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Seb Anthony

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Appraisal / Performance Management forms


My organisation will shortly be undertaking a review of it's appraisal / performance management process, and part of this will be looking at reviewing the forms that support it.

Currently we have had some feedback from managers that the existing forms are unwieldy and "put people off". Personally I think this is a bit of an excuse, but nonetheless we need to look at the forms to see if we can improve them.

Does anyone have any examples o appraisal / performance management forms they could share with me? We are looking to gather a few different formats so we can see what appeals to our managers.

I would be particularly interested if anyone has anything that is used within a very operational business where there are a lot of "hands on" supervisors who don't have a lot of desk time to complete this sort of thing.

Helen Wyatt

2 Responses

  1. here’s an idea
    Hi Helen
    if it is the managers in the organisation, the people who have to use the forms, who don’t like them/find them user friendly, why not try this approach;
    1. Get the managers/supervisors (or at least a representative group of volunteers) together at lunchtime over a plate of sarnies.
    2. Explain to them that you want to make sure that, whatever forms are used,they are appropriate to the managers/supervisors needs.
    3. Facilitate a design session for the managers to develop your organsation’s own, bespoke, “perfect” forms.
    4. You are present to provide guidance regarding “best practice” but they are the driving force.
    5. If you have all the managers present you can then format the new forms and distribute for use.

    If you have a “task force” you can format and circulate for comment.

    Either way you get an “invented here” outcome that managers/supervisors can’t justifiably object to as unsuitable.

    If you need to review the process (as well as the forms) you could do this in a similar way.

    I have done this, and I know others who have done it this way and it really produces effective outcomes.


  2. Performance Management and forms
    Can I suggest you take a step back. The place to start is with the performance management outcomes you want to achieve, then the performance management process, and lastly the performance management forms.
    While I am a believer in good performance management, I’m not convinced by the supposed wisdom of the day around this issue, especially when it comes to competencies, job descriptions, reporting mechanisms and, of course, forms.
    (Those of a like mind should check out
    Good performance management is usually about the quality of the conversation not the mechanics of form filling. But I accept that such proceedures will be around for a while – and sometimes we need the least worst process and forms that aim to help not hinder.
    I wish I could offer a magic formula but without knowing about your system it is hard to say what the form might look like (is it linked to pay, do you have corporate competencies, do staff have objectives and targets, are people subjected to a comparative rating, is there a separate personal development planning form, is any data centrally collated, does anyone ever look at these forms, etc?).
    As a rule of thumb I’d make the structure as simple, intuitive and short as possible. And work at getting the content to be meaningful, objective and focused on recognising & improving performance.
    The conversations and how they are written up can sometimes be tough – that is as it should be – the form should be straightforward.
    Best of luck


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