Performance Appraisal
Performance Appraisal
Assessing & improving
individual performance
Whitehorn
Consulting
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Performance Appraisal
Contents
Introduction
3
The Objectives of Appraisals
3
The Benefits of Appraisals
4
Frequency and timing of Appraisal
4
The Appraisal Process
5
The steps in the process
6
Pre-appraisal briefing
6
Preliminary assessment
7
Introduce appraisal interview
7
Joint analysis of performance (REALITY)
8
Some useful guide questions
13
Discuss and agree objectives (GOALS)
14
Explore development options (OPTIONS)
15
Agree action plan (WAY FORWARD)
15
Completing documentation
17
Monitor & follow up
17
Troubleshooting Tips
18
Summary of best practice
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Performance Appraisal
Introduction
Appraisal is a natural part of managing performance and is a vital part of any manager’s job. It is a
constant informal activity, but is always assisted by having a regular, formalised process.
Key features of an effective appraisal process includes:

Feedback from a wider range of internal clients and colleagues

Emphasis on a number of competencies vital for all staff

A clear and objective rating system for competencies

Emphasis on training 7 development opportunities and a method to action them effectively

Consideration of the manager’s role in helping the individual perform effectively

Links to the more frequent review processes
This course is designed to provide a reliable best practice guide for ensuring that the appraisal system
is fully exploited to help staff perform and develop.
The manual is divided into three main sections:

Introduction to the objectives & benefits of appraisals

Defining the process

Troubleshooting in regard to typical problems and issues
The Objectives of Appraisals
The main objectives are to clarify and agree business and personal objectives. They also provide a
method for Managers to appraise the performance of their staff in an objective way.
The process also appraises an individual's performance in his/her job, and identify strengths and
weaknesses in him/her and the system.
Ideally, the process encourages Managers to think systematically about the potential of their staff and
the capacity of these people to fill more responsible positions within their own department, or
elsewhere in the company.
Finally, appraisals aid planning of training and development, improve internal communications,
morale and motivation.
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The Benefits of Appraisals
Benefits to the Individual
Appraisals are a chance to reflect on performance with your manager.
This is an opportunity to speak frankly with your manager away from daily work pressures and
confirm how your contribution is viewed.
Looking to the future, this is the time to agree objectives, plan the way forward, think where you want
to go in the organisation and know what is expected of you.
Benefits to the Appraiser / Manager
As a result of appraisals, managers can build a better relationship with your staff. Appraisals provide a
time to listen to the views of your staff and ensure they know you are listening seriously to what is
important to them.
They are also useful explore ways of improving performance in an atmosphere that encourages open
and honest discussion. Motivation of staff is improved by the interview itself and mutually agreeing
an action plan to achieve shared goals.
Benefits to the business
Better working relationships are a key result. Problems and priorities are also identified.
Improvements to communication also result. This is the single largest cause of failure for businesses.
The process identifies people with potential and clarifies people’s own objectives for their career,
highlights training needs and motivates staff. This should lead to increased profitability.
Frequency and timing of Appraisal
Appraisal is an annual event in most organisations, one that sits alongside other annual cycles such as
Business Planning, Budgeting and Salary Review.
However, it is important that interim assessments of performance inform the main annual appraisal.
There is a move towards more frequent appraisals/reviews in certain departments, such as quarterly or
monthly. This is to be welcomed.
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The Appraisal Process
Stage in the process
Best Practice
Pre-appraisal briefing
Set up short, informal meeting (5-10 mins) to brief appraisee on purpose and
methods of appraisal:
- agree specific assessment criteria (e.g. previous objectives)
- agree target date for meeting & completion of appropriate sections
Book suitable venue for appraisal discussion (private, neutral)
Preliminary assessment
Make notes on appropriate sections
Make provisional assessments of competencies
Prepare key issues to discuss
Introduce appraisal interview
Break the ice with small talk (briefly)
Agree timescale and avoid interruptions
Remind appraisee of objectives of discussion
Joint analysis of past
performance
(REALITY)
Use the documentation to provide an ordered agenda
Open on a note of praise
Encourage appraisee to discuss successes and failures
Highlight benchmarks (e.g. relevant skills & competencies) and encourage
appraisee to analyse their performance
Focus on specific examples rather than general views
Bring in & discuss appropriate 3rd party feedback
Discuss areas for improvement
Seek delegate’s self assessment
Discuss and agree objectives
Compare appraisee’s views on personal talents:
(GOALS)
Discuss and agree department's purpose:
Welcome appraisee initiatives on personal performance priorities, jointly modify
in light of departmental goals
Revisit current competency assessment and agree improvements
Explore development options
(OPTIONS)
Encourage appraisee to discuss how they will achieve their objectives, job
growth opportunities and any other competency improvements
Prompt them re development options (delegation, etc.)
Agree action plan
Agree priority actions and responsibility
(WAY FORWARD)
Complete training booking form, detach and return to Training immediately
Complete documentation
Write up discussion promptly and accurately - discuss proposed rating with
manager and then pass to appraisee for review.
Discuss any appraisee amendments in a positive light.
Pass to Senior Manager, highlighting key issues, for signature, final comments
and rating
Monitor & follow up
Diarise objectives for follow up at monthly review meetings
Ensure that agreed actions are carried out (by self and appraisee)
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The steps in the process
This section covers the ten key criteria or steps in undertaking an appraisal. The preceding summary
provides a simple checklist for ensuring the whole process is carried out effectively.
Pre-appraisal briefing
While it is important for the manager to be fully prepared for the appraisal discussion, it is even more
important for the person being appraised.
For new starters, current appraisal procedures should be covered as a part of an Induction programme.
However, for existing employees it is even more vital to update them on the process if it has changed
in any way, or if it is the first time that you have appraised them.
Best practice would therefore suggest the setting up of a short, informal meeting to brief appraisee on
the purpose and methods of appraisal. They need to understand its relevance to:

