Analyse the indicators and possible causes of poor performance levels at the Cavendish Hall Hotel. Advise the HR manager how they can build an effective High-Performance Work System to address the performance issues you have identified. 1. ANALYSE performance problems NOT describe e.g. Stuff. Use more evidence than tripadvisor report; e.g. general case study, information going into appraisal process; Milly and Joan case studies (300 words)  2. ANALYSIS and EVALUATION of what are possible causes: discussion of these causes not always obvious - AMO, Pilbeam Corbridge e.g. training, illness, lack of information etc. (400 words) Hint:  Don’t jump to conclusions, consider the possible alternatives e.g. use AMO or the Pilbeam and Corbridge Model to help you 3. HOW: More than describing!!! For High-Performance-Work-Systems locking elements together. What is in your BUNDLE? But do NOT describe what are the principles/concepts; broad description of bundles rather than individual practices; WHY bundle is important to the hotel (considering your CAUSES of PP). Also need MEASUREMENT practises/systems. (600 words) Hint:  Is the literature clear on what should be included? What are you trying to achieve e.g. consider AMO and discretionary behaviour. Consider what bundles of policy and practices are used within the hotel sector and which of these might address the performance problems you have identified above.  **Don’t forget a performance management system includes performance measurement practices DON’T JUST DESCRIBE LOTS OF PRACTICES!   4. How do you LINK everything up?; How is what you suggest different to what is done now?; think about horizontal & vertical integration via the golden thread / strategy; HR performance link – intended practices and perceived practices (600 words) Hint: Consider how this system approach might differ from the practices they currently have in place.  Consider integration issues (golden thread?) and the role of leadership and line managers.  Consider the importance of how employees PERCEIVE the practices. Consider the importance of fairness, trust and delivering on what is expected 5. What obstacles to HPWS? Trust, contingent on LM  (400 words) Hint: Discuss the limitations of the research on HPWS (do they work?) Consider the ‘Dark Side’ of HPWS and how this could be overcome. Consider implementation issues via the Line Manager. The Cavendish Hall Hotel Information Pack 5HR515 (Managing Performance through People) *Please read this booklet carefully and bring it with you to every seminar session. Table of Contents 1.The Assignment Case Study3 2. The Divisional Managers Brief6 3. The Young Managers Brief7 4. Front Office Manager: Job Description and Person Specification8 5. Behavioural Ranking Scales (BARS) – The Cavendish Hotel Group9 Customer Focus9 Planning and Organizing Work10 Developing a Successful Team11 Building Trust12 6. What will happen in the Appraisal Practical?13 7. Apprais.

1. Analyse the indicators and possible causes of poor performance
levels at the Cavendish Hall Hotel. Advise the HR manager how
they can build an effective High-Performance Work System to
address the performance issues you have identified.
1. ANALYSE performance problems NOT describe e.g. Stuff.
Use more evidence than tripadvisor report; e.g. general case
study, information going into appraisal process; Milly and Joan
case studies (300 words)
2. ANALYSIS and EVALUATION of what are possible causes:
discussion of these causes not always obvious - AMO, Pilbeam
Corbridge e.g. training, illness, lack of information etc. (400
words)
Hint: Don’t jump to conclusions, consider the possible
alternatives e.g. use AMO or the Pilbeam and Corbridge Model
to help you
3. HOW: More than describing!!! For High-Performance-Work-
Systems locking elements together. What is in your BUNDLE?
But do NOT describe what are the principles/concepts; broad
description of bundles rather than individual practices; WHY
bundle is important to the hotel (considering your CAUSES of
PP). Also need MEASUREMENT practises/systems. (600
words)
Hint: Is the literature clear on what should be included? What
are you trying to achieve e.g. consider AMO and discretionary
behaviour. Consider what bundles of policy and practices are
used within the hotel sector and which of these might address
the performance problems you have identified above. **Don’t
forget a performance management system includes performance
measurement practices
DON’T JUST DESCRIBE LOTS OF PRACTICES!
4. How do you LINK everything up?; How is what you suggest
different to what is done now?; think about horizontal &
vertical integration via the golden thread / strategy; HR

