Appendix 2
Appraisal Support Pack
Section 1:
Section 2:
Section 3:
About appraisal
Appraisal form – APR 1/2
Personal Development Plan
SECTION 1: ABOUT APPRAISAL
What is appraisal?
Appraisal is a two- way process during which line managers and staff
meet to consider how the work of the previous year has gone, what
support and training might be helpful and what work plans and targets
will be agreed for the future.
Staff should consider and discuss how their work relates to the bigger
picture. Appraisal provides the opportunity for the line manager to
demonstrate and record how staff are valued and what they contribute to
the Directorate. The process takes place each year.
Once staff know what they have done well and know what further
support they can expect during the coming year, motivation to perform
well will increase.
What is appraisal for?
Appraisal is a process designed to help staff and their managers to reflect
on work undertaken in the previous year.
It helps staff to identify how well they have contributed to the work of
the team, the service, the Directorate and in delivering the pledges of the
City Council and the themes of the Community Plan.
It provides an opportunity for managers to feed back on how well staff
are doing and to reflect on standards achieved and to celebrate success.
If aspects of work have been difficult it provides an opportunity to
determine why.
This is also when training or development opportunities should be
discussed and agreed in order to improve or enhance both performance
and job satisfaction. The Directorate Leadership Team is committed to
staff development. This is linked to objective 3:
‘To ensure continuous improvement through learning, training
and skills enhancement and personal development of staff’
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3
Who is it for?
It’s for all of us. Appraisal is the entitlement of all members of staff,
whether they are on full-time, part-time or fixed term contracts.
Employees have a right to seek and receive high quality balanced
feedback on their work. The importance of appraisal will be emphasised
during the induction process for all new staff.
Preparing for your appraisal
Two weeks before an appraisal takes place the appraiser (usually the line
manager) gives the member of staff who is to be appraised a copy of this
appraisal pack.
This is available electronically so that you may write as much or as little
as you like. It will detail what is expected and allow both parties time for
preparation.
It may seem like a lot of reading but it is important to see how the work
you do positively affects other people and their work. In section 3 you
will find the Directorate objectives, the City Council pledges and the
themes of the Community Plan.
This is an opportunity for you to say what you know you do well and to
think about your future work.
What happens?
The appraisal will take place in a comfortable, quiet environment. Both
parties will reflect on successes and difficulties experienced by the
appraisee during the previous year.
Work targets for the following year will be agreed if this is appropriate.
Training needs and development plans will be identified in order to
ensure that there is full support to do the job. The appraiser will write up
the report.
The appraisee may write comments if they wish.
Both sign and date the appraisal. This should be re-visited during the
year either at an interim review or during one-to-one meetings with line
managers.
What happens after my appraisal?
Your line manager and you will have agreed what your work will be for
the next year and targets may have been agreed. These are now part of
your work plan so be sure you understand them.
You will have also identified and agreed what training and development
opportunities you need. – This should be arranged as soon as possible.
You will have opportunities to discuss progress at regular one-to-ones
with your line manager.
Nothing should be a surprise at an appraisal.
Who keeps my appraisal papers?
Your line manager will keep a copy of your appraisal in a secure place
and you will receive your own copy. Both copies should be kept
electronically where possible.
SECTION 2:
Appraisal & Development
Scheme
SURNAME:
FIRST NAME:
DIRECTORATE:
SECTION/DIVISION:
JOB TITLE:
DATE STARTED
IN JOB:
EMPLOYEE NUMBER:
LINE MANAGER:
PERIOD
ANNUAL REVIEW MEETING: Y/N
UNDER
REVIEW
INTERIM REVIEW MEETING Y/N
FROM:
TO:
REVISED 19th APRIL 2005
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APR1
To be completed prior to your Review
(Employee to complete parts: 1 to 3)
PART 1: Your Present Job
1.
How would you describe the purpose of your current job?
2.
Do you have an up to date job profile and task list?
If NO please state what changes you feel have happened.
YES
NO
3.
Do you have regular opportunity to discuss your work and action plans with your manager?
YES
NO NO
PART 2: Your Performance over the last 12 months
1.
What would you say has gone well?
2.
What has not gone well and why?
2.
If you have made a statement in Question 2. Do you have any ideas on how things can be
improved?
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1
PART 3: Your Training and Development
 Training to improve performance on current tasks
1.
