Preparing a Performance Appraisal

(Adapted from Carlopio, J., Andrewartha, G. and Armstrong, H. [1997], Developing Management Skills in Australia, Longman, South Melbourne.)

A staff performance appraisal (or performance review) should be a deliberate and separate process from staff supervision, as a process in which a staff member and their supervisor focus on personal, interpersonal and organisational performance.

Generally, a performance appraisal would occur every 6 to 12 months. There may be some situations where a more regular review process is negotiated.

The characteristics of a staff performance review can include:

• The interview is scheduled at regular intervals and is private;
• The major intention of the meeting to develop personal, interpersonal and organisational performance, and seeks to identify tangible outcomes to progress;
• Both parties prepare agenda items for the meeting; it is a meeting for both the staff member and the supervisor;
• Sufficient time is allowed, usually at least an hour;
• Supportive communication is used so that any problems are solved collaboratively with a focus on producing better outcomes;
• The first agenda item is a follow-up on the action items generated by the previous meeting;
• Praise and encouragement for achievement are incorporated as well as resolving problems; and
• Reviewing and recording agreements occurs at the end of the interview.

A possible agenda for the interview includes the following (the agenda can be adapted to suit your organisational needs):

1. Review of previous meeting's action items
2. Feedback on job performance
3. Supervisory and organisational issues
4. Interpersonal issues
5. Obstacles to improvement
6. Training needs
7. Individual needs - development of individual plan
8. Personal concerns and problems
9. Setting action items

The agenda above encourages the two people in the meeting to 'step back' and consider their work in a broader context. For example 'information sharing' encourages an exchange of ideas that may not usually occur in day-to-day operations.

Both parties take minutes and set action items for review at the next meeting. In this way a solid picture of progress begins to develop over time. You may wish to adopt the principle of "no surprises". This tends to lead to greater confidence in approaching the appraisal by staff and helps focus on realtionship building rather than reprimant.

Staff should not walk into an ambush at their performance appraisal.

If you are the supervisor and have issues with a staff member's performance, these matters should be raised with the employee as they arise. Don't leave them to build up for months and then throw all of the allegations at the employee during a performance review. This can only result in defensive behaviour and a breakdown in the working relationship. Make sure staff are fully informed of your view and have time to rectify the situation before their next performance review.


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