The following In-house Advisor practice note provides comprehensive and up to date legal information covering:
In many organisations, appraisals (in the sense of an exchange orchestrated by the HR function) are only held once a year. However as the team leader, you are appraising your staff throughout the year by observing their behaviour and how others interact with them, having one-on-one conversations with them about the challenges they face, and informal conversations with the business colleagues they support. Appraisal sessions should pull all the threads together and not be the moment of revelation of dissatisfaction.
It can send a very negative message if the impression is given that appraisals are an imposition—they are an important way of demonstrating commitment to a team member’s performance and personal development.
You clearly have to conform with whatever process requirements your HR department stipulates, but here are a few suggestions:
let your staff know in advance any specific questions you will pose
ask them to nominate their most and least appreciative clients so you can talk to them
fix a time you are confident of keeping and which perhaps gives an opportunity to have lunch together after the more formal session
hold the session in a meeting room, rather than your office (if you have one)
consider this running order:
start by reviewing their successes or improved approaches
review their frustrations and concerns
discuss feedback from business and legal colleagues
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