Dreaded appraisal, The

The aim
To ensure managers conduct positive appraisals that focus on staff motivation and business effectiveness.


About the programme
Thisbest-selling learning resource illustrates the techniques required for effective appraisal interviewing. It starts by introducing three common interviewee styles that are difficult for managers to deal with.
Shy Sharon bottles up her opinions and worries, so that her team leader is unable to find out her true feelings, turning the interview into a chore. Touchy Tracey easily takes offence and her team leader gets drawn into an unproductive argument about personality, not performance. Aggressive Alan sees the interview as his chance to appraise the organisation and condemn everyone except himself. His manager becomes exasperated and loses control of the interview...
Suitable for all managers and team leaders, this memorable programme demonstrates key strategies to turn every difficult interview into a positive, productive experience for both employer and employee. The highly memorable, highly effective content makes this an integral part of any management skills programme.
Also included isThe appraisee preparation programme, which will help staff prepare for an appraisal, understand its objectives and so get more from the interview.


The key outcomes
-Learn the techniques required for effective and productive appraisal interviewing, regardless of the appraisee's approach
-Become skilled in handling difficult interviewees
-Understand how best to prepare for an appraisal and approach it with positivity and enthusiasm


Programme includes:
DVD (25 mins)
Appraisee programme (3 mins)
Course leader's guide
Delegate worksheets on disc
Powerpoint slides/OHPs on disc
Self-study workbook on disc


Information:
A Video Arts production featuring Bryan Murray, Dawn French, Robert Lindsay, Hilary Crowson and Tilly Vosburgh. Release: 1990

Learning-chapters

• Antony Jay's introduction
• Not getting people to open up
• Why it went wrong
• Getting people to open up
• Not facing up to the problem
• Why it went wrong
• Facing up to the problem
• Not agreeing a plan for the future
• Work to a structure
• Focus on facts
• Agree measurable targets
• Summary