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This study unfolds major implications for performance management systems and process in university libraries. The
study is mainly based on the primary data collected from the professionals working in 15 university libraries (regular
and deemed) of Karnataka State with the help of a pre-tested, structured, comprehensive, postal questionnaire. The
respondents include professionals and semiprofessionals working in various university libraries in Karnataka. The
total population considered for the current study was 218 library professionals and semi-professionals distributed
across the 15 university libraries and 188 respondents submitted their filled-in questionnaire, which accounts for a
response rate of 86.24%. Hence, the information, opinions, perceptions and attitudes of these library professionals
were collected and analyzed. The key issues addressed in this study include: perceived importance and perceived
performance of workplace attributes, performance appraisal, issues considered during appraisal, knowledge and
competence of employee performance by the appraiser, opinion on performance appraisal system, suggestions to
improve, respondents' views about frequent disturbance at work, and overall satisfaction. This paper reports on the
views and perceptions of university library professionals in Karnataka in respect of their job, job environment and
organization in addition to identifying and analyzing the key individual, work and organizational characteristics
influencing their performance expectations and job satisfaction. It is hoped that this paper will help library
administrators in managing library personnel both effectively and efficiently.
Strengths and weaknesses of the performance appraisal approach in RESEARCH PAPERS and
practice: Impact DISSERTATION culture - a Japanese Case study
Abstract
This study TERM PAPERS the role of performance appraisal as a management tool to increase
productivity of an employee and the organization as a whole.
Performance appraisals and reviews can be used in conjunction with various other THESES tools
such as Total ----- Management (TQM) to improve the overall performance. This proposal
TERM PAPERS the salient features of performance appraisal and the BOOK REPORT it play in
quality awards such as the Malcolm Baldrige award in the U.S., the Deming Award in Japan and
the EFQM in ESSAY WRITING. Performance appraisal approaches, both in theory and practice
are however, not without flaws. ----- has been selected for TERM PAPER study of the BOOK
REPORT WRITING and weaknesses TERM PAPER WRITING the performance appraisal
approach and special focus will be placed on the effect of culture on the THESIS of this tool.
Introduction BOOK REPORTS relation to previous THESIS
Managers and decision-makers are RESEARCH PAPERS searching for the THESIS and most
effective management THESIS that they can use to control their organization. (Drucker, BOOK
REPORTS) These tools have ranged from inventory management tools THESES as EOQ
(economic order quantity) to management philosophies such BOOK REPORT WRITING Just-
in-Tim (JIT), TQM, TOC (Theory of Constraints), BOOK REPORTS Chain Management
(SCM) and Enterprise Resource Planning (ERP). BOOK REPORTS the years, it
DISSERTATIONS become clear that any one philosophy does not work in isolation. Applying
principles in conjunction to suit the problem BOOK REPORTS end is the optimal approach.
Every business has measurements. These are a result of the market economy. (Drucker, 1974) In
turn, the organization also requires performance measurement at RESEARCH PAPER human
resource level to determine the effectiveness of THESIS management strategy that is ----- in the
organization.
Japanese TERM PAPER enjoy high demand all over the world and industries in Japan are
constantly looking for ways and means of improving their competitive advantage with respect to
the other THESIS countries. Many of the Japanese industries also have "transplant
manufacturing sector" all over the world where similar products are THESIS WRITING in
different environments. (THESIS WRITING, 1995)
Year-round performance appraisals are generally considered to TERM PAPER WRITING a
more ----- picture of the employee's performance than once a year appraisals. (Heathfield, 2003a)
Performance appraisals can be used effectively used BOOK REPORT WRITING determine
succession planning and employee development. (Kaplan ESSAY WRITING Norton, 1992) The
BOOK REPORT WRITING arenas that ESSAY WRITING BSC focuses on are, Financial,
Customer, Internal Business THESIS WRITING, and Learning and Growth. (Coombs, 2003)
Understanding human behavior patterns and effects on RESEARCH PROPOSAL WRITING
organization are important and can help develop a workforce that is dependable and reliable.
