Appraisal time

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

Generally this includes summarising performance for the previous year. It is a consolidated assessment of an individual's contribution.

In addition, and just as important, it is when you as a manager can review and assess your team's abilities, ambitions, and training and development needs with business objectives.

More often than not the meetings are positive where performance is praised, issues are brought into the open and objectives are agreed for the forthcoming period.

Sometimes there are difficult matters to discuss - where performance has not been acceptable or where 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.

Some employees expect the appraisal to be a meeting where their managers tell them how well they have done, and their role is to purely listen and accept the feedback given.

On the other hand, some believe they are doing fine and do not need to spend time reflecting on what has been and gone. Then there are those who may not understand the purpose of the appraisal and could be afraid to express an opinion. Also others may be so busy it is hard for them to find time for an appraisal meeting.

Conducting a successful appraisal meeting involves a number of skills and disciplines. Most are familiar skills such as being prepared, open minded, being 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 the appraisal of an employee who has been on maternity leave for half of the year is less important than 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 traits such as flexibility or friendliness

- Over-emphasis on favourable or unfavourable performance of one or two tasks which could lead to an unbalanced evaluation

- Relying on impressions rather than facts

- Failing to provide each employee with an opportunity for advance preparation.

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. First, 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 or as part of a 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.

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?

- 'We seem to be running about two weeks behind schedule. Why, and what we can do to catch up?'

- 'Fifty per cent of your staff resigned in the last quarter. Why?'

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.

- Elizabeth Mills is compliance manager with the Broker Network.