chapter  10
35 Pages

Training, and the implementation and maintenance of appraisal

The role of training in determining the success of an appraisal scheme cannot be overestimated. This is not a new conclusion; Anstey et al. (1976) were able to show that organisations which had longer and more skills-based appraisal training produced more constructive outcomes from appraisal interviews than comparable organisations which had shorter courses that did not incorporate a skills training component. Surveys show that training is (allegedly) off ered to appraisers by nearly 80 per cent of UK organisations ( Industrial Society, 2001 ). Unfortunately, this does not mean either that the training was taken up by all appraisers or that the quality of what is off ered is high. Thus, another survey, this time of line managers rather than of HR representatives, indicated that 30 per cent of them said they had not been trained ( Strebler et al. , 2001 ). Indeed, the picture may be worse than this. In a survey of over 1,000 organisations across 55 countries, Mercer (2013) found that a third of line managers were judged to have only ‘marginal’ skills in handling the performance management dialogue with their staff , and only 5 per cent were assessed as highly skilled in this respect. Another survey ( Charman et al. , 2014 ) of more than 100 UK organisations reported that only 17 per cent of managers had ‘in person’ training (i.e. actually attending for a course).