(Synergistics, 2003) Educating RESEARCH PAPER involving the worker in the process can
prevent huge personal, property and civil liabilities for the company. (ICEM, 1997) Critics of the
process and people who implement these BOOK REPORT WRITING or are subjected to these
tools often RESEARCH PAPERS a note of COURSEWORK HELP with respect to performance
reviews and appraisals. (Gunn, 2004) For example, BSC cannot TERM PAPER WRITING
universally applied to all industries and markets. (Roberts et al., 2004)
performance appraisals
performance appraisals, performance evaluation and assessment of job
skills, personality and behaviour - and tips for '360 degree feedback',
'360° appraisals', 'skill-set' assessment and training needs analysis tips
and tools
Important changes relating to age discrimination in UK employment law became effective in
October 2006, with implications for all types of appraisals and job performance and suitability
assessment. Ensure your systems, training and materials for appraisals reflect current
employment law. It's helpful to understand these recent laws also if you (young or old) are being
appraised. The UK (consistent with Europe) Employment Equality (Age) Regulations 2006,
effective from 1st October 2006, make it unlawful to discriminate against anyone on the grounds
of age. This has several implications for performance appraisals, documents used, and the
training of people who conduct staff appraisals. For example, while not unlawful, the inclusion
of age and date-of-birth sections on appraisal forms is not recommended (as for all other
documentation used in assessing people). For further guidance about the effects of Age Equality
and Discrimination on performance appraisals, and other aspects of managing people, see the
Age Diversity information. Of course many employment laws, including those relating to other
forms of discrimination, also affect appraisals and performance assessment, but the age issue is
worthy of special not because the changes are relatively recent.
Here is a basic performance appraisal form template, in PDF and MSWord formats. Feel free to
use and adapt it to suit your purposes.
performance appraisal form (pdf) sample/template - downloadable pdf (revised August 2006)
performance appraisal form (MSWord) sample/template - downloadable MSWord file (revised
August 2006)
For guidance on assessment centres/centers, graduate assessment days and group selection
recruitment see the group selection information on the job interviews page.
Also on this page:
Individual Skill/Behaviours Assessments and Group Training Needs Analysis (TNA) - tools,
templates, process, tips and guidelines
360 Degree Appraisals - tools, templates, process, tips and explanation
Appraisals timing with pay reviews, and training and planning issues
Probationary reviews appraisals elements and factors
Tips on completing your own self-assessment performance appraisals
performance appraisals purpose - and how to make it easier
Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feed into business
planning. Formal performance appraisals are generally conducted annually for all staff in the
organization. Each staff member is appraised by their line manager. Directors are appraised by
the CEO, who is appraised by the chairman or company owners, depending on the size and
structure of the organization.
Annual performance appraisals enable management and monitoring of standards, agreeing
expectations and objectives, and delegation of responsibilities and tasks. Staff performance
appraisals also establish individual training needs and enable organizational training needs
analysis and planning.
Performance appraisals also typically feed into organizational annual pay and grading reviews,
which commonly also coincides with the business planning for the next trading year.
Performance appraisals generally review each individual's performance against objectives and
standards for the trading year, agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and succession planning - for individuals,
crucial jobs, and for the organization as a whole.
Performance appraisals are important for staff motivation, attitude and behaviour development,
communicating and aligning individual and organizational aims, and fostering positive
relationships between management and staff.
Performance appraisals provide a formal, recorded, regular review of an individual's
performance, and a plan for future development.
Job performance appraisals - in whatever form they take - are therefore vital for managing the
performance of people and organizations.
Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the
appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore
and emotionally challenging. The annual appraisal is maybe the only time since last year that the
two people have sat down together for a meaningful one-to-one discussion. No wonder then that
appraisals are stressful - which then defeats the whole purpose.
There lies the main problem - and the remedy.
Appraisals are much easier, and especially more relaxed, if the boss meets each of the team
members individually and regularly for one-to-one discussion throughout the year.
Meaningful regular discussion about work, career, aims, progress, development, hopes and
dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much
easier because people then know and trust each other - which reduces all the stress and the
uncertainty.