job enrichment

career planning

skills development
It is important that staff do not see it as merely a formality, griping session or as an exercise in form
filling.
Equally valuable at this stage is to remind the appraisee about any specific assessment criteria on
which the appraisal should focus. Examples here include previous objectives and major challenges
and projects faced over the appraisal period.
The meeting should be concluded by agreeing a target date for the appraisal interview, which may be
set up by either party. It is important to make sure that the appraisee completes their sections at least 1
week in advance of the meeting.
To make the most of the meeting it is important to get an updated list of course availability from HR
ready for that meeting so that the appraisee can consider appropriate courses and when they could be
attended.
Finally, it is vital that the appraisal discussion take place in a suitable venue:

private
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
neutral

relaxed
Preliminary assessment
Having reviewed the objective performance data, the next stage is to make notes on appropriate
sections ready for the appraisal discussion. Do not write this onto the form as it is important that the
appraisee does not feel you have already made your mind up. Remember until you have discussed
their performance in the appraisal you do not have all the information you need to take a definitive
view.
It is important for the individual being appraised that they are not judged against an abstract, illdefined set of criteria.
Patterns will have emerged and it is important now to prepare the key issues you will wish to discuss.
Where appropriate identify best practice for discussion. For example, if a weakness in a particular
procedure has been plain, then it is useful to have the Procedure Notes ready for comparison.
Inevitably, not everything you wish to discuss may be welcome. Try to predict reactions and
responses and prepare for them. Remember, most people are defensive when criticised and you must
be able to defend your assertions with specific examples.
Introduce appraisal interview
Tone & Atmosphere
Staff can feel nervous and may expect you to be ticking them off. They may feel vulnerable if they
think the appraisal will involve criticism. They may think it is going to be a waste of time, a sham
exercise that has to be done.
Some may want to get it over as quickly as possible and just listen silently to what you have to say.
To set the right tone and atmosphere stop playing the boss… manage the meeting invisibly without
using the authority you normally have in the office.
Language
Keep it positive when dealing with criticism. Use open questions to invite comments and reactions
from them. Avoid language that reinforces your role as boss. “Listen to me”, “I’m telling you…”. Use
positive Body language.
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Encourage the appraisee to do most of the talking, even if that means waiting in silence for
them to reply. Don’t be tempted to butt in and answer your own questions.
Don’t feel you have to have all the answers. If talking about a problem area invite their
suggestions for a solution.
Environment
Create an informal environment with informal seating. Don’t sit behind a desk and create a barrier.
Ensure there are no interruptions. Offer a coffee or tea to emphasise the relaxed approach and that you
have plenty of time.
The scheduling of a time convenient for you and the individual to be appraised should be made with
reasonable notice. Try to avoid cancelling or postponing such a discussion, as it will undermine the
whole exercise.
The interview itself must get off to a positive start. Make sure that any previous, negative activities do
not hang like a cloud over this discussion. Break the ice with small talk, providing time for both
parties to acclimatise and for you to identify the appraisee’s mood. But keep this brief as the appraisee
will be anxious to begin.
Agree the timescale for the discussion and avoid interruptions. Finally, remind the appraisee of the
process you wish to follow.
Agenda
The standard agenda would be as follows:
1. Joint discussion and assessment of the last year (reality)
2. Agreement of objectives for the next year (goals)
3. Exploring development options to help achieve them (options)
4. Finalising an Action Plan (way forward)
Joint analysis of performance (REALITY)
Self-criticism is usually far harsher than criticism coming from others. For people to develop they
have to be encouraged to be self-aware and feel confident in their ability to appraise their own
performance. These points are fundamental to our approach to appraisal.
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The main body of the appraisal almost, but not quite, conforms to a Coaching model used widely,
which uses the acronym, GROW.
Briefly, this model focuses on
G
GOALS
What does the person wish to achieve?
What root cause problems do they wish to solve?
R
REALITY
What is the current situation?
What performance levels are currently being achieved?
What is the gap between the reality and goals?
O
OPTIONS
What are the many options that the person could take up to bridge the gap?
What are their implications?
How practical are they?
W
WAY FORWARD
What are the precise, agreed actions that will be used to achieve the goals.
For the appraisal process, the model takes a slightly different route. The first stage is to look at
previous goals and the reality of what has been achieved. It is tempting to play 'Monday morning
quarter back' at this point and talk about things might have been done differently.
However, there is little point going over old ground to discuss how performance might have been
improved. Instead, the focus should then switch to future goals and how performance really can be
improved in respect to future activities. Having agreed them, it is important to acknowledge the
current reality and then consider the options to build a bridge between that and the future goals.
Finally, a detailed action plan covering the Way Forward is agreed.
Using the documentation will provide an ordered agenda, although the discussion of future goals must
be saved until the current performance has been fully covered. Ensure your review covers all the key
areas of the job, the standards and any short-term priority tasks.
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Questioning skills
As the Appraiser and person in control of the interview, your responsibility is to “manage” the
process. Your use of questions is vital to achieve the following:
Make the appraisal flow.

