The aim To show managers how to understand and address the needs of their staff. About the programme Appraisal interviews offer managers a golden opportunity to identify problems and opportunities, motivate staff and improve performance. But beware! the mishandling of such interviews can create the very opposite effect. Three inept managerial characters show how an appraisal interview should not be conducted: The first never prepares or makes time; the second is too fond of the sound of their own ranting and, the last manager, cannot bring themself to make any criticism for fear of creating bad feeling. Understandably, the poor employee who is subjected to these face-to-face farces becomes increasingly disenchanted, baffled and alienated. How am I doing? uses the analogy of the distraught interviewee's medical checkup to highlight each manager's mistakes - and to illustrate exactly how an appraisal should be handled. The benefits A brand new version of the classic programme on appraisal skills Suitable for any management skills course or workshop Promotes use of appropriate behavioural skills Targeted at managers and team leaders Programme includes: DVD(26 mins) Meeting break video Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To ensure that managers understand how to use praise to make their staff realise that their efforts are appreciated. About the programme At the top of the list of why people think of leaving their jobs is the fact that they feel they aren't appreciated enough. This new programme makes the point that giving praise where it's due is a management tool that's powerful, cheap and easy to use. It can bring amazing results in terms of increasing the quality and quantity of the output of the people who work for them, providing it is correctly applied. A department with a high staff turnover is in danger of losing another member: the individual displayed initiative and commitment in helping a customer, yet their manager could only criticise the unauthorised expense of a taxi fare. The employee's attitude changes with renewed enthusiasm when the manager shows interest and appreciation in a job well done. Among the rules learnt are that it's important to let people know why they are being praised, make sure that the effect isn't ruined by a sting-in-the-tail remark, and to pass on praise from customers or superiors. The benefits Addresses the reasons why managers don't praise Shows the value of adding praise to the corporate culture Makes managers aware that it's important to seek opportunities to praise staff Provides six easily-remembered rules for praising staff correctly Proves that praising is not a natural gift but a learnable skill Programme includes: DVD Showreel tape Meeting break DVD Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To enable managers to employ criticism as a means of preventing the recurrence of mistakes and improving staff performance. About the programme Nobody enjoys being criticised, which is why few managers relish the prospect of criticising their staff - yet it has to be done. Everyone makes mistakes, but no-one can be allowed to go on making the same mistake - and people shouldn't have to wait until an appraisal to discover they have done something wrong. The video is set in the offices of a district council, where an oversight in preparing for a meeting leads to the rejection of a sensitive planning application. The planning officer concerned shrinks from confronting an otherwise efficient assistant until a stern memo from the chief executive forces a rethink. But rather than establishing what had happened and taking action to put it right, the officer makes a series of clumsy attempts to discipline the assistant - including a telling off in front of junior colleagues, failing to agree what had gone wrong and criticising them personally rather than what they had done. Learning how to handle the situation correctly means understanding how the problem arose, and the assistant is able to suggest a means of avoiding such mistakes in the future. The benefits Helps managers understand that criticism is an essential part of a manager's responsibilities Shows why people should only be criticised for what they've done, not what they are Emphasises how criticism done badly can make things worse Lays down seven rules for ensuring that criticism is conducted effectively and without acrimony Programme includes: DVD Showreel tape Meeting break DVD Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To change the way every person in your organisation approaches appraisals. About the programme Every organisation has a different kind of performance review system. Even so, the reaction to reviews is often the same - one of horror. Performance review sets out to encourage individuals to think about reviews in a new way, so they stop dreading them and start seeing them in a more positive light. Performance review comes in two distinct parts - one for the manager and one for the appraisee. Unless both sides know what to expect, and how to get the most from the meeting, it will always fall short of the mark. Both sides have an equally crucial role to play. Help for managers Part one: Every manager's nightmare (length 30 minutes) is aimed specifically at managers. They know the importance of an employee's performance review, but this rarely makes having to do them any less painful. In fact, because they often end up being emotionally charged, they are seen more as 'excruciating' than 'crucial'. To overcome this, and to show that we understand their apprehension, we identify six manager's 'nightmares': Defensive Dennis; Weepy Wendy; Silent Steve; Non-stick Nigel; Bolshy Becky and Bored Betty. We show these classic difficult characters in action and provide simple and effective strategies for getting them on-side. Through these characters we are able to demonstrate key review techniques managers can develop. By making them less confrontational and more productive managers will be able to fearlessly deal with all performance reviews. Help for appraisees Part two: Every appraisee's dream (length 20 minutes) is aimed at staff whose review is coming up shortly. This section really shows the positive side of performance reviews and gives a full and vivid illustration of just how well they can go when they're handled properly by both parties. It gives the appraisee something to aim for during their own review, but is also very useful for managers - showing them what can be achieved from a successful review. We also introduce another new character - Tracy. Like many employees she