Put off discussions and of course they loom very large.
So don't wait for the annual appraisal to sit down and talk.
The boss or or the appraisee can instigate this.
If you are an employee with a shy boss, then take the lead.
If you are a boss who rarely sits down and talks with people - or whose people are not used to
talking with their boss - then set about relaxing the atmosphere and improving relationships.
Appraisals (and work) all tend to be easier when people communicate well and know each other.
So sit down together and talk as often as you can, and then when the actual formal appraisals are
due everyone will find the whole process to be far more natural, quick, and easy - and a lot more
productive too.
appraisals, social responsibility and whole-person development
There is increasingly a need for performance appraisals of staff and especially managers,
directors and CEO's, to include accountabilities relating to corporate responsibility, represented
by various converging corporate responsibility concepts including: the 'Triple Bottom Line'
('profit people planet'); corporate social responsibility (CSR); Sustainability; corporate integrity
and ethics; Fair Trade, etc. The organisation must decide the extent to which these
accountabilities are reflected in job responsibilities, which would then naturally feature
accordingly in performance appraisals. More about this aspect of responsibility is in the directors
job descriptions section.
Significantly also, while this appraisal outline is necessarily a formal structure this does not
mean that the development discussed with the appraisee must be formal and constrained. In fact
the opposite applies. Appraisals must address 'whole person' development - not just job skills
or the skills required for the next promotion.
Appraisals must not discriminate against anyone on the grounds of age, gender, sexual
orientation, race, religion, disability, etc.
The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from
1st October 2006, make it particularly important to avoid any comments, judgements,
suggestions, questions or decisions which might be perceived by the appraisee to be based on
age. This means people who are young as well as old. Age, along with other characteristics
stated above, is not a lawful basis for assessing and managing people, unless proper 'objective
justification' can be proven. See the Age Diversity information.
When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow
in whatever direction they want, not just to identify obviously relevant work skills training.
Increasingly, the best employers recognise that growing the 'whole person' promotes positive
attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly
relevant to working productively and effectively in any sort of organisation.
Developing the whole-person is also an important aspect of modern corporate responsibility, and
separately (if you needed a purely business-driven incentive for adopting these principles),
whole-person development is a crucial advantage in the employment market, in which all
employers compete to attract the best recruits, and to retain the best staff.
Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing
'whole-person' development that people will respond to, beyond the usual job skill-set, and
incorporate this sort of development into the appraisal process. Abraham Maslow recognised this
over fifty years ago.
If you are an employee and your employer has yet to embrace or even acknowledge these
concepts, do them a favour at your own appraisal and suggest they look at these ideas, or maybe
mention it at your exit interview prior to joining a better employer who cares about the people,
not just the work.
Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful
tools for appraisals, before or after, to help people understand their natural potential and
strengths and to help managers understand this about their people too. There are a lot of people
out there who are in jobs which don't allow them to use and develop their greatest strengths; so
the more we can help folk understand their own special potential, and find roles that really fit
well, the happier we shall all be.
are performance appraisals still beneficial and appropriate?
It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as
performance appraisals as being irrelevant or unhelpful. Be very wary however if considering
removing appraisals from your own organisational practices. It is likely that the critics of the
appraisal process are the people who can't conduct them very well. It's a common human
response to want to jettison something that one finds difficult. Appraisals - in whatever form, and
there are various - have been a mainstay of management for decades, for good reasons.
Think about everything that performance appraisals can achieve and contribute to when they are
properly managed, for example:
• performance measurement - transparent, short, medium and long term
• clarifying, defining, redefining priorities and objectives
• motivation through agreeing helpful aims and targets
• motivation though achievement and feedback
• training needs and learning desires - assessment and agreement
• identification of personal strengths and direction - including unused hidden
strengths
• career and succession planning - personal and organisational
• team roles clarification and team building
• organisational training needs assessment and analysis
• appraisee and manager mutual awareness, understanding and relationship
• resolving confusions and misunderstandings
• reinforcing and cascading organisational philosophies, values, aims,
strategies, priorities, etc
• delegation, additional responsibilities, employee growth and development
• counselling and feedback
• manager development - all good managers should be able to conduct
appraisals well - it's a fundamental process
• the list goes on..
