Appraisal core principles
All employees will take part in a formal annual performance and development appraisal process. This may be light touch, or in greater depth depending on:
- the type of objectives set
- the value of the review to support an individual's progress and development
- the impact on service delivery outcomes
- the pace of change
The appraisal year runs from April and is reviewed by the end of March the following year.
Objective setting
Individual performance objectives should relate to the overall objectives of the service area.
Appraisers will:
- set objectives as and when required, in line with:
- the corporate plan
- the responsibility level and scope of work in the appraisee's current job description
- the role descriptor where this exists
- discuss and update objectives and action plans with the appraisee through one to ones
- assess performance against objectives, with tangible evidence and feedback
- share responsibility with the appraisee for monitoring progress on the agreed objectives
- demonstrate the consistency of objectives set across their team to their line manager
- hold an end of year performance and development appraisal meeting with the appraisee
Objectives may be:
- strategic: likely to remain for the whole year or more
- agile: linked to specific shorter term outcomes
- standardised: which may not differ from year to year
- values and behaviour focussed
- learning and development focussed: ranging from
- mandatory training
- gaining experience
- competencies
- professional development and qualifications
- knowledge sharing
The process allows flexibility so that objectives are discussed:
- as and when needed
- at the appropriate depth level
Recording
We will keep a written record of all one to ones and performance and development appraisal meetings. They must be typed into the one to one and appraisal form and saved to a secure location.
The appraiser will record on the appraisee’s Business World employment record the meeting dates of end of year appraisals and the overall outcome. One to one meetings can be recorded as 'supervision'.
The electronic, audio or video recording by any device of one to ones and appraisal meetings is not usually permitted. Express authorisation must be received from the appropriate senior manager prior to any such recording taking place.
Confidentiality
The one to one and appraisal documents will remain confidential between:
- the appraisee
- the appraiser
- the appraiser's manager
Support
Appraisers will ask the appraisee if they need any additional support or equipment to perform their role effectively. This may be ICT equipment or flexible working arrangements. They should discuss whether they need any reasonable adjustments or are still appropriate, if already in place, to support a disability.
Assessment
At the end of year review, managers will assess overall performance against objective outcomes as:
- met
- not met
Employees and managers will discuss feedback on performance and learning throughout the year in one to one meetings.
If there are concerns about performance this should be discussed at the earliest opportunity. This is to enable and support improvement.
The end of year appraisal may be:
- 'light touch' where progress and achievements are clear, or
- 'greater depth' where objectives and outcomes are more strategic, complex or are linked to a career progression plan
At the end of year appraisal, the appraiser will
- complete a personalised summary of achievements and reflections
- state whether the appraisee has met their objective outcomes overall
Mitigating circumstances
Employees may fail to achieve objectives due to issues outside their control. Managers must consider this when they review performance. Managers should disregard objectives that employees could not achieve because they were outside their control.
Professional competencies
Professional competencies may be used within the appraisal process alongside the corporate values and behaviours. The use of professional competencies must be approved by the relevant director.