Ensure the staff member relaxes and talks openly.

Issues are explored and developed and NOT sidelined or ignored.
There are different types of questions that you need to use:OPEN QUESTIONS
Encourage full and open comment. A straightforward “YES” or “NO” answer is not possible. How,
what, why, when, where questions.
Q – “How do you feel your job is going?”
Q - “What do you think about…….?”
SEMI-OPEN QUESTIONS
These are similar to open questions but tend to focus in on a particular issue.
Examples would be:
"How did you tackle that project?"
"What problems did you encounter at that stage?"
"What planning did you do?"
Semi-open questions are useful for PROBING. They help with thorough exploration of important
topics by asking for further information. For example,
"How do you think that happened?"
"What do you think caused that?"
They also encourage the Job Holder to examine his/her views positively, which can lead to a fuller
mutual understanding.
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SUMMARISING
Occasional summaries or recaps on progress will help to ensure that both parties cover the points that
they wish to, and understand what has so far been agreed. It also helps to keep the discussion relevant
and to the point.
PROBING QUESTIONS
Help to explore important topics by asking for further information. Encourage the staff member to
examine his/her views positively, which can help both of you understand the issues better.
Q – “Why do you think that happened?”
Q – “What do you think caused that?”
CLOSED QUESTIONS
Only allow a “YES” or “NO” answer. If used you will probably have to use a probing question to get
the information that you want. Closed questions can be useful to clarify a point but the majority of
questions should be open.
Q – “ Are you enjoying the job?”
LEADING QUESTIONS
This is unhelpful as the question format suggests the answer you want to hear. You will not get the
appraisee’s true answer, which can lead to serious misunderstandings. The “dominant boss” approach
will not result in an open style appraisal.
LOADED QUESTIONS
Loaded questions are more extreme than leading questions and really demand only one answer. An
example would be,
"Do you think you did enough planning for that project?”
If the appraisee answers yes, it begs the question as to why it failed. If the appraisee, answers no, they
are admitting fault.
MULTIPLE QUESTIONS
Avoid asking several questions at once as they can be confusing.
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Q – “ Do you think you are making progress, if so where do you think we are
succeeding and if not what do you think we could do about it?”
Giving feedback
Praise
Praise is vital as it gets people to relax….. and it is an important motivation tool.
Without encouragement and appreciation, the good performer can become a poor performer. Some
praise in the appraisal could make all the difference to keeping them on track in the future.
Praise is best when it is specific not general. “Good work, well done” sounds patronising. Use your
imagination to find some area of their work you can praise. It is equally important to find something
to say to employees who have worked for years in the same job.
Create something positive out of the person who presents you with problems. For instance, the
whinging employee who is always moaning about how badly things are run, looked at another way
shows a concern for professionalism that reminds everyone of proper standards. The lazy person may
be very calm under pressure when everyone else is panicking.
Whatever happens, in discussing past/current performance it is vital to open on a note of praise.
Objective discussion
Encourage the appraisee to discuss successes and failures, expanding on the information they have
provided.
Highlight appropriate benchmarks (e.g. competencies) and encourage appraisee to compare their
performance. Where problems have occurred, focus on specific examples rather than general views. It
can be useful at this stage to bring in & discuss appropriate 3rd party feedback. Positive feedback can
be shared with ease. The procedure for negative feedback is more complex.
1. Never show negative feedback comments in their raw form.
2. Instead, give the appraisee a chance to raise the issue themselves
3. If they do not, ask a semi-open question to direct the discussion to the area of concern. Sample
questions could include:
'Which project/task have you found most difficult?'
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'How do you think X thought about that?'
'Which colleagues/clients do you find most difficult to deal with?
