This course has been developed to support managers develop others performance
and conducting appraisal’s.
This course will enable you to give honest feedback, not postponing or sugar coating
• What is an appraisal
• Adequately prepare and plan for an appraisal.
• Roles and responsibilities of managers
• “do’s and don’t”
• Setting performance objectives
• Giving feedback
• Identify the essential elements of an effective
• The appraisal process
Take it in turns to introduce yourself, include;
– Your name and role
– Level of experience in conducting appraisals
– One expectation of today’s event
What is an appraisal?
‘An assessment of an employee’s
performance, potential and development
needs. The appraisal is an opportunity to
take an overall view of work content,
loads and volume, to look back on what
has been achieved during the period and
agree objectives for the next period.’
NHS Constitution (2012)
The NHS Constitution commits the Trust to providing all staff with
personal development and access to appropriate training for their
Enabling our staff to achieve their full potential and take pride in the
services that they deliver.
What skills does a Manager need when
The purpose of Appraisal and the
Do’s and don’ts
Why do we have an
What are the obstacles
to a good appraisal?
What are the Key
Features of a good
Feedback – what is it?
Feedback is Giving the ‘I’ message
•I saw, heard, experienced (description of behaviour)
•I see what happens then (effects)
•I feel about this (feelings)
Feedback is a way to confront:
•With an honest and open attitude
•Aiming at results
•With respect for the other
•Does not impose solutions
Feedback should always be:
•Descriptive and clear
•Specific and useful
•Given at the right moment
•Balance between positive and
• Activity in groups the managers can try to identify the
errors and suggest how to improve the appraisal to
make it more effective.
• How to do effective performance appraisals:
• Fixing performance issues:
Now that we know all of the steps for conducting an effective performance appraisal
you will have the opportunity to develop your skills by participating in a role play.
•The role play will consist of the manager, the employee and the observer, who will
observe the role play and report back.
•You will be presented with hand outs of the performance appraisal scenarios. The
observers will be provided with key questions to answer.
•(provided in word doc)
•Begin by dividing the group into three and distributing the hand out.
•Instruct participants to read the scenario and determine who will play the roles. Then
give participants time to prepare for the scenario.
•After ask the participants to begin the role play. Instruct the managers to conduct the
appraisal as if they were actually conducting a performance appraisal. Similarly with
employees to respond as if they would under normal circumstances.
•Instruct the observers to use the Observers to guide to help to provide feedback to
the managers and employees.
THE APPRAISAL PROCESS
Recording the outcome
Gathering evidence and preparing for the meeting
Conducting the Appraisal meeting
Scheduling the meeting
Distributing the documents
The Knowledge and Skills Framework
• Provides a useful supporting framework to identify development
• Is a tool made up of a number of dimensions
• Helps managers and staff identify the skills, knowledge and
experience required to undertake a role.
• Can be used to identify development needs in the current post
• Can be used to underpin decisions about pay progression.
• Valuable in supporting career progression and service
2. Personal and People Development
3. Health, Safety and Security
4. Service Improvement
6. Equality and Diversity
7. Use of information
8. Leadership and management – applicable to specified posts only
• Simplified KSF reduces the need to collect
• All evidence should be readily available in the
• Evidence collection is not an industry
• Evidence can be uploaded onto the appraisal
document it is gathered
• If it relates to a patient or client or is
confidential, identifiers must be removed
• Quality is better than quantity
• Care plans
• Supervision notes / Reflective notes / diaries
• Reports / letters that the individual has
composed / written / email trails
• Programmes of training that the individual
has helped to deliver
• Adverse incidents – these may be positive as
well as negative, offer a real opportunity to
learn and/or prove competence
• Managers / work colleagues comments
• Compliments / thank you letters
• Work records / learning logs
• KSF Gateways are specific points on a pay band where a more
detailed assessment of the application of knowledge and skills is
a precursor to pay progression
• Foundation Gateway
• Second Gateway
NHS Employers Link
What have we covered:
•Recognised your role and responsibility as a manager in conducting
a performance appraisal.
•Adequately prepare and plan for an appraisal.
•Explain the importance of providing meaningful feedback to
•Identify the essential elements of an effective performance