People have less and less face-to-face time together these days. Performance appraisals offer a
way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to
and nurture these situations, and if you are under pressure to replace performance appraisals with
some sort of (apparently) more efficient and cost effective methods, be very sure that you can
safely cover all the aspects of performance and attitudinal development that a well-run
performance appraisals system is naturally designed to achieve.
There are various ways of conducting performance appraisals, and ideas change over time as to
what are the most effective appraisals methods and systems. Some people advocate traditional
appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more
than a blank sheet of paper.
In fact performance appraisals of all types are effective if they are conducted properly, and
better still if the appraisal process is clearly explained to, agreed by, the people involved.
Managers need guidance, training and encouragement in how to conduct appraisals
properly. Especially the detractors and the critics. Help anxious managers (and directors)
develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to
conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers
and appraisees alike. Particularly - encourage people to sit down together and review informally
and often - this removes much of the pressure for managers and appraisees at formal appraisals
times. Leaving everything to a single make-or-break discussion once a year is asking for trouble
and trepidation.
Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals.
This is most often found where a senior manager or director hates conducting appraisals, usually
because they are uncomfortable and inexperienced in conducting them. The senior
manager/director typically will be heard to say that appraisals don't work and are a waste of time,
which for them becomes a self-fulfilling prophecy. This attitude and behaviour then cascades
down to their appraisees (all the people in their team) who then not surprisingly also apply the
same 'no good - not doing it' negative attitude to their own appraisals responsibilities (teams).
And so it goes. A 'no good - not doing it' attitude in the middle ranks is almost invariably
traceable back to a senior manager or director who holds the same view. As with anything, where
people need help doing the right thing, help them.
All that said, performance appraisals that are administered without training (for those who
need it), without explanation or consultation, and conducted poorly will be counter-
productive and are a waste of everyone's time.
Well-prepared and well-conducted performance appraisals provide unique opportunities to
help appraisees and managers improve and develop, and thereby also the organisations for
whom they work.
Just like any other process, if performance appraisals aren't working, don't blame the
process, ask yourself whether it is being properly trained, explained, agreed and
conducted.
effective performance appraisals
Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance
appraisals, there are many different methods of performance evaluation. The use of any of these
methods depends on the purpose of the evaluation, the individual, the assessor, and the
environment.
The formal annual performance appraisal is generally the over-riding instrument which gathers
together and reviews all other performance data for the previous year.
Performance appraisals should be positive experiences. The appraisals process provides the
platform for development and motivation, so organizations should foster a feeling that
performance appraisals are positive opportunities, in order to get the best out of the people and
the process. In certain organizations, performance appraisals are widely regarded as something
rather less welcoming ('bollocking sessions' is not an unusual description), which provides a
basis only on which to develop fear and resentment, so never, never, never use a staff
performance appraisal to handle matters of discipline or admonishment, which should instead be
handled via separately arranged meetings.
types of performance and aptitude assessments, including formal
performance appraisals
• Formal annual performance appraisals
• Probationary reviews
• Informal one-to-one review discussions
• Counselling meetings
• Observation on the job
• Skill- or job-related tests
• Assignment or task followed by review, including secondments (temporary
job cover or transfer)
• Assessment centres, including observed group exercises, tests presentations,
etc.
• Survey of opinion of others who have dealings with the individual
• Psychometric tests and other behavioural assessments
• Graphology (handwriting analysis)
None of these methods is mutually exclusive. All of these performance assessment methods can
be used in conjunction with others in the list, depending on situation and organizational policy.
Where any of these processes is used, the manager must keep a written record, and must ensure
agreed actions are followed up. The notes of all review situations can then be referred to at the
formal appraisal.