2. performance link – intended practices and perceived practices
(600 words)
Hint: Consider how this system approach might differ from the
practices they currently have in place. Consider integration
issues (golden thread?) and the role of leadership and line
managers. Consider the importance of how employees
PERCEIVE the practices. Consider the importance of fairness,
trust and delivering on what is expected
5. What obstacles to HPWS? Trust, contingent on LM (400
words)
Hint: Discuss the limitations of the research on HPWS (do they
work?) Consider the ‘Dark Side’ of HPWS and how this could
be overcome. Consider implementation issues via the Line
Manager.
The Cavendish Hall Hotel Information Pack
5HR515 (Managing Performance through People)

3. *Please read this booklet carefully and bring it with you to
every seminar session.
Table of Contents
1.The Assignment Case Study3
2. The Divisional Managers Brief6
3. The Young Managers Brief7
4. Front Office Manager: Job Description and Person
Specification8
5. Behavioural Ranking Scales (BARS) – The Cavendish Hotel
Group9
Customer Focus9
Planning and Organizing Work10
Developing a Successful Team11
Building Trust12
6. What will happen in the Appraisal Practical?13
7. Appraisal Practical Feedback Sheet15
8. Appraisal Form17
1.
The Assignment Case Study
Daphne Jones has recently been appointed as HR manager of the
Cavendish Hall Hotel, a 200 bedroom, four-star county house
hotel, located in rolling hills a few miles south of a major
northern industrial conurbation. The hotel provides a wide range
of conference and banqueting facilities and is a popular
wedding location. It employs a range of full time, part time and
temporary seasonal staff across 5 departments: Events and
Banqueting, Rooming and Reception, Housekeeping, Food and
Beverages, HR and Administration. The organisations aims to

4. be “The regions number one venue choice for events and
conferencing”. They aim to deliver through a strategy of
personalised customer service experience, bespoke events
packages, competitive pricing and an outstanding
accommodation and restaurant experience.
The hotel operates a formal annual appraisal scheme which, as
part of a new performance management system, has been linked
to an individual performance related pay scheme. Each member
of staff receives a one per cent salary increase irrespective of
performance to take account of the increased cost of living.
The hotels line managers must then assess each member of staff
in their team as either Excellent, Good, Satisfactory or
Unsatisfactory based on their individual performance over 12
months and this is used to determine any further pay rises.
An interim appraisal review is also conducted after six months.
The purpose of this review is to focus on the career aspirations
and learning and development requirements of employees.
These are conducted by the same line manager who is
responsible for feeding back relevant information to the HR
department to help form the hotels talent development strategy.
Despite the scheme the hotel manager has discussed ongoing
performance problems with Daphne. The hotel has received
some poor reviews from guests concerning levels of customer
service and room cleanliness on Trip Advisor UK:
“The staff try hard but lack the professionalism of a 4/5 hotel to
compete. I will stay in the hotel over the road next time as much
better value for money in my opinion.”
“Yesterday I forgot my key. After running miles to the
reception, they gave me another key which still didn’t work. No
fresh orange juice at breakfast.”
“Booked four nights for a very special occasion but checked out
after two truly disappointing days. Service was not friendly or
prompt. Our room had a flickering bathroom light that was
never replaced.”
“I was surprised that standards have slipped so much. Staff are
no longer friendly and ’on the ball’. I couldn't relax in my room

