The dreaded 'staff appraisal' is feared by workers worldwide. It goes by numerous distinct aliases - performance appraisal; employee appraisal; performance assessment; development discussion, ultimately they all mean the exact same factor - you're about to have all of your worst qualities and characteristics pointed out, written down and rated on some sort of scoring program which will then be stored in a confidential file and locked in a metal bullet-proof filing cabinet somewhere. By no means to be seen once more, that's until your subsequent appraisal - and who knows when which will be? A survey conducted by Investors for Individuals of 2,900 individuals showed that 29% of men and women felt that the experience was a waste of their time, and 44% believed that their appraiser had been dishonest. However, the survey also showed that annual reviews of staff performance were now commonplace in big organisations. So why do employers continue to make use of this technique of assessment? Interestingly, 41% of workers voted that an appraisal was a useful physical exercise. From these figures it becomes obvious that the overall concept of an appraisal was encouraged by workers, nonetheless a widespread complaint was that they were too infrequent and far in between - meaning that workers never became accustomed to them and creating them a far larger deal than we really feel they really should be. Based on Tony Buzan and Chris Griffiths in their book 'Mind Maps for Business', wonderful leaders really should motivate and encourage staff and make them feel valued and component of a team so that you can maximise motivation and encourage productivity. Regular reviews on individual staff performance are obviously very crucial for managers and supervisors and when it comes to HR, but in today's fast paced enterprise planet 'performance reviews' are frequently pushed to the bottom of the list of priorities. Consequently the irregularity of conduct ultimately defeats the original point, as staff cannot grasp accurate insight as to how their employer perceives them. What are we doing wrong? "The dilemma with terms like appraisal, 360° feedback or balanced scorecard is their negative bias", says Tony Buzan. He argues that these modes of performance assessment give out the message that the employer is saying 'This is what I think of you', and that any feedback from the employee will either not be received or not appreciated. This one-way method can usually really feel like a bombardment of criticism on the employee's component and is ultimately detrimental to their self-esteem and self-worth, which is naturally extremely harmful in an office environment. It can frequently really feel rather pointless from the employee's perspective too, as they typically obtain extremely little constructive criticism that they can work with and improve upon. So how is it achievable to 'assess' individual workers performances in a a lot more encouraging and positive way? The easy answer - Performance Coaching We strongly believe that to be able to motivate our staff and to encourage their creative abilities, we need to quit using tired old approaches and to utilize a brand new strategy which gets employees completely engaged in what they should accomplish to reach their personal objectives, and ultimately the organisation's strategic goals. Performance Coaching is really a collaborative procedure in between a coach (typically a manager or supervisor) and an individual employee in which we talk about the individual's performance and set new objectives as a way to unlock their possible. The Performance Coaching can be a method to enhance the individual's performance and studying abilities - notice that we refer to Performance Coaching as a 'process', as it truly is far more than a standardised routine, Performance Coaching sessions are usually varying and creating. The number 1 rule of Performance Coaching is 'self-directed' studying, which is the concept of 'teaching individuals the best way to learn'. The coach enables the individual to uncover whatever self-knowledge they must move forward by supporting, listening and directing their focus toward the future. In essence, the coach plays the role of facilitator of alter but the individual is then responsible for enacting the alter. On this basis, Performance Coaching is totally led the individual - it really is crucial to begin the meeting using the individual stating what they would like to attain in a particular session or briefly self-evaluating themselves in the beginning of the session. The direction of the session is set by the individual and both parties expand on this. If this does not occur, it is quite simple for the individual to be led by the manager - which defeats the point of Performance Coaching as that would take you down the 'staff appraisal' route. And nobody desires that. We at the office of ThinkBuzan conduct typical Performance Coaching sessions with our teams, which is really a mutually collaborative process in between a coach (generally a manager or a supervisor) and an individual, in which each the coach along with the individual create a colour coded Mind Map depicting what they really feel they're doing appropriate (GREENS), anything that they feel they are not performing or aren't doing appropriately (REDS), after which finally their development requirements (ORANGE). 'ORANGE's ultimately act as a sort of purgatory, where previous 'REDS' rest temporarily and hope to turn out to be 'GREEN's. Prior to the Performance Coaching session, each the coach as well as the individual create a Mind Map outlining their abilities, employing a standard template like the one shown on the left to highlight any difficulty places, and any locations which might want improvement along with locations in which the employee is doing properly or excelling. The idea is that the employer is able to highlight all aspects of the individual's performance not simply negative places. The reason that staff appraisals are despised by all is that, quite frankly, nobody likes to be analysed and scored on their performance. There seems to be no obvious outcome of such a session that might be interpreted as advantageous to the individual. The beauty of Performance Coaching lies within the Mind Maps - having the physical Mind Map print-off as a visual aid as well as a prop enables each the individual and also the coach to depersonalise the procedure and removes several of the awkwardness of the situation. By armouring the individual with their very own Mind Map, they're most likely to feel much less vulnerable and less like they've to expose their inner feelings, and a lot more likely to feel like the procedure is standardised and they're just reading from a sheet. Now down to the Mind Maps. It really is essential that the both Mind Maps are produced separately and are not seen by the other party until the session. This is because you want the individual to create an honest account of how they feel they have performed since their last session, if the individual sees the coach's map, they'll naturally adapt their Map to suit the requirements of the coach's. The individual's Mind Map It is usual for the individual's Mind Map to have numerous much more 'RED's than 'GREEN's, this is normal, as they do not desire to portray themselves as arrogant or over-confident. The necessity of the green balances the negatives, to ensure that the map isn't too self-depreciative and it also acknowledges the individual to accept and talk about their positive qualities and achievements, encouraging self-growth and confidence. Ideally, the maps could be quite comparable, nevertheless if you will find any significant differences in between the Mind Maps, this creates an chance for the individual and their coach to talk about and communicate why they feel differently. The two way conversation also creates a much more relaxed environment in which each the coach as well as the individual feel relaxed sufficient to talk freely. The Coach's Mind Map The coach's Mind Map can typically surprise the individual; the manager might contain 'GREEN's which the employee may not have. This might be down to modesty or perhaps the individual was unaware. For instance the green branch might list positive qualities such as punctuality and professionalism, along with character traits including trust and honesty. As the coach, you are responsible for developing the individual's self -esteem, so be sure to incorporate a wholesome dose of the honest qualities which you appreciate within the individual. When the coach and also the individual have discussed their Mind Maps and talked through any problems raised, the session concludes as well as the coach then creates a basic Mind Map combining the agreed content from both their maps. Tony Buzan and Chris Griffiths clarify how from this scenario the coach and also the individual keep the green branches green and turn the red branches into amber. "Joint Mind Maps result in consensus rather than confrontation", and they prevent negative scoring systems or 'tick box' regimes which are self-limiting and counterproductive. For that reason, it's important not to dwell an excessive amount of on the errors that they might have produced, let them know that you encourage risk-taking, but they're responsible for the consequences and it truly is their responsibility to understand from them.