| Prepare... |
...what you are going to say and how the appraisee might respond. Also try to anticipate what the appraisee is likely to say to you and the issues they might raise. |
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| Engage... |
...the appraisee in a conversation so they contribute to the meeting's agenda, self-assess and present next steps. |
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| Respect... |
...the emotions and abilities of the appraisee. Acknowledge what has been done well. Present information so that appraisees can accept it without feeling devalued or blamed. |
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| Feedback... |
...constructively. Make feedback descriptive but not so specific that the appraisee finds it pedantic. If the source of the feedback is not trusted by the appraisee, it will be ignored. |
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| Own... |
...the process. Appraisal is a task many managers love to hate. Appraisees will see it as a waste of time unless you can convey your belief in, and enthusiasm for, the process. |
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| Relevant... |
...to the appraisee's role. The appraisal should focus on issues relevant to the workplace's purposes and avoid over emphasising issues which he or she can't control. |
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| Mutuality... |
...between you and the appraisee. As well as learning about the appraisee’s career goals and developmental needs, you should also discuss where the department is going in the future. Invite questions and be prepared to receive views in return. |
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