These questions should elicit some recognition of the problem. You may not need to bring up the 3rd
party comment at all, if the appraisee is able to explain the situation fully and to suggest appropriate
steps to improve it.
In regard to documented competencies, seek the person’s self-assessment scores and their reasons. Go
through these one at a time and discuss variance from the provisional scores you may had thought
about earlier. Where their score is lower than that which you feel they deserve, take the opportunity to
praise. In the opposite cases, bring forward specific examples rather than generalities to justify your
harsher assessment. Agree final scores where possible, remember you have the final judgement.
Questioning techniques are vital to good appraisals, and it is at this stage that they become important
to uncover the appraisee’s viewpoint and reasoning.
Some useful guide questions
What was the most interesting task you had to do this year?
How do you feel you handled the re-organisation in retrospect?
What areas of your work would you say require more attention?
What extra help do you need to improve those areas?
What do you think you need to learn now to develop the job further?
What have been the most difficult problems that you have faced?
Where do you see your future in the company?
How do you see this job developing?
What would you say are the priorities for the next twelve months?
Listening skills
Sit out awkward silences. Give the individual time to find their words. Don’t butt in. You may have to
work hard with some people to convince them they can open up with you.
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Don’t assume you know what they are going to say. Silence and shyness may not necessarily indicate
a lack of ambition. Make an attempt to draw them out on what they dislike about their job, what they
like and what they want to do next.
Keep clarifying and summarising to show your concern and check you really understand.
Use questions to their full effect.
Listen effectively. Don’t tune out because you are bored. Beware of hearing only the good and
filtering out the bad.
Keep your concentration. Don’t let your mind wander or your impatience show.
Discuss and agree objectives (GOALS)
Both you and the appraisee will have had a chance to think about goals for the next period before the
meeting. You will also have had the opportunity to compare the appraisee’s views on objectives with
your own. This may produce some interesting discrepancies that have to be addressed openly in the
appraisal discussion.
The first step is to welcome the appraisee’s initiatives, regardless of how impractical they may be.
The discussion should then encourage the appraisee to think about them in the light of departmental
goals and purpose. This will provide a useful opportunity to restate these if they are not as clearly
understood as they might be.
Both parties can then jointly modify objectives in the light of the departmental goals.
Assuming that some development goals have been agreed we need to focus on any gaps between them
and current performance (reality). For example, if a goal that has been identified was to develop some
training materials for the department, it is vital to discuss whether this is something of which the
individual has experience. Likewise, if someone has indicated an ambition to become a supervisor,
then it is important to discuss with them the behaviour and competencies they would need and
whether they have demonstrated them in any way thus far.
At this stage, it is also necessary to revisit any competency assessments and agree improvements to be
focused on for the coming period.
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Explore development options (OPTIONS)
Having covered past performance and future objectives, now is the time to fill the gap between them.
This is done by considering the development options open to the appraisee.
Once again, it is vital that the ideas come from the person being appraised, rather than being inflicted
on them by the manager. Encourage the appraisee to discuss how they will achieve their objectives
and any other competency improvements that will be needed.
Encourage the appraisee, through open questioning, to think through the options available to fulfil
training or development needs. While the appraisal may not be the time to discuss a new objective in
detail, it is helpful to consider the specific challenges that they will face.
It is important for all concerned to avoid the bland catch-all that 'training' offers and discuss the full
range of development methods open.
The options will include:

