• Reference your notes relating to one to one meeting/mini-reviews/team meetings relevant to an individuals performance
• Collate information regarding business, team and individual performance objectives for the previous year and the forthcoming year(s). These might include Key Performance Indicators like sales and financial targets
• Consider how they have performed against any previous objectives set and how they have responded to coaching, training and support during this period
• Recognise significant achievements of the individual over and above their job description
• Review the job description to discuss with the individual to ensure it is upto date and relevant for the coming year
• Look at the changes that have taken place in the business, team and their role during the period and how they have responded to these changes
• For objectives for the coming year consider realistic/acheivable deadline dates for completion – these will need to be agreed with the individual
• Consider development needs including support, coaching and training to enable them to achieve these objectives for the coming year
• Ensure any issues around poor performance have been addressed promptly throughout the year and therefore avoiding any surprises in the performance appraisal review around poor performance
• Based on your discussions with the person consider their career aspirations and how you can help them to progress keeping in mind what is possible within your team/business and the risk of losing them to your competition. Consideration needs to be given to current and potential opportunities in the team/business so you manage their expectations. Funding and time required for training and development also need to be considered before the performance review so you are able to respond effectively to any questions by the individual
• Based on your observations are there any under utilised skills, knowledge and experience that could be used to the advantage of the business whilst stretching/challenging the person in the coming year?
• During the performance review are you expecting any potential objections/obstacles in the review meeting and how are you going to take these forward with the individual?
• Consider how you will establish rapport with the employee to put them at ease at the beginning of the performance appraisal review
• Plan out open questions to get them talking about their individual performance over the review period and their aspirations – remember they should be speaking more than you – it is all about them afterall!
• Allow the individual time for preparation, provide a copy of the previous performance objectives and ideally provide them with a number of key questions to enable them to prepare effectively for the performance appraisal review
• Ensure you have booked a suitable room for the performance appraisal review allowing adequate for the review – these can vary depending on the post/person from 30 – 90 minutes
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