(fab image explaining SMART from www.learnmarketing.net)
Performance management reporting, personal development planning, employee evaluation… whatever you call it, we’re in the middle of appraisal season at work right now.
My thoughts have turned to training, and not just because we all need to identify our learning and development priorities for the coming year.
I’m wondering, when it comes to appraisal training, what’s useful and how to train staff to get the most out of this procedure…
Many organisations offer advice and guidance on running a good appraisal system: ACAS’s guidance is recommended by BusinessLink, Bola’s guidance seems useful, everyone has a view. And 360 degree feedback is popular too – that is getting input into the report from your key customers/ stakeholders, and those above, below and alongside you in the management chain.
You can train staff to:
- gather the sort of evidence they need to demonstrate that they have met their objectives;
- write the sort of objectives against which it is easier to measure (SMART ones, ideally);
- assess fairly against criteria and moderate fairly; and
- give and receive feedback.
All of these are important, but in terms of making this potentially stressful time for both managers and staff easier, I want to advocate more and better training on making and receiving feedback.
My manager is a good manager, and worked hard at striking the right tone for our meeting.
Up front, he used information on my performance that would put me at my ease to do so.
He practises what is known as the “sandwich” method of feedback – something positive, then a negative, then something positive to finish.
And as a good trainer I recognise the technique in use (I used to teach it) and respond to it.
Some people dislike this technique, feeling it to be over-constructed, or somehow false.
But as a recipient, I prefer to know that the meeting’s going to end on an upbeat note. It leaves me ready to go out and face the world, or at least write my next year’s development plan and objectives in a constructive frame of mind.
The skill in this technique is not just that of the manager, although the technique that my manager offered of allowing me to suggest ways in which I could address development points in the coming year was a good one.
Receiving positive feedback is fab – everyone likes to be told that they are wonderful and doing the right things. If it can be backed by a fantastic bonus, that’s even better. But highly unlikely in these straightened times. The thing about positive feedback is that working out what to do differently or how to continue to do what your doing well becomes more tricky. You have to remember as the appraisee that the development is still important even if frankly you rock!
But receiving negative feedback with good grace and knowing how to respond to it constructively requires the setting aside of the immediate, natural human response to defend oneself, and really listening… now that’s a skill that I really think is worth training.
To do it thoroughly does, I think, require time.
One of the best techniques I’ve seen is to ask students to give a presentation and then to receive feedback saying nothing but thank you, saving all justification, explanation and defensiveness for a short tutor-invited session at the end.
The point is, it’s about the listening.
But I’m interested – what’s your top tip to encourage better receipt of feedback?
Is the sandwich technique a good one in your view?
Or should appraisal meetings just take place with a plate of sandwiches instead?
