Staff Appraisal
Management and staff have agreed to put in place (example) a company-wide system for staff appraisal. Each member of staff will meet at least once a year with their manager to discuss and assess the employee’s performance and to complete an appraisal form.
Staff appraisal interviews are a valuable means of (19) between managers and subordinates: they ensure that an organization develops its human (20) and that employees get maximum job (21)
The guidelines below have been drawn up in order to assist in this (22)
The Appraisal Interview
The main (23) of the interview is to (24) employees be as effective as possible in their present jobs. It (25) the manager and subordinate the opportunity to review past and present job performance together, and to (26) for the future.
First Stage—Preparation for the interview
Before the appraisal interview the manager and subordinate should (27) the specific areas for discussion and agree on a time-period which the appraisal should (28) (normally 12 months).
Second Stage—At the interview
If necessary the employee and manager should (29) to last year’s appraisal and decide whether key aims and targets have been achieved. They should (30) on aims for the future appraisal period and how performance should be judged.
Third Stage—Assessment of performance
The appraisal document should be completed by the manager after the interview. It should then be discussed with the employee before the (31) signing.
It should include:
a) Areas of the employee’s work where there have been failures.
b) Areas where there have been prominent successes.
c) An assessment of the employee’s (32) to organize and plan his or her time, and to make the most efficient (33) of resources.