I need to write appraisals

[Nosha123]

What are good questions to include and a structure to follow?

The current format we have is too waffley and since the company has just gone through a redesign - we want to redesign the appraisal too.

I would like to include a 'job satisfaction' piece that is more about the individuals feelings and emotions, then also a part about what they feel their role includes and their responsibilities.
Anyone got any good appraisal questions I could use?

[woofgang]

I would strongly advise that you tread carefully where feelings and emotions are concerned and stick to objectively verifiable stuff. Opinions are fine.

[Canary42]

Q: "Do you believe in the appraisal process?"

[woofgang]

answer: PMSL

[Nosha123]

Oh come on guys.. I need serious questions!!!

What can I put??
(Canary. most of them here dont as the bosses have not been very good at actually DOING them in recent years!!! Some people spent ages filling the form in only to never get the actual appraisal meeting with the boss!)

[Nosha123]

I thought the feelings and emotions bit might be good.. but you reckon to avoid it like the plague?
Feelings are quite low here at the moment so thought it would be a good opportunity to get your gripes down on paper.

No???

[woofgang]

okay seriously. I was on both ends of the appraisal process for many many years and helped to redesign the process twice.
What is the objective for the company? What objective measurable outcome(s) does the company want to get from the appraisal process?
Once you are clear about the answer to that then you can be clear about how the process should run and what documentation is needed.
Any help, shout.

[woofgang]

feelings and emotions....depends how much time you want to spend listening to how miiiiiserable everyone is and how morale has never been so low. Trust me...been there bought the t shirt, wore it for the appraisals...the salt marks on the shoulders just NEVER wash out lol.

[bednobs]

if people have gripes they should be able to bring them in the open at any time, not just store them up for their appraisal!
What you are proposing sounds more like a job interview to me - if they aren't doing or arent sure what their role includes or their responsibilities, you have the wrong people working for you.
It should however include what they want to acomplish in the next period before their next appraisal and how they are going to do it. Also perhaps what they have done well over the (year?) and what they feel they haven't done as well (plus how they would do it better in the next period)

[Nosha123]

Thanks WOof

OK..
Objectives...
to ensure everyone is working according to their roles and understand their satisfaction levels and understand both their short and long term goals/plans

I wanted to add the bit about their feelings, job satisfaction (or dis-satisfaction) to make it a bit more personable

[Nosha123]

"if people have gripes they should be able to bring them in the open at any time, not just store them up for their appraisal"

They should yes.. but most dont! They seem to stew in silence for 363 days then have an appraisal!

and yes I want to identify where people may not be fulfilling their roles properly

[bednobs]

The working culture is something that's really hard to change, but golly, if people just store up all their gripes all year that's a culture that needs changing asap!

[Davethedog]

I have to agree with Bedknobs, if there are any difficulties with your workers and you wait until the appraisal you have problem.

Any question should be a verifiable by a third party as possible i.e your work with spread sheets is a level 3 because A.B.C. Personalities should come into it.

I have found appraisals to bring down moral, they appear by turns devisive, boring, repetative. They are etremley unsettling and nothing is ever done with the results.

[Nosha123]

sure is bednobs.... Trying to help people find their voices!!! in a constructive manner of course!
Theres a lot that needs to change here...

Current appraisal questions include
WHat is your job descrip and various duties. Then you fill in comments against each element of your role and score yourself.
Then theres a section on competencies... which you score yourself on inc
Job knowledge
planning and organisation
decision making
communication
teamworks
business perspective
productivity

then theres a section on your previous goals/objectives and future goals/objectives

[Nosha123]

interesting Dave.. were you listening to a conversation I had here earlier???
"I have found appraisals to be boring, repetative. They are extremley unsettling and nothing is ever done with the results."

I need to bring about a wind of change here... I think appraisals are important for the business and the individual!

[bednobs]

at my work we do have yearly appraisals. However, we also have monthly-6 weekly catch up meetings with our line managers to work out where we are, what we should be doing and any gripes

[woofgang]

Delivering on JD should be a direct line management function and should be being visited informally on a daily basis. If someone is not performing to jD, you don't wait a year to address it. Appraisal should be supported by regular supervision by the line manager. the supervision should review the plans made at appraisal and agree any necessary action plus whatever else is appropriate.
have the assessee do some prep on the highlights and lowlights of their year supported by evidence. assessor should also have a list so they can gently mention any gaps in the assessee's list.
Annually, check if the JD still reflects the job. If the assessor or assessee thinks that it doesn't then they should produce objective proof of this and agree on whether the job description or the job should change to bring them back into line.
Ask the assessee if they have skills they feel that are not being used to full company advantage or if there are skill gaps that they feel need to be addressed. line manager should also have a view on this and both parties should be able to validate their opinion with evidence.
ask the assessee where they feel their career is going and how this fits in with the rest of their life. they don't have to answer the "rest of their life" bit. Manager should also have a view on career progression.
Any other business from both parties. manage this bit carefully so it doesn't turn into a backbiting session or a moan fest.
Agree plans to address issues raised from the above conversations. plans should be a list of what needs to be done, how it needs to be done, who is responsible for doing it, by when it needs to be done, review dates or frequency and evidence of outcome.

[Canary42]

Sorry I disappointed you Nosha123, but in all my forty-two years experience I never found any appraisal system useful (not as a receiver or giver). For this reason I am now very cynical about it (and about HR departments) and quite honestly any formal process is a waste of time - one should receive/give performance feedback on a regular basis as part of the job - removing it to a formal annual process is just ducking the issue. Sadly this is the route many organisations take.

Good luck :)

[woofgang]

I feel exactly the same about HR departments, supervision and appraisal should be functions of the line manager.

[Maydup]

The most useful appraisals are those that help the business plan for the year ahead.

Forms or notes are helpful to record the conversation, but I don't beleive they should be written in much depth. Here are my topic headings:

-Is there a Job Descrip and is it still relevant?
-Comment on the appraisees performance this year.
-Describe the plans for the year ahead.
-Discuss how these plans affect the appraisee and what their particular objectives will be. eg We're going to sell a new product and you'll be doing the marketing for it. Or we're hoping to replace our machinery and I'd like you to help consult with our suppliers on te best options.
-What training will the person need to fulfil these plans or to do a better job than they already do.
- Do they have any suggestions for improvement for either the business or their role.

Appraisals work best when they get people talking, planning and pulling together.

[boxtops]

Our appraisals go like this:

Part 1
Look at objectives for the past year, appraisee fills in comments about how/whether they have been attained, reasons why if not.
Appraisee fills in section saying how they think they performed, things they are particularly pleased with, anything which got in the way of their achievements.
Manager fills in section commenting on performance,
Part 2
Based on business plan, set objectives for coming year, with benchmarks and review dates, how you will demonstrative when objective reached
Part 3 - Personal development plan
What training and development the appraisee needs in order to perform in coming year or expand their knowledge, under these headings
Statutory/mandatory
Job specific requirement
personal/professional development

We discuss the soft stuff verbally, we don't document it necessarily - appraisal is about performance against targets, not emotions - and the appraisal is NEVER a time for either of you to spring surprises. Nothing about problems or performance issues should ever wait until appraisal to be raised - they should be addressed at the time they arise. Appraisal is not the time for greivances or disciplinary matters - the gripes your staff are feeling should be aired in team meetings and 1:1s, most definitely NOT in appraisals!