A Guide to Successful Performance Reviews

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We are often asked to advise clients on the introduction or review of appraisal/performance review systems and regularly find complicated systems with lengthy forms that are dreaded by both managers and subordinates. Performance reviews should never be meetings where the Manager reels out a long list of all the things the employee has done wrong or badly in the past year. Performance issues should be addressed as they occur – not stored up for the annual appraisal. This is an opportunity for a positive and meaningful two-way discussion between an employee and their line manager about what has happened over the last six months or year. The objective should be to review the previous year’s achievements and to discuss any future training, development and career planning relevant to the individual and the organisation. It is both a stocktaking exercise and a springboard for the future. The outcome of the discussion should be a clear plan for both participants in terms of taking action to make sure that the employee is able to achieve their full potential at work. The benefits that can result from this process in terms of improved communication and enhanced performance for both the Manager and the subordinate, and the Company, will only be achieved if all parties are wholly committed to the process. The forms should be simple and clear, designed to focus on the correct agenda in line with the Company’s objectives and be completed together as a record of the discussion that took place and the action points and outcomes agreed must be conscientiously followed up. For guidance on the correct and most beneficial way or carrying out performance reviews, email enquiries@crispinrhodes.co.uk

Have a look at David Brent’s appraisal discussion with Keith, the accountant at to see how NOT to carry out a performance review –

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