Holding regular informal one-to-one review meetings greatly reduces the pressure and time
required for the annual formal appraisal meeting. Holding informal reviews every month is ideal
all staff. There are several benefits of reviewing frequently and informally:
• The manager is better informed and more up-to-date with his or her people's
activities (and more in touch with what lies beyond, e.g., customers,
suppliers, competitors, markets, etc)
• Difficult issues can be identified, discussed and resolved quickly, before they
become more serious.
• Help can be given more readily - people rarely ask unless they see a good
opportunity to do so - the regular informal review provides just this.
• Assignments, tasks and objectives can be agreed completed and reviewed
quickly - leaving actions more than a few weeks reduces completion rates
significantly for all but the most senior and experienced people.
• Objectives, direction, and purpose is more up-to-date - modern organizations
demand more flexibility than a single annual review allows - priorities often
change through the year, so people need to be re-directed and re-focused.
• Training and development actions can be broken down into smaller more
digestible chunks, increasing success rates and motivational effect as a
result.
• The 'fear factor', often associated by many with formal appraisals, is greatly
reduced because people become more comfortable with the review process.
• Relationships and mutual understanding develops more quickly with greater
frequency of meetings between manager and staff member.
• Staff members can be better prepared for the formal appraisal, giving better
results, and saving management time.
• Much of the review has already been covered throughout the year by the
time comes for the formal appraisal.
• Frequent review meetings increase the reliability of notes and performance
data, and reduces the chances of overlooking things at the formal appraisal.
Obviously the first part of a formal document like this needs to contain essential identifying data:
• organization, division and department
• year or period covered
• name
• position
• location/site/based at/contact details (e.g., email)
• months in present position
• length of service
N.B. The UK (consistent with Europe) Employment Equality (Age) Regulations 2006, effective
from 1st October 2006, make it unlawful to discriminate against anyone on the grounds of age.
As such, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is
not recommended (along with all other documentation used in assessing people). See the Age
Diversity information for more details.
Part A (to be completed by the appraisee before the interview and sent to the appraiser x days
before the appraisal)
A1 State your understanding of your duties and responsibilities.
A2 Discussion points: (not exhaustive or definitive - for more ideas look at the interviews
questions)
1. Has the past year been good/bad/satisfactory or otherwise for you, and why?
2. What do you consider to be your most important achievements of the past
year?
3. What do you like and dislike about working for this organization?
4. What elements of your job do you find most difficult?
5. What elements of your job interest you the most, and least?
6. What do you consider to be your most important tasks in the next year?
7. What action could be taken to improve your performance in your current
position by you, and your boss?
8. What kind of work or job would you like to be doing in one/two/five years
time?
9. What sort of training/experience would benefit you in the next year?
Broaden this question to include 'whole-person development' beyond
job skills - for example: What do you have a personal passion for
that we might help you to pursue? (It's a fact that when person develops
interests, talents and experiences that they truly love and enjoy - even if the
area seems completely unrelated to work - then the person becomes more
valuable, mature, and motivated at work too, because they have grown as a
person. Within reason, employers can and should help people to develop in
any way they wish, and often even the most unconnected development or
experiences hold much valuable learning that are directly transferable and
usable at work - all it takes is a bit of imagination.)
A3 List the objectives you set out to achieve in the past 12 months (or the period covered by this
appraisal) with the measures or standards agreed - against each comment on achievement or
otherwise, with reasons where appropriate. Score the performance against each objective (1-3 =
poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):
A4 Score your own capability or knowledge in the following areas in terms of your current role
requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring
evidence with you to the appraisal to support your assessment. (This list is not exhaustive or
definitive - the list should reflect the requirements of the job and the career path.) See the
skills and behaviours assessment tools for other aspects to include in this list. Other roles in other
industries, for example technical, engineering, healthcare, legal, finance, leisure, transport,
construction, etc, will require different skill sets. These are examples of a typical commercial or
management skill set.