feels her annual performance review is a complete waste of time. We see her learn the secrets of preparation, based on a new three-part structure to help her thinking process: The past: what's gone well over the last year, and what hasn't The present: any current issues about the job she's doing The future: where she wants to go and what experience or training she will need to get there. The benefits Explores essential interviewing skills Integral part of any management skills programme 2-part programme suitable for all managers and appraisees Engaging and amusing drama to reinforce the messages Memorable characters show different behaviours and techniques Promotes use of appropriate behavioural skills Over 50 minutes of training Programme includes: Video Part 1 (30 mins) Video Part 2 (20 mins) Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To change the way every person in your organisation approaches appraisals. About the programme Every organisation has a different kind of Performance review sets out to encourage individuals to think about reviews in a new way, so they stop dreading them and start seeing them in a more positive light. Performance review comes in two distinct parts - one for the manager and one for the appraisee. Unless both sides know what to expect, and how to get the most from the meeting, it will always fall short of the mark. Both sides have an equally crucial role to play. Help for managers Part one: Every manager's nightmare (length 30 minutes) is aimed specifically at managers. They know the importance of an employee's performance review, but this rarely makes having to do them any less painful. In fact, because they often end up being emotionally charged, they are seen more as 'excruciating' than 'crucial'. To overcome this, and to show that we understand their apprehension, we identify six manager's 'nightmares': Defensive Dennis; Weepy Wendy; Silent Steve; Non-stick Nigel; Bolshy Becky and Bored Betty. We show these classic difficult characters in action and provide simple and effective strategies for getting them on-side. Through these characters we are able to demonstrate key review techniques managers can develop. By making them less confrontational and more productive managers will be able to fearlessly deal with all performance reviews. Help for appraisees Part two: Every appraisee's dream (length 20 minutes) is aimed at staff whose review is coming up shortly. This section really shows the positive side of performance reviews and gives a full and vivid illustration of just how well they can go when they're handled properly by both parties. It gives the appraisee something to aim for during their own review, but is also very useful for managers - showing them what can be achieved from a successful review. We also introduce another new character - Tracy. Like many employees she feels her annual performance review is a complete waste of time. We see her learn the secrets of preparation, based on a new three-part structure to help her thinking process:

Aim To ensure that appraiser and appraisee take equal responsibility for getting the most out of their meeting. About the programme For a manager about to conduct an interview, or a staff member to be interviewed, The appraisal interview video and self-study pack (for appraisees) will ensure both sides understand the objective of an appraisal. It takes a look at the whole appraisal process, and provides a number of valuable behaviour do's and don'ts to follow. In terms of overall behaviour, people should be adequately prepared, should listen and ask questions, and must concentrate on performance and not personality. In terms of performance, they should be specific about successes and failures, agree future objectives and a course of action together, and be constructive and not destructive. Once the interview is complete it is vital to monitor progress throughout the year, follow up any issues that are raised, and use the past to reshape the future - putting what you've learned towards organisational performance and individual development. Features and applications Suitable for a stand-alone appraisal course Targeted at all managers, team leaders and their staff Summary guide reinforces the key learning points Includes self-study pack for appraisees Programme includes: DVD(30 mins) Course guide 8 OHPs Quick guide Appraisee self-study pack (video and notes)

The aim To ensure managers conduct positive appraisals that focus on staff motivation and business effectiveness. About the programme The dreaded appraisal, one of the world's best-selling learning resources, reveals the techniques required for effective appraisal interviewing. The programme is highly watchable and illustrates some typical problems managers and team leaders are likely to face in their interviews. Then it demonstrates how to turn the interview into a positive experience for both employer and employee. It starts by introducing three common interviewee styles that are difficult for managers to deal with - and precisely shows how the interview can be made to work productively. Shy Sharon bottles up her opinions and worries, so that her team leader is unable to find out her true feelings. He then treats the interview as an unworkable chore for both of them. However, when she is asked open questions and is praised on her abilities, she is encouraged to participate more productively. Touchy Tracey easily takes offence and her team leader gets drawn into an unproductive argument about personality, not performance. The interview is turned round when she is asked to analyse her own performance through self-appraisal. Aggressive Alan sees the interview as his chance to appraise the organisation and condemn everyone except himself. His manager becomes exasperated and loses control of the interview, but when Alan is asked to focus on facts and agree to realistic and measurable targets, he looks at his work in a more positive light. Also included with the main title (or available for separate purchase for $50) is The appraisee preparation programme, a short video that will help staff prepare for an appraisal, understand its objectives and so get more from the interview. The benefits Integral part of any management skills programme Suitable for all managers and team leaders Amusing and watchable drama with three learning scenarios Highly memorable, highly effective content Short video also available to enable better staff preparation Programme includes: Video (25 mins) Appraisee tape (3 mins) Meeting break video Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk