How to conduct a performance appraisal
- 1 Schedule regular appraisals for each employee at least once a year, but ideally quarterly.
- 2 Ask the employee to prepare for the review by completing a self-assessment covering performance, skills, attitude and any problems.
- 3 Prepare yourself by reviewing the employee's self-assessment, your notes on the previous appraisal and the employee's performance since then.
- 4 If appropriate, obtain feedback on the employee from subordinates, colleagues, superiors and customers (known as 360-degree feedback).
- 5 Identify your main concerns and what you want the appraisal to achieve; think about potential work and training opportunities for the employee.
- 6 Start the appraisal meeting by explaining its purpose and agenda; try to put the employee at ease and set a positive tone.
- 7 Ask the employee to talk you through the self-assessment; listen, and encourage the employee to talk.
- 8 Make your own comments; ensure that all previously agreed objectives, and any areas which concern you, have been covered.
- 9 Acknowledge achievements and hard work.
- 10 Discuss poor performance where necessary, but avoid personal criticisms.
- 11 Encourage the employee to identify the causes of any problems and to suggest potential solutions.
- 12 Discuss the employee's long-term career plans and aspirations.
- 13 Identify any training needs.
- 14 Agree specific, realistic and measurable key objectives for the next period; ensure that the employee is committed to them.
- 15 Write up the performance appraisal report and confirm that the employee agrees with what you have said.
- 16 Continue to monitor performance against objectives.
- 17 Be prepared to deal with problems when they occur, rather than waiting for the next appraisal meeting.
- commit to regular appraisal meetings
- prepare by reviewing the employee's performance
- encourage the employee to contribute, and listen to what is said
- be positive, and praise good performance
- focus on solutions and opportunities
- agree key objectives
- talk too much or dominate the meeting
- make personal criticisms - criticise performance instead
- impose objectives which the employee has not agreed
- rely on scheduled reviews alone to manage employee performance