5. as I was repeatedly interrupted by staff checking the room.
Indifferent service in the bar, very slow checkout caused by
only one member of staff being available to serve many
customers. When an extra member of staff did appear to help
with checkout and I mentioned the long delay she commented
that she was busy on the phone.”
Perhaps unsurprisingly given these reviews, the hotel is also
suffering from declining room occupancy rates which is now
attracting negative attention from head office.
As a starting point to her investigations, Daphne has reviewed
the latest employee engagement survey and has noted some
apparent problems. In particular, Daphne has noticed that the
engagement scores from the hotel rooming and reception
department are lower than in the rest of the hotel. The scores for
this department are also worse than in the previous year’s
survey.
Rooming and Reception
Hotel
% agree
% agree
1. I know what is expected of me at work
63%
74%
2. I have the materials and equipment I need to do my work
right
67%
68%
3. At work, I have the opportunity to do what I do best every
day
71%
94%
4. In the last seven days, I have received recognition or praise
for doing good work

6. 35%
64%
5. My supervisor, or someone at work seems to care about me as
a person
42%
72%
6. There is someone at work who encourages my development
47%
68%
7. At work, my opinions seem to count
29%
76%
8. The mission or purpose of my company makes me feel my job
is important
73%
75%
9. My associates or fellow employees are committed to doing
quality work
84%
88%
10. I have a best friend at work
91%
94%
11. In the last six months, someone at work has talked to me
about my progress
41%
65%
12. This last year, I have had opportunities at work to learn and
grow.
46%
70%
The divisional manager tells Daphne he was involved in the
appointment of an ambitious new manager to Rooming and

7. Reception approximately 3 months ago. They have good hotel
experience, working previously as a receptionist for three years,
followed by 2 years as a team leader/supervisor in events and
banqueting. He tells Daphne he has been pleased with this new
manager’s progress. They are able and energetic and have
already improved the efficiency of their work section by quickly
re-organising some of the procedures and improving the
methods used in the department.
Daphne checks the HR records and sees that paperwork has been
returned indicating that this manager has completed the annual
appraisals on all of his staff on time and she notices that they
have all been set the same objectives around accuracy on
paperwork and computer booking processes. While there are
entries in the appraisal paperwork in the section on development
there have been no requests for training and development from
the department according to her training administrator.
Checking the key HR metrics for the department she also notes
that sickness absence in this department has increased well
above the hotel average. On average the department has lost 8
days per year to sickness absence compared to 5.3 in the hotel
as a whole.
Daphne presses the Divisional Manager for more information
about the young manager and he tells her that, on reflection, he
walks around the department whenever he is in the hotel and on
several occasions he has passed by the manager talking to staff
members and noticed the tone of their voice was sharp. Now he
thinks about it, on a couple of occasions he thinks some of the
staff members might actually have looked upset. He has also
over-heard conversations between staff members where the
manager’s name has been mentioned in connection with bad
attitudes. Just the other day an accounting clerk made some
harsh comments about the manager’s attitude and complained
about the way he had spoken to her when he identified an error
in her banking paperwork. He says he has observed the
manager holding morning meetings with his team but these
seem to be quite short and focused on the allocation of tasks for

8. the day.
2. The Divisional Managers Brief
You are a Divisional Manager in the Cavendish Hotel Group.
You have 10 Front Office Managers in different hotels who
report to you, each of whom is directly responsible for a small
team of staff and liaison with staff and managers throughout
their hotel to quickly resolve guest queries or complaints. One
of them was appointed 3 months ago following an internal
advertisement and a selection procedure in which you took part.
Previously they had worked for 3 years as a receptionist
followed by 2 years as a team leader/supervisor in events and
banqueting. They are young, only 25 years old, and married
with one child. This manager is now in charge of a group of 10
mainly mature ladies responsible for hotel reception and
reservation services at the Cavendish Hall Hotel including the
daily banking procedures.
Current Situation
You are generally satisfied with the new Managers progress.
They are able and energetic and have already improved the

