Staff appraisals should not exist in isolation, but should be part of an ongoing process in which both management and staff have a responsibility. They are essentially an opportunity for the employee and those concerned with their performance - usually their line manager - to meet and engage in a discussion about the individual’s performance, development and the support required from the manager.
The appraisal is a formal event happening every six to 12 months, but there should be several regular, informal conversations between the manager and employee in the interim. It is worth setting aside time at least once a month for these.
Prior to the formal appraisal, preparation should be done by both parties. The manager should look at objectives set at any previous appraisals, while the employee should give due consideration to any points they want to bring up.
How to get the most out of staff appraisals
Be prepared: Refer to a list of agreed objectives and notes on performance throughout the year.
Create the right atmosphere: A successful meeting depends on creating an informal environment in which a full, frank but friendly exchange of views can take place. It is best to start with a fairly general discussion before getting into any detail.
Work to a clear structure: The meeting should be planned to cover all the points identified during preparation with time allowed for the employee to fully express their views.
Use positive feedback: Where possible, reviewers should begin with praise for some specific achievement, but this should be sincere and deserved. Praise helps people to relax – everyone needs encouragement and appreciation.
Let the employee do the talking: This enables them to get things off their chest and helps them to feel that they are getting a fair hearing. Use open questions to encourage people to be expansive.
Invite self-appraisal: This is to see how things look from the employee's point of view and to provide a basis for discussion as many people underestimate themselves.
Performance, not personality: Always refer to actual events, behaviour and results.
Encourage analysis of performance: Do not just hand out praise or blame. Analyse jointly and objectively why things went well or badly and what can be done to maintain a high standard in the future.
Don't deliver unexpected criticisms: Feedback on performance should be immediate. It should not wait until the end of the year. The purpose of the formal review is to reflect briefly on experiences during the review period and to look ahead.
Agree measurable objectives and a plan of action: It is important that both parties agree to a set of specific, measureable, achievable and realistic targets for the next six to 12 months. These should then be reviewed at the next appraisal. The aim should be to end the review meeting on a positive note.
Source: Hays Hong Kong
Updated: 10 Dec 2009