1. commercial judgement
2. product/technical knowledge
3. time management
4. planning, budgeting and forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting expectations, deadlines and commitments
10.creativity
11.problem-solving and decision-making
12.team-working and developing/helping others
13.energy, determination and work-rate
14.steadiness under pressure
15.leadership and integrity
16.adaptability, flexibility, and mobility
17.personal appearance and image
18.appreciation and application of social responsibility, sustainability, and ethical
considerations
A5 In light of your current capabilities, your performance against past objectives, and your future
personal growth and/or job aspirations, what activities and tasks would you like to focus on
during the next year. Include in this any 'whole-person non-work-related development that the
person feels would help them to grow and become more fulfilled as a person.
Part B (to be completed during the appraisal by the appraiser - where appropriate and safe to do
so, certain items can completed by the appraiser before the appraisal, and then discussed and
validated or amended in discussion with the appraisee during the appraisal.)
name of appraiser:
position:
time managing appraisee:
B1 Describe the purpose of the appraisee's job. Discuss and compare with self-appraisal entry
in A1. Clarify job purpose and priorities where necessary.
B2 Review discussion points in A2, and note the points of interest and action.
B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period
covered by this appraisal - typically these objectives will have been carried forward from the
previous appraisal record) with the measures or standards agreed - against each comment on
achievement or otherwise, with reasons where appropriate. Score the performance against each
objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-
appraisal in B3. Discuss and note points of interest and action, particularly training and
development needs and wishes.
B4 Score the appraisee's capability or knowledge in the following areas in terms of their current
(and if known, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 =
excellent). NB This competencies list is not exhaustive or definitive - the list should reflect the
requirements of the job and the career path. See also the skills and behaviours assessment tools
for other aspects to include in this list. Other roles in other industries, for example technical,
engineering, healthcare, legal, finance, leisure, transport, construction, etc, will require different
skill sets. These are examples of a typical commercial or management skill set. Compare with
the self-appraisal in B4. Discuss and note points of interest and action, particularly training
and development needs and wishes.
1. commercial judgement
2. product/technical knowledge
3. time management
4. planning, budgeting and forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting expectations, deadlines and commitments
10.creativity
11.problem-solving and decision-making
12.team-working and developing/helping others
13.energy, determination and work-rate
14.steadiness under pressure
15.leadership and integrity
16.adaptability, flexibility, and mobility
17.personal appearance and image
18.appreciation and application of social responsibility, sustainability, and ethical
considerations
B5 Discuss and agree the appraisee's career direction options and wishes, and readiness for
promotion, and compare with and discuss the self-appraisal entry in A5. Some people do not
wish for promotion, but everyone is capable of, and generally benefits from, personal
development - development and growth should be available to all, not just the ambitious. Again
consider 'whole-person' development outside of obvious work-related training.
B6 Discuss and agree the skills, capabilities and experience required for competence in current
role, and if appropriate for readiness to progress to the next role or roles. It is usually helpful to
refer to the skill-set or similar to that shown in A/B4, in order to accurately identify all
development areas, whether for competence at current level or readiness to progress to next job
level/type. Consider the connections between a person's natural talents, personal interests,
passions, etc., to their work roles and their work aspirations. There are often huge overlaps
between ' whole-person development' outcomes (which might not obviously relate to work) and
the person's job. A person who becomes better at anything outside of their work almost always
becomes better at their work too. The big difference of course is that people want to pursue their
own personal passions and interests, whereas many are not so keen to attend job skills training
courses that to them are far less stimulating. Seek to help the person to grow in whatever
direction they want, not just to identify relevant work skills training.
B7 Discuss and agree the specific objectives that will enable the appraisee to reach competence
and to meet required performance in current job. These must adhere to the SMARTER rules -
specific, measurable, agreed, realistic, time-bound, enjoyable, recorded.
B8 Discuss and agree the specific objectives that will enable the appraisee to move towards, or
achieve readiness for, the next job level/type, or if no particular next role is identified or sought,
to achieve the desired personal growth or experience. Must also adhere to SMARTER rules.
B9 Discuss and agree as far as is possible (given budgetary, availability and authorisation
considerations) the training and development support to be given to help the appraisee meet the
agree objectives.