on-the-job training;

off-the-job formal training;

coaching (by the manager);

delegation opportunities;

self-study;

job shadowing;

practice of relevant aspects of current work;

special projects
The appraiser should provide options only when the appraisee is unable to and should try to
encourage a number of options not just one.
Agree action plan (WAY FORWARD)
The general discussion about options is designed to raise a range of alternatives. This is a good
starting point. Too often, the appraisee is left with a bewildering array of options to take forward. In
terms of both work and development objectives it is much better to have a small number of achievable
and detailed objectives than a wish list that will never be addressed.
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A good way to sharpen objectives is to apply the SMART test. Smart is a mnemonic for simple,
measurable, accepted, realistic and timed. We have to test whether the objectives are:
S
Simple or specific
To 'improve project management skills' it not a simple or specific objective. To be able to 'plan project
timescales using GANTT charts' is.
M
Measurable
How do we know the extent to which we have achieved our objective? It is vital to be able to measure
progress. A supervisor who has agreed the objective of holding regular team meetings will be able to
record progress in terms of both their frequency and usefulness.
A
Agreed
Maintaining commitment to an objective is vital. If you as manager accept an individual's objectives,
your commitment to them will help the appraisee retain their enthusiasm and belief.
R
Realistic
Like New Year's resolutions, over ambitious objectives can be set very easily. However, as time
wears on, we realise they were unrealistic. Dispirited, we then give up altogether. So, it is important
that the manager and appraisee consider the level of objectives set very carefully. It is better to lower
the sights and hit the target than miss completely.
T
Timed
Finally, the objective must contain a set timescale with milestones along the way to completion. This
timescale must also be challenging yet realistic.
It is important to prioritise and agree priority actions and responsibility for carrying them out. Explore
any barriers to the appraisee moving forward and the involvement of others in making it all happen.
The appraisal will have been a challenging event for both people involved. It is important to finish
positively, reminding the appraisee of the positive aspects of their performance rather than
weaknesses.
If your system involves a formal rating, the appraisee will want to know their final rating, particularly
as this may have an impact on the annual salary and bonus review process. To cover this:

Explain the meaning of the different rating levels
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
Remind the appraisee to reflect on the performance issues raised in the appraisal