9. efficiency of their work section by re-organising some of the
procedures and improving the methods. You are a little
uncertain however whether they are adopting the right approach
to the staff. Before they took over the job, you had a meeting
with them in your office and among other things, advised them
to start carefully, particularly bearing in mind the contrast
between their existing colleagues, being their own age or
younger, and the new staff most of them older and with a long
background in the department.
You don’t have much evidence there may be a problem but you
do walk around the department most days and on several
occasions you have passed by the manager talking to staff
members. You haven’t been able to hear what was being said,
but you could hear the tone of their voice was sharp and see the
expression on the face of staff members looking upset. You
have also over-heard conversations between staff members
where the manager’s name has been mentioned in connection
with bad attitudes. You have tried to keep an eye on this
situation and have come to the conclusion that the manager’s
approach may be creating friction with some of the staff.
The other evidence was supplied by the accounting clerk. You
always make a point of talking to her for a moment when you
pass by. The other day she mentioned “that young manager
wants to watch their step or they’ll get a swollen head”. You
don’t like listening to tales, but you couldn’t stop the clerk. She
said that a week ago she had made an error on the daily banking
documents. The manager had been around at the time and had
pointed this out to her. You understood that the clerk did not
object to being corrected when making mistakes, but she felt
that the Manager had been very undiplomatic in the way they
had done so. You are afraid that bad feelings may be building
up throughout the department and that this might come to affect
the output.

10. This is the major problem you want to raise with the manager in
the appraisal interview. You don’t think they have done any
real harm yet but you are anxious to prevent any difficulties
arising in the future. You also know the manager might take
offence, but that if you can put him on the right track now, they
will be a valuable manager in the future.
3. The Young Managers Brief
You are a front office manager at the Cavendish Hall Hotel.
You are 25 years old, married, with one child. You were
appointed to the manager’s role 3 months ago following an
internal advertisement and a selection procedure. Previously
you worked for 3 years as a receptionist followed by 2 years as
a team leader/supervisor in events and banqueting. You are
now responsible for the management of a team of 10, mainly
mature ladies and hotel reception and reservation services at the
hotel including the daily banking procedures. You must also
liaise with staff members and managers throughout the hotel to
quickly resolve guest queries or complaints. This is the first
time that you have worked with older people, being used to
working with young teams of students on part time casual
contracts in events and banqueting. However you are ambitious
to get on and determined to succeed. At the same time you are a
little sensitive to criticism.
Current Situation
The age of your staff members vary from 28 to 55 and most of
them are nearer the top of the range. Before you took over the
Divisional Manager had a talk with you and amongst other
things, advised you to be sensitive at the start – bearing in mind
the contrast between the banqueting colleagues and your new
staff. You were naturally a little concerned yourself at the
beginning, but you were pleasantly surprised by the fact that it
has not seemed as difficult as you imagined it would be. You
have at least managed to keep control of your staff.

11. You have re-organised some of the procedures to eliminate
bottlenecks and introduced some new methods. These changes
have improved efficiency. Further grounds for your confidence
include:
· The fact that on several occasions members of your staff have
experienced difficulties, and in spite of you being quite new in
the setup, you have managed to spot the difficulty and help
them sort it all out. You know yourself to be a quick thinker
and this has helped you considerably.
· There is an accounting clerk in your section, responsible to the
Head of Internal Audit. She is a long serving member of the
department and is 48 years of age. About a fortnight ago she
made an error in the calculations on the daily banking
documentation. You happened to be there at the time, and when
you looked at the calculations, you showed them to the clerk,
and after a brief discussion she agreed she had made a mistake
and corrected them.
In fact, generally you feel you have cause to be pleased with the
way things have gone for you and you are looking forward to
the performance appraisal.
4. Front Office Manager: Job Description and Person
Specification
Job Purpose
Reporting to the Rooms Divisional Manager, the Front Office
Manager is in charge of reception and the switchboard.
Responsible for welcoming guests and handling any complaints,
he or she:
· Supervises reservations and the allocation of bedrooms with
the Executive Housekeeper
· Monitors the customer accounts and till accounts
· Applies and ensures the application of the sales strategy to
maximise occupancy and average room price
· Co-ordinates the reception team, organising its work and

