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Appraisals – expected and needed 

Appraisals – expected and needed What does the word ‘appraisal’ mean to you? Do you dread that time of the year when the term ‘annual appraisal’ is bandied about? Is that because you have many appraisals to write? Or is it because you know your appraisal will virtually mirror that of last year’s, as your appraiser hasn’t the time or the inclination to write it? The latter can unfortunately be a common occurrence, and for the individual concerned it’s rather demoralising.

Paul Singer states that “in the workplace, employees should be judged on their merit and hard work and not on aspects that are irrelevant to their performance”. True – perhaps. But what are the aspects that are irrelevant; how do you define them? It’s apparent that the appraisal process requires structure if it’s to be applied equally across the multidisciplinary team. After all, your team will want parity, and no one member of staff will want to be disadvantaged. There are many approaches to the appraisal process and maybe you term it differently, for example: performance appraisal, annual report, employee evaluation, etc. Whatever name it’s given is irrelevant; it’s how it’s managed that’s key. Appraisals are a fundamental element of working life and an essential management tool. Employees need to know what they’re being measured against; is it their roles and responsibilities, their set objectives, a combination of both or something different?

From a manager’s perspective, you’ll need to ensure the appraisal process is effective in your practice, and decide who needs an appraisal and when. That can be easier said than done when you add 360º appraisal, revalidation and more to the mix! For GPs, annual appraisal is key supporting evidence in demonstrating their fitness to practise and is extremely important. Let’s remember that appraisal is always a two-way process and both parties – that is, the appraiser and appraisee – have roles to play. Whilst the appraisee receives feedback, they also have an opportunity to give feedback to the appraiser about their personal performance, goals and aspirations. It’s during the appraisal that the objectives for the next year can be set. Hence the requirement to ensure the process is two-way!

The element of surprise has no place in the appraisal process; both the appraiser and the appraisee need time to prepare. Even if you’re a seasoned appraiser, you must still take the time to prepare. No manager wants their employee to leave thinking that the appraisal process was poorly managed and that the appraiser (the manager) doesn’t know what they’re doing! Give the appraisee at least two weeks’ notice to prepare for their appraisal. This will ensure they have time to think about what they’ve achieved during the year, how they could have done better, etc. It also affords them the opportunity to review the agreed set objectives and to state whether they achieved them or not and why. Once the individual has compiled this information, they can return the appraisal documentation to the appraiser, usually two days before the appraisal. They can then make notes for their discussion based on the information provided.

So what you are you trying to achieve in the appraisal? Clarity and development are two things that immediately come to mind. Your team will need to understand what’s expected in the forthcoming year, illustrating the requirement to agree and set objectives during the appraisal. But remember, objectives need to be SMART – that is, Specific, Measurable, Achievable, Realistic and Time-bound:

Specific – Clearly outlining what’s required in an unambiguous manner

Measurable – How are you going to measure success? This needs to be explained

Achievable – You need to set achievable objectives; that doesn’t mean they can’t be challenging, but they should be achievable

Realistic – Can it be achieved? Is the individual able to do it (skills, knowledge)? Do they have sufficient resources?

Time – Set deadlines and make sure there’s time added to compensate for any unforeseen issues which may hamper progress

Additionally, you’re both (appraiser and appraisee) identifying personal development requirements for the year ahead, which enables the individual’s PDP to be updated. Be sure to align the development of the individual to their own desires and to the strategic objectives of the practice. This will ensure that the individual becomes committed to their own development whilst helping them understand how their objectives and PDP are linked to the overall strategic objectives of the practice, and what the outcomes will achieve.

Although time-consuming, good, structured processes can improve productivity in the workplace, increase retention and ultimately enhance the working relationship between the appraiser and appraisee. Take the time to show you’re interested in the individual and that the appraisal is not only about performance but also about developing their skill set and supporting them with their future career aspirations.

I’ll leave you with this quote, which I think encapsulates the need for effective appraisal: “A performance appraisal that is conducted effectively leads to greater employee morale, higher productivity, creating a positive culture and improved overall performance and effectiveness of an organisation” – Kumar Parakala.

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Phil - Practice Index

Phil is the Learning and Compliance manager for Practice Index. With over 26 years' experience in primary care, including a career in the Royal Navy, Phil provides training and consultancy support to the primary care sector, specialising in CQC advice, organisational change and strategic management.

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