Helen Giles, Managing Director
Any appraisal system worth its salt will focus the appraisal discussion on the following areas:
· To what extent has the appraisee demonstrated the core competency requirements of the role? This section should include feedback from key stakeholders in relation to competencies around managing relationships and communications.
· Have they achieved their performance objectives and standards?
· What are their future performance expectations?
· What are their aspirations for the next steps in their career?
· What are the key learning needs to be met if they are to be able to meet future competency expectations, achieve future performance objectives and standards and progress their career aspirations?
· How and when will learning needs be met? This part is the ‘Personal Development Plan’.
Very importantly, the appraisal should be followed up on throughout the year in regular structured one-to-one sessions. How is the employee progressing against their performance objectives and personal development plan? What have they achieved since the last session. How are they feeling about their work, and is there any additional coaching or support that they might need at any given time?
But most importantly of all, the line manager must develop the skills to give constructive feedback honestly and sensitively, and demonstrate genuine passion for supporting the employee’s achievement and growth.
The manager who doesn’t get round to preparing for the appraisal, can’t be bothered to collect the evidence and cancels supervisions in the light of other ‘priorities’ gives the message that they can’t be bothered to empower their staff. The ‘laissez faire’ manager is every bit as bad as the dictatorial command and control person. And their teams invariably operate at suboptimal performance levels.