Writing Performance Appraisals
These appraise a person’s performance in his or her current job, identify methods of improving this performance, highlight training needs, and often assess suitability for another job, promotion, and/or a change in salary.
What points should I bear in mind?
Appraisal reports are very important because what you write will have a direct effect on people’s career prospects. They are very difficult to write. The dilemma is that, on the one hand, you need to know a person quite well in order to write a fair report while, on the other hand, it can be difficult to be objective when you know a person quite well.
Not only that, you will need to decide what is relevant and what is not. For example behavioural patterns are likely to change according to circumstances, and we tend to remember extremes of behaviour. Ask yourself: ‘Are they really typical?’ Try keeping a notebook and update it regularly in order to build up an accurate and balanced picture of people. Also talk with them about this throughout the year, not just at counselling and appraisal interviews.
The responsibilities of an appraisal report writer, therefore, are acute. Be specific and avoid euphemisms. You must be able to justify every tick in the matrix boxes, and every word and phrase you use.
What would be a suitable format for an appraisal report?
You may be required to complete a standard form. Details will vary from organisation to organisation, but the broad outline of an appraisal report should cover the following headings and questions:
1. The Job
- The job description, its objectives, component tasks, methods and resources.
- Are they satisfactory?
- If not, why not?
- What changes are required?
- What action is recommended – by whom, how and why?
2. Job Performance
- What objectives must be met and what tasks must be fulfilled?
- Have these been achieved?
- What is the actual evidence from work performance, indicating success or failure?
- How far have any failures been within or outside the job-holder’s control?
- What does the evidence of past performance show about the strengths and weaknesses in knowledge, skills and attitudes of the job-holder?
- What precise action is recommended – by whom, how and when – to build on strengths, to remedy weaknesses and to develop the individual by means of training and further work experience?
3. Summary of Action Proposed
- What action has been agreed to be taken by whom, how and when?
