that is characteristic of patriarchal organisations. Appraisals are undertaken in good faith, but there is no escape from their basic nature.
Their nature is that the boss takes responsibility for the development of the subordinate and exercises that responsibility through a discussion of strengths and weaknesses. This is the exercise of sovereignty, regardless of how lovingly it is done.
It makes no sense to talk about team and partnership orientated cultures, which the marketplace is now demanding, and still hold onto this artifact called performance appraisal.”
Peter Block in his Foreword to Abolishing Performance Appraisals by Tom Coens and Mary Jenkins
If performance appraisals are outdated and ineffective, what is the alternative?
The Centre for Leadership & Coaching has developed a series of 1-to-2-hour workshops blended with practical coaching to empower managers with the knowledge and skills to:
- Demonstrate understanding of the principles of effective performance management including the concepts of Talent Management, Benchmarking, Performance Standards and Standard Operating Procedures (SOPs);
- Draft and agree job/role profiles aligned to the Mission and Strategy with direct reports;
- Negotiate challenging performance standards and SMART goals and targets for both individuals and teams;
- Assess employee performance regularly, objectively and fairly, both on an informal basis as learning opportunities arise, and for formal performance reviews;
- Conduct both informal and formal performance reviews, providing candid, constructive feedback to individuals and teams;
- Create a culture where team members accept accountability and hold each other accountable for results;
- Coach employees to think through and address the everyday challenges they face in the modern workplace. This is known as Socratic questioning and is aimed at empowering people and avoiding upward delegation;
- Establish or utilise systems for monitoring performance
Key subjects are covered via individual reading and practical assignments backed by a series of short 1 to 2-hour workshops, group discussions, individual and team coaching.
HOW IT WORKS
A service level agreement is entered into by the Centre’s appointed coach/facilitator, the manager to be coached and the employer for an agreed coaching period.
A blended training/coaching programme will be agreed, based on each manager’s needs.
During the coaching intervention, the manager being coached will have access to the following:
- Workshops. These will consist of a series of structured 1 to 2-hour on-line or face-to-face workshops to be arranged at suitable times;
- Training material. User-friendly reading material, formative assessments and self-assessments will be made available;
- Group discussions. To ensure understanding, group discussions on material covered will be arranged at suitable intervals;
- Coaching sessions. To further aid learning to unlock potential to maximize performance, at least two 1-hour individual or team coaching sessions per week from a COMENSA credentialed coach who is also a subject matter expert will be made available;
- Workplace assignments. The manager will be required to undertake workplace assignments aimed at both their own personal development, as well as bringing about positive changes in the workplace;
- Telephone support. Have telephone access to a coach in order to discuss problems and issues which may arise in the course of their personal development and work;
- Policy templates. Have access to templates of policies and procedures as well as working documents such as Self-Development Plans, coaching contracts various forms, etc.
FEEDBACK
Regular meetings will be arranged during the period between the coach/facilitator, managers and the senior managers to whom they report (and HR representative if desired) to discuss:
- The manager’s progress.
- Performance related issues that may arise.
- Learning priorities – the schedule is flexible and may be adapted to suit the employer’s priorities and the current knowledge and skills of managers.
- Workplace Assignments in relation to the manager’s job requirements so they are not overloaded.
- Performance barriers and issues in the workplace that need to be addressed.
FLEXIBILITY
If clients have already done aspects of performance management training, they will be free to choose what material they want covered in the Intervention. We are also able to conduct the training and coaching on-line or in a training venue.