NB Appraisers should note that personal development and support must be offered to all
employees, not just the ambitious. Job-skills training isn't restricted to sending someone on an
external course - it includes internal courses, coaching, mentoring (mentoring someone else and
well as being mentored), secondment to another role (eg, deputising for someone while they are
away on holiday), shadowing, distance-learning, reading books, watching videos, attending
meetings and workshops, workbooks, manuals and guides, researching, giving presentations;
anything relevant and helpful that will help the person develop towards the standards and aims,
and as a person. Training and development should not be restricted to job-skills. Discuss ways to
help the person achieve whatever personal development and experiences that they feel passionate
about, even if initially there seems no relationship or benefit to the work and the job because
almost certainly there will be: often in the skills themselves, and if not, then almost always in the
increased wisdom and maturity that comes from any sort of personal growth.
Avoid giving commitment to an appraisee for any training expenditure before suitable approval,
permission or availability has been confirmed - discuss likely training and development
requirements with the relevant authority before the appraisal to check on policies and options and
approvals. Raising false hopes is not helpful to the appraisal process.
B10 Any other issues (it's important to offer the opportunity to the appraisee to raise any other
points, even if they need to be discussed at another meeting, outside of the appraisal process,
which would generally be the case.)
Signed and dated appraiser and appraisee:
(Finally it's advisable to show instructions as to the distribution of copies of the completed form,
a reminder of its confidential nature, and a statement as to the individual's rights under the data
protection laws applicable.)
tools for appraisals, assessments and individual/group
training needs analysis
The following are few examples of tools and materials that relate closely to the appraisals
process, and particularly for identifying and prioritising individual and collective group training
needs, all of which is commonly referred to Training Needs Analysis, or TNA.
Modern integrated computerised HR/training management systems will offer more sophisticated
functionality than these simple tools, however these templates and traning needs analysis (TNA)
spreadsheets can be useful for basic requirements, and also for specifying and evolving more
modern complex learning and development management systems.
Bear in mind that these assessments and TNA tools are concerned principally with conventional
work skills and attributes, and how to identify and prioritise group development needs. You
should consider separately how best develop unique personal potential in every person, since a
person's unique personal potential is usually quite different to the skills implied or required by
their job role. See the 'Fantasticat' concept for ideas about nurturing and encouraging
development of unique personal potential.
how to use skills/behaviours assessments and training needs analysis tools
The skill/behaviours individual assessments and training needs analysis tools (available in pdf
and working file MSExcel versions above and from the free resources section) are simple,
effective and flexible tools for assessing individual training needs and for group training needs
analysis. Adapt them to suit your purposes, which can extend to specifying and evolving more
complex learning and development management systems.
While the word 'training' is used widely on this webpage (mainly because many people search
for and recognise the word 'training'), try to use the words 'learning' and 'development' when
structuring your own processes and adapting these tools. The words Learning and Development
capture the spirit of growing people from the inside out, rather than the traditional approach of
'putting skills in' through prescriptive training methods, which are less likely to enthuse and
motivate people than self-driven learning and development.
The Training Needs Analysis (TNA) spreadsheet is now available in three different variations,
based on three different individual skill/behaviour assessments for the roles:
• general,
• commercial/sales, and
• management.
The tools, available above, offer a simple, free and very powerful way to identify, assess,
analyse, prioritise and plan training needs, for individuals, small teams, small companies, and
very large organisations.
You can use the tools in the present format or adapt them to suit your situation. Obviously ensure
that the skill/behaviours descriptions are consistent throughout the individual assessment tool
and the Training Needs Analysis tool. It is entirely possible to include a variety of 'skill-sets' on a
single TNA spreadsheet.
You can use whatever scoring system suits you and your situation, although number scoring
(rather than words or letters) is necessary for spreadsheet analysis.
A 1-4 scoring system generally works well, since it gives less opportunity for middling, non-
committal answers. Primarily you need to know simply whether each capability is adequate for
the role or not.