12. schedules
Key Responsibilities
· To monitor the quality of welcome extended to guests
· To recruit, train and motivate the members of his or her team
· To ensure that all hotel standards and procedures are applied
· To manage daily billing and payments
Skills
· Use of Windows
· The ability to train and motivate a team
· The ability to be available to work nights, weekends or public
holidays
· Sales ability
· Hospitality
· Adaptability: coping with the diversity of customers and their
needs
· Self-sufficiency
· Self-control: handling complaints
· Good relationship skills
· Team leadership
· Good memory: remembering guests
· Taking the initiative
· Discretion
·
Qualifications
· From A-levels to 2 years’ further education to HND standard
or similar in Hotel or Tourism studies
· 4 years’ experience of reception
· Fluency in a second language is an advantage
· Good general level of education
· Significant experience of Fidelio (reservations system)
5. Behavioural Ranking Scales (BARS) – The Cavendish Hotel
Group
Customer Focus

13. Making customers and their needs a primary focus of one’s
actions; developing and sustaining productive customer
relationships.
Unsatisfactory
· Inflexible or unwilling to take appropriate risks to meet the
needs of the customer.
· Shows insensitivity and abruptness toward customers.
Responds negatively and defensively to complaints.
· Provides incompetent answers or does not give any
information at all.
· Does not accept responsibility for one’s actions and tasks.
Makes excuses or blames others when problems are not solved.
· Does not listen to input from others. Responds untimely to
feedback or complaints, if at all. Tends to avoid the customers.
· Uses existing rules or procedures to justify avoiding service to
customer groups.
· Considers customer feedback as negative.
Satisfactory/Good
· Openly receives feedback on customer service. Listens to
customer needs and does what is required to service customers.
· Takes into consideration how actions or plans will affect the
customers and accommodates as necessary. Offers alternatives
to situations and changes direction to better meet customer
needs.
· Meets or exceeds customer expectations by providing
accurate, complete information.
· Accepts responsibility and takes action to address customer
needs.
· Seeks to understand the reason for customer’s needs. Adheres
to time frames. Remains focused under pressure.
· Seeks out new customers and provides education on services
provided.
· Openly accepts feedback.
Excellent
· Effectively prioritizes customer needs. Stays focused on

14. customer’s needs and offers alternatives as appropriate.
Responds to feedback in a timely manner.
· Builds excellent rapport and cooperative relationship with the
customer, general public, and/or client.
· Cooperates/coordinates with other departments to satisfy
customer needs.
· “Goes the extra mile” to satisfy customer needs and frequently
exceeds customer expectations.
· Works to eliminate barriers that interfere with providing
outstanding customer service.
· Welcomes and solicits feedback and constructive criticism.
Planning and Organizing Work
Establishing courses of action for self and others to ensure that
work is completed efficiently.
Unsatisfactory
· Often does not seek the use of all resources to get the work
done.
· Does not manage time well; fails to plan and allocate time and
resources appropriately.
· Encounters an unusually high number of setbacks that delay
work completion or project success.
· Has difficulty prioritizing actions; needs a great deal of
direction.
Satisfactory/Good
· Identifies roadblocks to goal attainment and is able to adjust
the plan to avoid them.
· Reorganizes work activities when setbacks or changing
priorities are encountered.
· Follows up on progress toward plan of action in a timely
manner. Completes tasks on time.
· Effectively prioritizes work activities of self and others.
Excellent
· Understands objectives of the organization and is able to
leverage resources effectively.
· Effectively re-prioritizes tasks and projects as needed and

15. ensures timely completion.
· Consistently completes tasks ahead of schedule.
· Anticipates the need for alternative courses of action and
successfully implements contingencies in response to frequently
changing demands; knows project status and risks at all times.
Developing a Successful Team
Using appropriate methods and a flexible interpersonal style to
help develop a cohesive team; facilitating the completion of
team goals.
Unsatisfactory
· Does not allow full involvement in decisions.
· Team members may generate ideas, but the leader makes all
substantive decisions.
· Does not explain team goals and objectives and individual
roles.
· Fails to provide the structure or support necessary for the team
to function effectively.
· Allows one or more team members to unduly influence others.
· Does not allow team members to participate in the formulation
of objectives.
Satisfactory/Good
· Provides opportunities for involvement of team members in all
phases of the project.
· Listens and incorporates team members’ ideas in decisions;
actively involves team in decision making.
· Ensures that all team members understand their roles and how
they relate to those of other team members.
· Shares recognition with team.
· Monitors team progress toward goals and regularly provides
feedback to the team regarding their progress.
· Ensures that all members are part of the decision-making
process.
· Formulates team objectives and defines expected outcomes.
Excellent
· Consistently incorporates shared information into the process;

