Appraisal interviews are the culmination of the ongoing performance appraisal process. The first part of this process begins with modeling an effective performance discussion. Then, when a manager actually knows what he is aiming for, he can use this knowledge to plan and conduct a really worthwhile, efficient performance meeting. Appraisal meetings aren't always easy encounters, even when they are planned. Sometimes, a manager will have to tell an employee that his performance isn't good enough--despite all earlier efforts. This course gives sound practical advice about how to handle the appraisal of someone who is a consistently poor performer. Appraisees aren't always passive recipients of their manager's assessments, so this course prepares managers for the more difficult reactions they will encounter. All this will make the appraisal meeting a practical and successful event. But to make it purposeful, a manager must develop better performance in her employees. This means both creating the best performance opportunities and identifying the steps a manager must take to develop her team members. Too often, training is the sole and unfocused response by many managers to their employees' development needs. This course ends by explaining how training can, in fact, be used effectively and purposefully in development. This course rejects the view held by many managers and employees that appraisal meetings are a bureaucratic and pointless activity. Instead, appraisal meetings can be designed to be both productive and practical.
Supervisors, managers, and human resource managers with responsibility for conducting performance appraisals