Business Management Training
Managing Performance: The Performance Appraisal Process
In Managing Performance: The Performance Appraisal Process, you will learn how to appraise an employee's performance, how to conduct an appraisal discussion, and how to document your appraisal. You will also
learn how to communicate to your employees about performance problems and how to make performance improvements.
Business Management Training Program teaches you to:
- Incorporate self-evaluations into the appraisal process by meeting with an employee.
- Gather feedback about an employee's performance.
- Lead an appraisal discussion, given a nine-step process.
- During an appraisal discussion, follow the guidelines for active listening.
- Given a eight-step process, help an employee solve a performance problem.
Content Emphasis: Skills-Based
Audience: Managers and supervisors who want to learn how to apply the performance appraisal process in order to help their employees improve their performance.
Total Learning Time: 2 - 4 Hour(s)
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Product
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CODE
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Price
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Order
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Managing Performance: The Performance Appraisal Process CD-ROM
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ng41052
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$110
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Course Contents
Unit 1: Appraising an Employee's Performance
Duration: 1 - 1.5 Hour(s)
- Identify the steps of the performance appraisal process.
- Identify documents you should review before appraising an employee's performance.
- Identify steps for discussing the self-evaluation with an employee.
- Incorporate self-evaluations into the appraisal process by meeting with an employee.
- Gather feedback about an employee's performance.
- Recognize the guidelines for gathering feedback about an employee's performance.
- Simulation Overview: In this simulation, you will meet with Patty Chen, a Customer Service Representative, to review the self-evaluation portion of the
performance appraisal process. As Patty's supervisor, you will need to emphasize the importance of the self-evaluation and give Patty clear instructions on how to
complete this aspect of the appraisal process. Next, you will meet with Susie Darnell, a co-worker of Patty's, to obtain feedback on Patty's performance. It will
be important to avoid influencing Susie's evaluation of Patty.
Unit 2: Conducting an Appraisal Discussion
Duration: 0.5 - 1.5 Hour(s)
- Recognize actions you should take to prepare for an appraisal discussion.
- Identify steps for preparing your employees for appraisal discussions.
- Recognize the guidelines for leading an appraisal discussion.
- Identify the steps of leading an appraisal discussion.
- Given a nine-step process, lead an appraisal discussion.
- During an appraisal discussion, follow the guidelines for active listening.
- Simulation Overview: In this simulation, you will meet with Patty Chen to discuss her performance appraisal for the year. Patty was very successful during the
training portion of her position, and she has excellent product knowledge. However, she has failed to achieve the required number of daily customer phone calls, as
evidenced by the monthly service call quota.
Unit 3: Making Performance Improvements
Duration: 0.5 - 1 Hour(s)
- Recognize the steps for solving a performance problem.
- Given an eight-step process, help an employee solve a performance problem.
- Avoid common pitfalls when searching for the cause of a performance problem.
- Recognize methods of communication that can help solve a performance problem.
- Apply methods of communication to help solve a performance problem.
- Simulation Overview: In this simulation, you will meet with Nathan Iverson, one of Icon's Customer Service Representatives. You will meet with him to conduct a
follow-up meeting to his annual appraisal in which you discovered a performance problem. For the most part, customers appreciate Nathan's direct, no-nonsense
approach to customer service. However, Nathan can become curt when he doesn't feel in control of a situation, and he has had problems dealing with a few upset
customers. As Nathan's supervisor, you need to help him solve his performance problem by applying appropriate methods of communication and avoiding common
pitfalls when searching for the cause of his problem.
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