The formal assessment.
WHAT IT SHOULD BE
A summary of conversations already held.
WHAT IT SHOULD NOT BE
The first time concerns are raised.
WHY
Surprises at review indicate a failure of ongoing management.
WHAT TO PREPARE
What was expected What actually happened Specific examples Feedback from others, where relevant
WHAT TO ASK THE EMPLOYEE FOR
Their own assessment, in advance.
WHY
It frequently changes yours, and it makes the conversation a discussion.
WHAT TO COVER
Performance against objectives What went well What needs to change Development Objectives for the next period
WHAT TO AVOID
Generic praise Criticism without examples Comparison with colleagues Assessment of personality rather than work
WHY PERSONALITY IS DANGEROUS GROUND
It cannot be evidenced and it invites claims.
WHAT TO DO ABOUT DISAGREEMENT
Record it, alongside your assessment.
WHY
The employee is entitled to have their view noted.
WHAT TO DO IF RATINGS ARE CONSTRAINED BY PROCESS
Say so honestly.
WHY
Pretending a distributed rating reflects individual merit is transparent and corrosive.
WHAT TO LEAVE WITH
Agreed objectives and any support committed.
WHAT TO RECORD
The review, signed by both.
WHAT TO DO AFTERWARDS
Follow through on what was committed.
