by: Metty - 06-10-08 21:28
I need to do appraisals with the staff in my nursery, but hate the system we currently use, so dread doing them. Does any one have any ideas of things to ask in appraisals to get the most feedback from staff, or does any one have a format they use that works well. your help would be much appreciated.
by: magzee
Hi Metty,
I would suggest you give the staff a self appraisal form a week or so before their appraisal. This gives them time to fill in what they think about their performance and any problems they are having etc and gives you a starting point for the discuaaion. It is important to remember that appraisals are a useful tool for moving froward and not for tackling any disciplinary issues. This is a seperate matter. Appraisals are for the benefit of the employer and employee and both parties can learn from them. Make your staff aware of the timescale of the appraisal e.g 1 hour it is easy to overrun.
by: perky
I am currently rehaluing our policy on this as I recently attended an ILM Management course, which gave me some good ideas. Unlike the previous person, I don;t think that you can set a time limit on these appraisals. It is important that your staff feel as though you are actually interested in what they think and feel about their role in your setting. Also we used to do yearly appraisals, but had nothing in between, so I am now in the process of working out how to have monthly meetings with each employee to discuss how they are doing more regulalry. Otherwwise you may find that by the time the year comes round again, you may have forgotton something that they did that was wonderful/rubbish 11 months ago. Giving a self appraisal form is good, I also do one for each staff member, which then goves us an opportunity to discuss our thoughts and make sure we are both 'singing from the same hymm sheet' !
hope that helps
mari
by: Metty
Thanks for that. i'd be interested to know what you both include on your appraisal form to get the best information from staff.
Good luck with your monthly meetings I'm having trouble figuring out how to do them once a year!
by: Sarah Murphy
Hello All
I have not long taken over as manager in my nursery, im having to do my first appraisal's but I need to make a new formatt for make to work with, does anybody have any ideas on how my formatt should look like and consist off. Your help will be appreciated.
Sar
by: Lolo
I haven't done an appraisal yet, but I do monthly supervisions. I use a form that I have inherited, which is OK. I also draw up SMART (S = Specific, M = Measurable, A = Achievable, R = Realistic, T = Time bound) targets with the staff so that things that they want to achieve, or that I highlight as a need, get recorded.
by: denise 85
Hi Lolo,
Do you please have a sample form you could send me on your monthly supervisons. Would really appreciate that.
Thank you
by: Haysworld
Hi we use SMART targets also find them very useful.
I also think a yearly apprasial just simply isn't enough. We have yearly apprasials then supervisions every 6-8 weeks, I link these to any observations I have done in the rooms so its offical feedback, and to any training they have done, how they are introducing it into the nursery.
My staff have commented on how helpful they themselves find this. They feel more value in regular meetings rather than 1 appraisal yearly which they know is only happening because it's got to not because its a useful time for both yourself and them.
by: Smallfry
At my previous employment the owner/manager did not carry out appraisals..hence the huge staff turnover..well businesses are all about the money lol x
by: Maureen Askew
· Lead by example. If you only pay lip service to this process, your team will follow your lead and the appraisal process will suffer down the line. This presents problems such as employees not being motivated to reach their targets or to develop their skills to further the organisation. · Try to incorporate objectives which are both task and behaviour orientated. · Don't view this as an HR process (or even barrier!) This is a tool to enable your organisational objectives to be met via your people. · The appraisal is a unique opportunity to have a detailed discussion about the individual: how he/she is doing, where he/she is going, what support and development is needed to enable him/her to be even better at the job. Where it is difficult to hold uninterrupted conversations on site or to maintain confidentiality it may be a good idea to hold the discussion off site. · Listen! Use open questions to clarify the feedback, use probing questions where you think there may be an underlying issue to get to the bottom of and watch out for body language that can give you other signals (such as defensiveness). · Show that you own the feedback you are giving: "I feel....." "I think....." rather than "they have asked me to tell you this but I don't really agree with it". If you don't agree, then don't discuss it, unless you are able to support the feedback objectively. · Preparation is important - you will only get out what you put in! · Do not 'store up' feedback for the appraisal discussion - there should be no surprises! The appraisal is the opportunity to summarise behaviours that you have addressed throughout the year. However, as each issue arises, you should take the earliest opportunity to discuss and address it. · Don't forget that appraisals are NOT about filling in a form. They ARE about having a detailed discussion about the individual, which is followed up with actions for development to improve his/her performance at work. That said, it is important to have a written record of the discussion documenting any shortfalls in performance, as further action cannot easily be taken if not recorded. On a more positive note, reward significant achievements! · The first review is always the most difficult, as there is no starting point, so get this done within three months of the employee taking up the job, using the objectives and development plan that you set at induction and observations made during the employment so far. Ratings must link directly with behaviours observed and advised. You cannot take action on performance - outstanding or problematic - without well-documented appraisal discussions and rating summerised from Business HR