Consider your Training and Development for last year
Has it been completed?
YES
NO
If NO please list any relevant items outstanding
2.
What support, help or guidance do you think you need in the next 12 months to improve
performance? (Consider the booklet “60 ways to learn something new”.)
Please list support, help or guidance
How would you use it to improve
performance?
a)
b)
c)
d)
 Developing You and Your Career
1.
How would you like your career to develop over time? Do you have a goal or target?
2.
What are your plans for achieving your goal?
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3.
Do you have any skills you do not use in your present job that you think the Directorate
could make use of?
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4. SALFORD COMPETENCY FRAMEWORK
Now measure how you feel you are doing in your job against the following competencies. The level for your job has been identified (see Salford
competency framework for more detail), look at the level you are expected to operate at and decide what level you feel your current level of
skills and knowledge are, and rate yourself as A-E (E = Unacceptable performance, A = Excellent performance). Your manager will do the same
and discuss this with you at your Review.
E = Unacceptable Performance
D = Improvement Required
CORE
COMPETENCY
DEFINITION
Interpersonal &
Communication
Shares ideas and
information. Using clear
language. Listen to others’
view and shows that they
understand.
Customer Focus
Finds out what the customer
needs and responds
willingly. Makes sure that the
services the Council offers
meet the needs of the
customers
Shows respect for others’
differences and looks for the
chance to promote equality
of opportunity and good
relations within the
community.
Equality &
Respect
C = Acceptable
B = Good
Level required
for Job (1-4)
A = Excellent
RATING
SELF(A-E)
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MANAGER RATING
(A-E)
AGREED
RATING
(A- E)
DEVELOPME
NT
REQUIRED
Y/N
Learning &
Development
MANAGER
COMPETENCY
Leadership
Takes personal
responsibility for their own
learning and professional
improvement. Sees when
they need to learn new skills
and looks for opportunities
to practice them. Help
others by sharing skills,
giving regular, honest and
useful feedback.
Open and ethical. Sets high
standards of behaviour,
inspiring and promotes a
culture that supports
continuous improvement
commitment, enthusiasm
and facilities change.
Managing People
Ensures staff are well
trained, knowledgeable,
motivated and committed.
Seeks to release the full
potential of all employees.
Managing
Resources
\plans and uses physical
resources effectively and
efficiently according to need
by prioritising and using
sound management practice.
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Thinking & Taking
Decisions
Is forward looking,
innovative and has a clear
vision. Makes and transmits
decisions in a structured and
systematic way and
encourages wide spread
input and ownership.
Developing
Strategy,
Planning and
Organising
Ensures team is able to
deliver its objectives.
Effectively contributes to
formulation, development,
transmission and review of
strategy and policy.
Please return this form to your Reviewing Manager at least one
week prior to your appraisal. This will be discussed with you at
your Appraisal & Development Review
PERFORMANCE OBJECTIVES
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APR 2
With your line manager list below your key objectives that will need to be met over the next 12 months linked to your business plan and service
plan.
List Objectives as defined by the service/business planning
process here:
1.
Enter
Target date
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Is progress on
target (Y/N)
Commentary on progress to date
Outcomes of Training & Development receive since the last review period
Signed: ......................................
(Employee)
Signed: ......................................
(Manager)
Date: .........................................
Interim Review
Consider the following during the interim between appraisal & development reviews
1.
Review of performance
2.
Review objectives/ action points from Appraisal & Development interview
3.
Review and progress on development needs
4.
Identify any further action required
Please ensure that if any additional training and development needs are identified that you contact
your Principal Manager and the Training Manager.
Signed: ......................................
(Employee)
Signed: ......................................
(Manager)
Date: .........................................
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SECTION 3
PERSONAL DEVELOPMENT PLAN
BUSINESS UNIT ………………………………
DEVELOPMENT NEEDS IDENTIFIED
(List in order of importance)
NAME...............................................
HOW TRAINING / DEVELOPMENT
TO BE PROVIDED
LEVEL
*(N, D or O)
* Please indicate whether it is a National (N), Directorate (D) or Other (O) Priority training
**Please indicate whether it is the Manager’s (M) or Employee’s (E) responsibility
Areas where agreement was not reached (and required action)
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RESP.
**(M or E)
TARGET DATE
REVIEW DATE