In previous organisations I have used the Video Arts material, especially ‘The Dreaded Appraisal’.  Using comedy drama, the key skills of active listening, constructive feedback and structured conversations are brought into focus.  In the film, examples of really bad practice are contrasted with good use of these people management skills.

So often the appraisal process is treated as a chore to keep the HR Department happy (or at least off our backs) – a form filling exercise that at best achieves very little and at worst creates animosity between manager and staff that prevails for the rest of the year.  How can it add real value to the organisation and to people’s working lives?

The first step is to prepare for the appraisal interview.  Ensure the time is adequate (I reckon on two hours) and in diaries in plenty of time.  Both appraiser and appraisee need to make time to review the past with as much if not more emphasis on what went well as what went badly.  Rather than a mutual rebuking session, an appraisal interview needs to include praise and celebration.  That is not to disregard problems and mistakes – on either side – but rather to keep them in context and hopefully learn from them.  A more recent Video Arts production ‘How am I doing?’ compares the appraisal process to a doctor’s consultation and review of case history.

Secondly, managers need to use their skills of active listening, using a variety of types of questions – more open and probing than closed.  A listening environment requires uninterrupted space and time without distractions of mobile phones, etc.   The appraisee is more likely to self-appraise and come up with their own solutions to issues if given the opportunity and time to think.

Thirdly, having reviewed the past, the appraisal interview is the appropriate time to plan for the future.  This is best considered from the twin angles of work plans and personal development plans.  A wide variety of possible learning and development interventions need to be discussed, rather than assume formal training courses are always the answer.  SMART objectives which are specific, measurable, agreed, realistic and with time-lines are much better than vague aims or targets which may or may not be met.

The best people managers use appraisal interviews not just to assess their team members’ performance but also their own performance as team leaders.  Not so much ‘how are they doing?’ as ‘how are we doing (together)?’

So much of our work life and possibly our home life as well is about dealing with weaknesses.  The appraisal as an opportunity to point out someone’s short-falling or be given (yet again) the personal development plan to work on that weakness.

We tend to have a wide vocabulary relating to weakness – ‘could do better’, ‘room for improvement’, ‘rise to the challenge’, ‘opportunities for development’, etc.  But how big is our strengths vocabulary?  Can you readily define a strength?  How many strengths do you have?  How many do you regularly use in your work situation?

The Centre for Applied Positive Psychology or CAPP is headed up by Alex Linley.  In his book ‘Average to A+’, Linley defines a strength as follows:

A strength is a pre-existing capacity for a particular way of behaving, thinking or feeling that is authentic and energising to the user, and enables optimal functioning, development and performance.

So it’s something that is already there within our psyche, even if latent and/or underdeveloped.  It may be something we have inherited or developed very early in life.  We are predisposed to using that strength.  When we use a strength, it feels ‘real’ – that we are being true to ourselves rather than acting or showing learned behaviour.

Using our strengths is energising in that we have more vitality, less burnout and swifter recovery.  It recharges rather than exhausts us.  When we use our strengths, we perform and function better.  We tend to feel more in the flow, we learn and develop faster and we are most likely to excel – rather than be average. To be A+ or A star rather than C.

Linley points out that we need to realise our strengths in two ways: to identify those we have, to recognise and appreciate them; and to make use of them, to realise their potential.

CAPP is developing strengths-based interviewing to help organisations identify individuals whose strengths match the requirements of the role. So often organisations focus on the gap analysis – what is missing in the applicant and how it can be bridged.  Just asking interviewees:

• “when are you at your best?”
• “what can I count on you for the most?”
• “what are the things that most energise you?”

will quickly begin to identify strengths.  That is not saying ignore weaknesses.  But a focus on strengths makes many weaknesses irrelevant.  It gets away from the ‘curse of mediocrity’ where we can all do everything or be anything we want to be…

Strength spotting is a fun exercise, especially for anyone who wants people to flourish in the workplace.  Alex Linley’s book is available through the 3D HR Book Store or from CAPP.