16. creates an environment of openness and honesty.
· Values opinions of team members and acts to promote success
of team.
· Consistently models the visions and values of the
organization; builds a team committed to the same.
· Highly skilled in ensuring that all members and partners
understand roles and objectives.
· Demonstrates partnership building skills; gives credit where
credit is due.
· Regularly seeks feedback and provides necessary feedback to
staff.
· Builds pride in team work and inspires members to excel.
· Effective in pulling from all sources relevant information to
formulate team goals and objectives.
Building Trust
Interacting with others in a way that gives them confidence in
one’s intentions and those of the organization.
Unsatisfactory
· Does not treat others in a consistent and fair manner; reverses
decisions often; “plays favorites” with some subordinates.
· Does not keep confidential information or personal
information to self; shares inappropriate information.
· Does not timely communicate important information to
employees and customers. Does not address problems and acts
indirectly and passively with others.
· Does not take personal responsibility and places blame on
others when things go wrong.
· Does not routinely follow through on commitments, if at all.
Satisfactory/Good
· Interacts effectively with others. Is fair and consistent with
staff. Treats others with respect.
· Is trustworthy with confidential information.
· Follows through on commitments and promises.
· Provides accurate information. Communicates openly and
honestly with employees, peers, and supervisor.

17. · Accepts responsibility for one’s actions, regardless of the
outcome.
Excellent
· Consistently treats people with respect and fairness. Instills
good work ethics, provides guidance, and supports others.
· Always keeps confidential or personal information to self
when appropriate.
· Clearly articulates directions to others and follows through at
all times. Meets all commitments and avoids over-commitment.
· Consistently provides available information on a timely basis.
Is open and honest in communications on difficult issues.
· Openly accepts responsibility for setbacks and less successful
endeavors by self or team; discusses how to amend the situation
in the future, including modification of own efforts or actions.
6. What will happen in the Appraisal Practical?
The role play will take place in your seminar next week. It is a
compulsory activity and attendance will be closely monitored at
this session.
Your tutor will organise you into groups of 3 or 4 and you will
decide who will play which roles. There are three roles:
1. The interviewer
2. The interviewee
3. The observer (two observers if you are in a group of 4)
Note: You will repeat the activity three times rotating roles
each time so you have the opportunity to experience all three

18. roles.
In order to make this exercise as realistic as possible we would
like you to prepare carefully. A real-life appraisal can last
more than one hour so you will not have time to carry out a
complete review. We would like you to aim to run a 20 minute
appraisal meeting. In your planning document consider how
you will divide up these 20 minutes into the different tasks you
need to complete during the meeting. You are required to cover
three key areas:
· Review the objectives that were set at the last meeting (these
are shown on the appraisal form below)
· Agree at least one objective to be achieved by the next
appraisal and any development required to achieve this.
· Discuss longer term career plansInterviewer and the
interviewee
· Carefully read the briefs in this pack (p6 & 7). Remember you
may not have all the information you would like to make a full
and accurate review, unfortunately this is often the same in ‘real
life’ where it is rare for one person to know everything about a
particular person or situation.
· Where the brief doesn’t give you sufficient details, you can
make up your own facts and assumptions provided they do not
conflict with the main brief.
· Do not treat the exercise as a game and try to outwit your
opponent – either by facts you invent or the way you act in the
interview.
· Play the role in a way that seems natural to you and consistent
with the brief.Observer
· Study the feedback sheet provided below.
· Sit in a position where you are out of direct line of sight with
the role-players (so you don’t put them off), but you can clearly
hear and see them.
· Be silent during the role-play. You should take no part in the
session.
· Observe the role-play process in order to be able to give

