Performance Appraisal; opportunity to secure free Line Manager appraisal training session

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We are still collecting data through our brief Performance Appraisal survey and are keen to keep this open a little longer as the results so far are proving very interesting.

To participate, just click on the link below:

We will send a copy of the results to anyone who participates and would like to receive them.

Participants will also have the opportunity to secure a free Line Manager training session on any one of the following topics:

  • Seting SMART objectives conversations
  • Coaching conversations
  • Feedback conversations
  • Appraisal conversations
  • 360 degree feedback debrief conversations

These are all part of our new suite of 'Meaningful Conversations' training programmes designed to bridge the skills and confidence gap for Line Managers who wish to have more effective conversations with their team.

To participate, just click on the link below:




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360 Degree Feedback – Webinar recording now available

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For those who may have missed our recent webinar, "Successfully Implementing 360 Degree Feedback", this is now available for download via the link below:

The webinar focuses on four key elements of 360 degree feedback implementation, namely:

  • Design of the competency frameworks, questionnaire, and rating scale
  • Understanding the different type of 360 reports; what works when
  • How to build the case for 360; getting senior level 'buy-in'
  • How to share the feedback report in the one-to-one debrief session

In addition, we demonstrate an online 360 degree feedback system to show how easily recipients, respondents and administrators can engage in the process if correctly designed. 

Hope you enjoy it and welcome any feedback or questions you may have. 


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Airforce utilise 360 degree feedback; it’s not about the grade…

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A brief post to highlight this article in the Airforce Times which describes the decision of the Airforce to introduce 360 degree feedback into the performance management of personnel.

What stood out were the comments by the primary sponsor of the new initiative, who emphasised that this was to:

"improve interactions between airmen and supervisors and not just provide a “grade” on which airmen can be judged.

The main goal is not to simply complete a form or ‘grade’ an airman on their own assessment, but to develop the airman and provide the ingredients for a successful Air Force career,” 


Nicely put; it brought to mind the Lance Armstrong book entitled 'It's not about the bike', and acted as a reminder of remaining focused on what 360 degree feedback should really be about.


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Free PDF Report by Roffey Park Institute – Underperformance reaches a record high

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We are delighted to have Dilip Boury, Researcher at Roffey Park Institute, provide us a very interesting post  highlighting some key points regarding performance management within organisations which have emerged from their annual 'Management Agenda' survey.

The Management Agenda 2012 survey is available as a free download via a link at the end of this post.

Roffey Park's annual Management Agenda survey 2012 finds that since the downturn, the proportion of managers reporting that their organisations are failing to tackle underperformance has increased to its highest level. What's more, organisations are failing not only to address underperformance but also to encourage and support good performance.


Failure to tackle underperformance is not only a critical issue for organisations in terms of lost productivity but also because it risks undermining the goodwill of high performing staff. However, this year nearly half of managers (46%) reported that underperformance is not tackled at all well in their organisation. This proportion has increased year on year since we began asking this question in 2007. It appears that as the economic conditions have deteriorated, organisations have put underperformance under the spotlight.


To understand why organisations were failing to address underperformance we asked managers to rate their performance management. About half reported their organisations were poor or very poor at dealing with underperformance whether through treating it as a development opportunity, confronting it or through providing performance coaching. Moreover, few organisations are adept at encouraging good performance, for example through incentivising going the extra mile and rewarding good performance.


Organisations seem best at performance process issues such as conducting scheduled performance appraisals, making it clear to people what they are expected to deliver and involving people in setting stretching but achievable goals, but even in these areas one-fifth of organisations are poor or very poor and the majority are simply ‘adequate’. It seems organisations are going through the motions of performance management but are failing to get to grips with the difficult issues. 


Now in its 15th year, Roffey Park's Management Agenda is the definitive survey that helps organisations understand what to expect in the year ahead.

To download a free copy, just click on the link below:


The Management Agenda 2012 Survey 


About the author:


Dilip has been working in applied organisational research and since joining Roffey Park in 2007. He has authored published reports for Roffey Park’s 12th and 13th Management Agenda surveys and an in-depth study into what enables truly effective HR Business Partnering. Dilip also conducts bespoke research for a range of clients, including the Home Office and Agencies, the Ministry of Defence, Eversheds, the National Police Improvement Agency, NHS Yorkshire and Humber and Gas Strategies, Plan International and many others. He holds an MSc in Occupational Psychology, a PG Dip in Psychology and a BA in Applied Social Science

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Performance Management – What does poor management cost us?

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A recent article in eGov monitor highlighting the results of a research project by the Chartered Managment Institute (CMI) and Penna, pointed to a key finding which was how organisational performance is linked to management capabilities.

No surprises there one might ponder; however, it is the strength of the link that may give pause for thought – of those organisations recognised as high performing, the percentage of respondents who deemed their line manager to be effective (80%) was double that as seen in low performing performing organisations (39%).

The report goes on to outline the associated costs attributed to poor management and draws out a series of actions which 'UK PLC' might adopt to push Management & Leadership Development (MLD) further up the agenda within businesses.

It is still sobering for us to see so many companies failing to properly invest in their line management population; perhaps the first step to seriously tackling such an issue is to take the role of Line Manager seriously in the first place.

Significant change always comes through a shift in mindset and the idea that people can just step into the role of Line Manager without considerable investment in skills development is ludicrous and ultimately costly.






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360 Degree Feedback – Anyway, that’s enough about me….what do you think of me?

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A common question we are asked when working with clients implementing 360 degree feedback relates to how frequently they should run the process.

Many times, and for the majority of our clients, the process becomes an annual event; sometimes integrated with the performance appraisal process which by default runs every year.

Some organisations though question the need to conduct 360 feedback every 12 months; the more senior individuals will often argue that they just don't need to solicit such feedback so frequently and suggest perhaps 24 month cycles as an alternative.

On the face of it, and certainly after having run the process for a number of years, this can seem sensible and attractive; the same themes can often emerge for individuals and they start to value the process less and less.

However, I think this misses a fundamental point of 360 degree feedback and that is that it isn't just about the recipient and their desire (or lack of it) to receive feedback; rather it is an opportunity for the people around them to give feedback in a structured way, mostly anonymously, and disclose their experiences of that individual over the past year.

Whatever we might argue in saying that people should openly give feedback all year round, it shouldn't be restricted to the 360, etc, the fact is that organisations are, on the whole, 'feedback poor' and these things don't always happen as we would like.

360 degree feedback provides a useful “checking in” for recipients; an opportunity to pause for thought, once a year, and reflect on what is going well particularly with the people around them, and what they should be mindful of as part their development going forward.


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