...development-focused should focus behaviours and outcomes; issues and problems; constructive development to improve motivation; and growth and performance of the appraisee. It should not involve discussions involving personality or subjective gripes.

The process offers managers an opportunity to learn more about the way each job-holder works, and gain more understanding of his or her potential and needs.

It should motivate employees, encourage them towards ownership of, and responsibility for, their performance, and give them clear picture of what is expected of them. Priorities, possible feelings of overload, and personal development plans and targets should be discussed. Feedback on past performance should be constructive, and future goals should be agreed.

This checklist is for managers who are responsible for carrying out performance appraisals, and will help in developing a consistent approach to guiding and developing others.

National Occupational Standards for Management and Leadership

This checklist has relevance to the following standards:

D: Working with people, units 5, 6

Definition

Traditional performance appraisal centres on a face-to-face discussion, whereby one employee's work is discussed, reviewed and appraised with another (usually their manager), using an agreed and...

NOTE: All illustrations and photos have been removed from this article.




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