Your IndustryFeb 3 2016

Be ‘Smart’ when conducting staff appraisals

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Q: I would like to begin conducting performance appraisals with my employees to help set targets for the forthcoming months. However, I want to be sure I am following the correct procedure. Could you please advise?

A: Performance appraisals can be an effective method to determine where your employees sit currently and where you would like – and where they would like – to be heading in the coming year.

When it comes to conducting performance appraisals and figuring out objectives, it is better to be ‘Smart’ – discussing an employee’s performance at an appraisal meeting and agreeing targets with them that are ‘specific, measureable, achievable, realistic and time-bound’.

But how should you approach the appraisal meeting as a whole? The following four pointers will help guide you through.

First, give yourself time to be prepare. Make a time plan for holding the appraisals and let the employee know in advance. Prepare your plan for the meeting, think about what exactly you want to talk about and remember that this may differ depending on the particular role of the employee. Find a room where you can have an uninterrupted discussion with the employee and ensure their normal duties are covered so you can make full use of the time.

Second, do not treat an appraisal as a disciplinary hearing. An appraisal is the opportunity to have a constructive conversation about the employee’s performance. It is not a place for allegations to be put to the employee about what they are doing wrong. Clearly, if they are not pulling their weight, then this needs to be addressed, but this should be in the form of suggesting ideas for improvement rather than dishing out a disciplinary warning.

Third, use a methodical approach in your assessment. Comparing your assessment of the employee with that of previous years will make it easier to see how the employee is continually performing. Bring last year’s assessment to this year’s appraisal and see whether the employee has been able to meet the targets that were set previously. Pay increases are often awarded on the back of appraisals and so documentary evidence of improvement is advisable for this. Build in a long-term plan of targets and objectives to give the employee overarching measures of improvement for their career path rather than just short-term aspirations.

Finally, be sure to follow up discussions that take place during the appraisal. For example, if decisions on extra training or secondments to other departments are agreed at the appraisal, then make sure that you follow up on them. Employees who see that their employer supports their personal and career growth tend to be more loyal, and more engaged with the organisation.

Peter Done is managing director of law firm Peninsula