19. valuable feedback to the participants during the discussion
afterwards.
· Make notes during the interview using the checklist provided.
Remember to note examples of both good and bad practice. Do
NOT simply use ticks and crosses. You will need to hand your
feedback to the appraiser at the end of your discussion so please
try to write clearly. Post-exercise discussion
· Review the role-play. The observer should sum up first but the
interviewer and interviewee should also discuss how they ‘felt’
during the interview and how they think it could have been
improved from their perspective.
· Highlight the good things as well as the bad.
· Offer comments in a constructive and helpful way, illustrating
them with specific examples whenever possible. Do not belittle
any of the participants.
· Make notes for your own reference of the key things you have
learnt from the activity.

20. 7. Appraisal Practical Feedback SheetAppraiser:
……………………………………………..Appraisee:
……………………………………………..Observer:
……………………………………………….
Environment
· How well was a relationship established?
· How was it done?
· What was the climate like?
· How relaxed was the meeting?
Questioning skills
· Did they use an appropriate mix of question styles
· Did they use open questions to get the appraisee talking
· Did they ask the employee how they thought they had been

21. performing?
· Did they use closed questions to clarify information where
appropriate
· Did they use the funnel technique
· Did they probe for further information where appropriate
[Try to record some examples of different question types used]
Listening skills
· Did they demonstrate active listening skills
· Did they demonstrate positive body language
· Did they allow the speaker to finish
· Did they leave appropriate silences
· Did they ‘reflect back’ the appraisees comments
· Did they clarify details and check their understanding

22. Feedback skills
· Did they base the feedback on facts/observations
· Do they gain agreement with the appraisee about how well
they performed
· Did they identify areas of strength
· Did they describe development areas confidently and clearly
· Did they help the appraisee explore how they could develop
these areas
· Did they help the appraisee break development plans down
into achievable steps
Agreement
· How far did they reach agreement on the waiting list managers
performance and contribution to results?
· What got in the way of this?
· What did the appraiser do to overcome areas of disagreement?
The Future
· Did they ask about the individuals job satisfaction
· Did they find out what ‘makes the employee tick’
· Did they explore the employees career aspirations?

23. Support
· What strengths were identified?
· Did they agree on how to further develop these strengths?
· What problems were identified?
· What solutions and options were identified?
· Were they agreed?
· Were any training and development needs identified?
· Were any interventions agreed?
Managing the Discussion
· Did they achieve a balanced 2 way conversation (check your
communication chart)
· Did the appraisee do most of the talking
· Did the discussion end positively
· Did they agree the next steps to be taken?
Other

24. 8. Appraisal Form
Hint: You will be required to complete this form to summarise
your meeting after the appraisal practical. Does your appraisal
planning document cover each area.
Performance & Development Review

26. NAME
JOB TITLE
1. Review: How well has the manager met the objectives set
at their last meeting? Explain why this rating has been given.
Objective
Rating
Explanation/Justification/Evidence
Complete a review of all booking and reservation processes and
create an action plan to improve these to achieve a 10% increase
in customer booking satisfaction.
Provide evidence of weekly communication and collaborative
decision making activities undertaken with the team focused on
securing a 5% increase in Q4 and Q7 on the employee
engagement survey.
2. Going forward: What objectives have you agreed the
manager should achieve by your next meeting?

27. Objective
Timescale
Success Measures
Learning & Development Activity
Target Date

28. 3. Support: Agree learning and development support required to
achieve objectives
4. Career Aspirations: Record discussion about appraisees
future career direction
5. Comments

29. Manager
Employee
6. Assessment (tick which grade applies)
· Excellent
· Good
· Satisfactory
· Unsatisfactory
Review Manager
(name and signature)
Reviewee
(name and signature)
Date

30. 27