Seek their estimate of an appropriate rating level

Suggest what you would propose as reasonable

Summarise the reasons for any difference - positive or negative
Remind the appraisee that this is not definitive and you will be reflecting on the appraisal discussion
and also speaking to the next level manager before reaching a final decision Summarise next steps in
the appraisal process clearly and endeavour to clear away any final issues or concerns.
Completing documentation
It is important that the manager writes up the discussion promptly and accurately. Avoid adding
additional material that was not actually covered in the discussion.
Rather than simply posting the completed document to the appropriate Senior Manager, it is important
to meet to highlight key issues. The paperwork, however complete, cannot convey the underlying
issues or flavour of what has taken place. Where there are serious issues, it will be useful to discuss
the final comments before they are set down irrevocably.
The completed form should then be given to the appraisee for review. Discuss any amendments that
they may wish to make in a positive light. These should only concern the accuracy of the record rather
than a fresh debate over whether the ratings and remarks are fair.
If there is agreement on the document, then the appraisee signs and adds their comments.
The finalised document may then go to the senior manager for signature and comment. While these
comments may not add substantially to the points made elsewhere in the document they are very
important from a motivational point of view. The documents can then be copied for the appraisee,
manager and the original sent to Human Resources.
Monitor & follow up
It is important that the appraisal is not treated as a once a year exercise, in isolation. Diarise
discussion of the objectives set for follow up at monthly review meetings. This can then be used to
help the appraisee embark on the new activities and performance improvements that have been
agreed. Finally, ensure that the agreed immediate actions are carried out - both by you and your
appraisee.
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Troubleshooting Tips
Preparation
The appraisee must be in the right frame of mind to get the most out of the appraisal process. Time
spent on preparation by the manager is therefore vital. A pre-appraisal briefing meeting with the
appraisee is vital and should cover purpose, approach, sources of feedback and the importance to the
appraisee for the future development.
Links to salary review
If the appraisal system relates to the annual salary and bonus review this has an impact on how the
appraisee views the rating process.
You may need to point out that this is not a hard, numerical link to salary. An outstanding rating does
not qualify for a specific pay rise. Instead, it is a factor that the manager will use alongside a host of
others. These would include comparability with colleagues, market rates, and increased
responsibilities.
The appraiser should not be drawn into a discussion on salary in the appraisal, although the appraisee
may wish to voice their level of satisfaction or expectations.
The bonus linkage may be much stronger, although it is also a function of company profitability and
the performance of others in the department. However, it should be made clear to the appraisee what
the general implications of appraisal ratings are to bonus.
Handling reaction to negative 3rd party feedback
When 3rd parties are approached for or given feedback, it is important that they are willing to be
named. This encourages accuracy, accountability and objectivity. The only exception is subordinate
feedback when confidentiality is often vital to giving confidence to the subordinate to speak out..
While confidentiality may be requested, it is seldom practical or helpful. For negative feedback to be
accepted, it has to include specific examples. These will reveal the identity of the person giving
feedback in most cases.
Negative comments may make the appraisee want to tackle the issues directly with the source of the
comment. In some cases, this will be in a very positive frame of mind. In others, it may be to react in
a quite hostile fashion. It is important to deal with this within the context of the appraisal discussion
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and jointly agree a follow-up strategy. This is a matter of judgement and relies on the manager
considering the nature of the individuals involved and the relationship they have.
If the result is a clearing of the air and a fresh start, this has to be useful. Needless to say, the appraiser
should brief the 3rd party following the appraisal discussion so they know what to expect!
Disagreement on ratings
While the process of self-assessment should lead the appraisee to identify many common issues with
those of the appraiser, there may be differences of opinion on degree. This will be particularly true in
respect of assessment ratings.
It is important that these are explored and worked out. This is why focusing on specific reasons is so
much better than referring to generalities. Ultimately, the appraiser has the right to put the assessment
that they believe. However, the appraisee has the right of reply and it is important to recognise that
this may widen the debate so that it includes the Senior Manager. It is much better to work the dispute
out before it reaches this stage.
Should the dissatisfaction with ratings reach the Senior Manager’s comments stage, it is important to
remain in control of the process. Brief the Senior Manager directly and discuss the issues. The Senior
Manager may then need to discuss them further with the appraisee in order to lower the temperature
and arbitrate the discussion.
Upward feedback
The appraisal process will give the appraisee an opportunity to comment on help and feedback
received from their manager. It is important that any negatives here are treated objectively and
constructively. No-one is perfect. The appraiser should not allow the process to become sidetracked
into a discussion of their own performance. Neither should it affect the ratings given to the appraisee.
Maintaining momentum
Appraisals are a time-consuming and sensitive process. They cannot be hurried, but neither should the
process be allowed to drag interminably.
Agree target dates with the appraisee as you go along, even if the actual setting of meeting times is
left to the appraisee to organise.
Although the appraisal is important to the appraisee, they are just as likely to put it off as their
manager. If this happens, the manager has a responsibility to intervene.
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Summary of best practice
DO……

Decide what you hope to achieve with that individual at that particular time.

Plan the scope of the interview and formulate an agenda of major points to cover.

Notify the interviewee well in advance to allow time for them to prepare. Give the
interviewee the preparation form before the interview for return to you at least 1 week
before the interview.

Prepare for the interview. Assemble and read thoroughly all the relevant information.

Set aside enough time for the interview and ensure you are free of interruptions.

Enter the interview with an open mind.

Put the interviewee at their ease, they are bound to be nervous.

Encourage the interviewee to express his/her views. This provides useful insight into their
priorities.

Give constructive feedback with specific examples.

Jointly identify problems and possible solutions. Encourage the interviewee to think
about ways of solving them.

Agree realistic, achievable objectives.

End the interview on a positive note, one of confidence in the employee.

Follow up.
Don't….

Don't try and cover too much ground in one interview.

Don't allow the interview to become confused and rambling.

Don't do all the talking.

Don't be subjective, with an appraisal based on opinions. Interview must be based on
facts.

Don't make remarks of a personal nature. Do not ridicule or humiliate. Don't be critical or
judgemental.
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Performance Appraisal

Don't avoid the issue or accept implausible excuses.

Don't store up criticism on an annual basis.

Don't allow interview to degenerate into a grievance or disciplinary session.

Don't raise problems as insurmountable barriers.

Don't set unrealistic objectives for that individual.

Don't blame the individual for things outside his control.

Don't make unrealistic promises or commitments.

Don’t be sidetracked by negative upward feedback from the appraisee
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