It’s appraisal time again (??)

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The beginning of the year is, for many managers, the time when we frantically try to find time in the diary to conduct appraisals with our direct reports

Generally this includes summarising performance for the previous year, conducting the appraisal meeting and then writing up an appraisal report. Whilst this can be a time consuming process, done well it can also be an invaluable one.

The appraisal is the time when a consolidated review takes place to assess an individual’s contribution and where the bigger picture can be considered. In addition, and just as important, it is a time when you as a manager can review and assess your team’s abilities, ambitions and training and development needs against the business objectives. Having determined and summarised each employees strengths, capabilities, limitations and aspirations you will be in a much stronger position to plan how new objectives will be achieved and which individuals have the required skills.

More often than not the meetings are positive where performance is praised, issues are discussed and got out in the open and objectives are agreed for the forthcoming period. However, sometimes there are also difficult matters to discuss – where performance has not been acceptable or there are concerns over general conduct. Whatever the type of appraisal meeting expected, how it is conducted and the way the staff member is involved in the discussion and outcome will play a big part in how successful and effective the appraisal has actually been.

Involving staff in their appraisal is not always as easy as it sounds. There could be a number of reasons why some individuals do not contribute during the meeting.

Some employees expect the appraisal to be a meeting where their manager tells them how well they have done, where their role is to purely listen and accept the feedback given.
Some believe they are doing fine as they are and they do not need to spend time reflecting on what has been and gone.
Others are so busy it is hard for them to find the time too.
They may not understand the purpose of the appraisal and/or could be afraid to express their opinion.

Conducting a successful appraisal meeting involves a number of skills and disciplines. Most are familiar ones such as being prepared, open minded, willing to discuss new ideas, being honest and addressing any difficult issues. However, there are also some pitfalls which are easy to fall into and can be detrimental to the whole appraisal meeting. Try to avoid:

Being biased or prejudiced. For example assuming that because an employee has been on maternity leave for half of the year their appraisal is not as important as the others.
Trait assessment which can include paying too much attention to characteristics that have nothing to do with the job and are difficult to measure. Examples include characteristics such as flexibility, sincerity, or friendliness.
An over-emphasis on favourable or unfavourable performance of one or two tasks which could lead to an unbalanced evaluation of the individual’s overall contribution.
Relying on impressions rather than facts.
Holding the employee responsible for the effect of factors beyond their control.
Failing to provide each employee with an opportunity for advance preparation. Just as you need to get your thoughts together to consider performance in the previous period, so will your employees. Allow them time for this.

Most managers would probably agree that it is much more pleasant to conduct an appraisal with a good motivated employee than one where performance issues need addressing. Firstly, it should be pointed out that any performance issues should not be raised for the first time in an appraisal. Remember, the appraisal is a review of what has happened during the period, and planning for what is to come. Therefore, performance issues should have already been dealt with during a previous one to one meeting and/or as part of the disciplinary process.

Underperformance or misconduct matters will most certainly form part of the overall review process and will provide an opportunity to discuss progression and the way forward. It could be that, as part of the consolidated annual review, other matters come to light which you wish to discuss further.

Approach this through questioning and probing the individual, rather than making assumptive statements. For example,

‘Are you aware of the standards for quantity and quality we expect on this item? Do you feel you are adequately meeting this? I can think of one or two examples where I do not feel it has been met …. [provide details].'
‘Are you aware of your error rate versus the departmental average?’
‘We seem to be running about two weeks behind schedule; can you tell me why, and what we can do to catch up?’
‘Your sales reports are excellent but they are never on time. Can you explain why?’
‘Fifty per cent of your staff resigned in the last quarter. To what do you attribute that?’

Your attitude towards the appraisal, as manager, will set the tone for the meeting. If you believe it is a worthwhile and valuable exercise and your actions support that, so will your employees. You need to be committed to the process knowing there are benefits to be gained. As we know, behaviour breeds behaviour and this applies to positive behaviour as well as negative.

It is recognised that many organisations conduct appraisals more than once a year. The appraisal is, after all, a one to one meeting to discuss performance, future development, future objectives and to ensure all of these aspects on an individual level complement those at a company level. The frequency of such meetings should be determined by each company to suit their own requirements; however, there is a strong argument supporting the claim that businesses which only conduct well run and valuable performance review meetings once a year are missing out on a trick or two!

This article was written by Elizabeth Mills, Director, Broker Network
An edited version of this article was published in Insurance Times