Ensure you identify clear definitions for the scoring, particularly if comparing or analysing
different people's scores, where consistency of measurement is important, eg:
• 1 = little or no competence
• 2 = some competence, but below level required for role
• 3 = competence at required level for role
• 4 = competence exceeds level required for role
Or:
1 = never meets standard
For self-use: The skills/behaviour set assessments require some interpretation and ideally
discussion with a trusted friend, colleague or boss to establish the 2nd view validation. As well
as encouraging self-awareness development and simply thinking about one's own feelings and
aptitudes, the assessment and reflection are an interesting and viable basis for
assessing/discussing/reviewing personal development and career focus. When the scoring is
completed you can prioritise your development needs (essential skills with the lowest scores).
For use with others as development tool: The skill/behaviour assessment is an effective tool for
recruitment, appraisals and ongoing development and training. It can be adapted for different
roles, and if used with existing staff ideally the person performing the role should have some
input as to the skill and behavioural criteria listed, and the importance (essential or desirable) for
each characteristic in the role. Working with a group to adapt the skill-set criteria according to
the people's jobs makes an interesting workshop and team building session: involving people in
developing the system creates a sense of ownership and commitment to using the assessment
method itself. The skill-set/behavioural tests can be used in conjunction with the Training Needs
Analysis tool available from the website as a working MSExcel spreadsheet file. Assessment can
be carried out formally one-to-one as part of an appraisal or review meeting, referring to
evidence if appropriate, or informally in a workshop situation as a group exercise (assessment in
pairs, with partners helping to establish the 2nd view validation for each other). Whether
informally or formally assessed, the results for a group can be transferred to the corresponding
Training Needs Analysis tool, to identify team or group training priorities. Training priorities are
the essential skills with the lowest average scores.
Informal assessments in a workshop situation also enable an immediate 'straw poll' analysis of
group training needs, and as such provide an excellent method for quickly identifying and
agreeing training and development needs for a group.
key questio
skill/capability feedbac
skill/capability n feedback question
element k score
area number
1
2
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
A working file based on this format is available in MSWord and Excel versions:
free 360 degree appraisals form template in MSWord format
free 360 degree appraisals form template in MSExcel format
You can see from this that the process of designing the feedback document (essentially a
questionnaire) is to build it from the role's key skill areas, break down these into elements, and
measure each via carefully worded questions, which the respondents answer and thereby grade
the performance - ie., give feedback - in respect of the person in question.
The question as to anonymity of respondents is up to you. A grown-up organization with grown-
up people should be able to cope with, and derive more benefit from, operating the process
transparently - but you need to decide this. Some people are happier giving feedback
anonymously. And some people are not able to deal particularly well with criticism from a
named person. For more information and guidance about handling and explaining this particular
aspect refer to the Johari Window model - it's a powerful and helpful concept to use alongside
the 360 degree feedback/appraisal process.
As mentioned above, workshops are a good way to devise these questionnaires, especially the
questions to assess each skill or behavioural element.
Analysis of group results is much easier if you use a numerical rating system. The sample free
training needs analysis spreadsheet tool can easily be adapted for analysis of 360 degree
feedback results, which can then feed into the analysis of training needs. The same training needs
analysis tool is also available in pdf format.
see also
Other tools and materials related to appraisals, individual assessments, and learning and
development, including:
• job interviews and interviewing - the processes are similar to appraisals -
many of the questions are useful and can be adapted for the appraisal
meeting or the appraisal form itself - the information and ideas for group
selections and assessment centres also relate potentially to performance
appraisals
• personality theory and models
• multiple intelligence theory and learning styles
• coaching and training process flow diagram
• delegation/objectives SMART tool
• training planner tool
• Kolb learning styles theory and diagram
• empathy to build trust and diffuse conflict
• transactional analysis - for better communicating and understanding
• delegation - how to
• Adams equity theory on job motivation and diagram
• leadership tips
• job descriptions - structure and examples - it's helpful to have the person's
job description at appraisals, or to take yours along if it's your own
appraisal...
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performance appraisals
performance appraisals, performance evaluation and assessment of job
skills, personality and behaviour - and tips for '360 degree feedback',
'360° appraisals', 'skill-set' assessment and training needs analysis tips
and tools