Addressing Practical Issues in Performance Appraisal Framework Design and Implementation

Facilitators
Sally Izzard and Fiona Humphrey

Who should attend
This workshop is intended for individuals from either a psychological or non-psychological background who are involved in reviewing or designing appraisal processes. It is relevant as a practical introduction for those who are new to the area, or as a refresher for those who wish to develop their skills further.

Workshop overview
This workshop seeks to address the issue of performance appraisal/review in organisations. It explores this from the broader perspective, in terms of whether an appraisal framework is meeting the needs of an organisation and also looks at the practicalities of implementing appraisal effectively. The day consists of a small proportion of theoretical input, with an emphasis on eliciting views from the group where appropriate. Evidence from multiple sources that could be used to support the appraisal process will then be considered in the format of a casestudy. Participants will get a chance to review this evidence and consider its usefulness. A video of an appraisal discussion will be used to allow delegates to observe best practice or otherwise around this part of the appraisal process. Participants will then work in small groups to highlight and review practical issues in designing/using performance appraisals. Best practice points for designing and implementing appraisal will then be drawn together by the facilitators.

Aims of the workshop

Ultimately this will help participants to ensure that appraisal processes are effective in meeting the needs of both individuals and organisations.

Psychological theory underpinning the workshop
Fletcher (1997, 1998, 2001) has evaluated a number of different areas surrounding appraisals and feedback. This has led to the opinion that appraisals should fit in to a more holistic view of ‘performance management.’ As a result, the appraisal process should draw upon a number of different pieces of evidence. This could include feedback from colleagues/clients and the individual as well as observable behaviours and output. This allows organisations to explore contextual performance (Borman and Motowildlo 1993) and marry personal and organisational goals. There are a number of practical elements that surround the effectiveness of the appraisal systems and the appropriateness of the information gathered. In particular, training for appraisers and use of rating scales are highlighted by Fletcher (1998). Preferred formats for rating scales are discussed more recently (e.g. Tziner and Koppelman, 2002).

Pre/post work required
N/A

Date and venue
25 September 2007, 9.30 - 17.00
The British Psychological Society, 30 Tabernacle Street, London, EC2A 4UE

Facilitator details

Sally has nearly 13 years experience of assessment and development in organisations and has been working as a Chartered Occupational Psychologist for the last 10 years. She has a degree in Psychology, a Masters in Occupational Psychology and is a full member of the Division of Occupational Psychology. Sally has worked on assessment and development interventions in a variety of organisations in both the public and private sectors, and has developed an international perspective by working in several different countries on assessment projects. Sally has experience of designing performance appraisal processes that are used on a large scale. She is the Director of Psyclops Limited, which she set up in 1997.

Fiona has a degree in Psychology and a Masters in Occupational Psychology. She has spent the past two years working for the headhunting firm Moloney Search. She currently heads up the Assessment Practice - creating bespoke assessment solutions and designing and delivering assessment centres for both private and public sectors.

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