Appraisal discussions that develop the talents of the whole team
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Some managers like appraisal meetings, many more dread them! Yet they can be a great way to develop talent and motivate and energise your team. Use the following framework to shape your discussion and get the best out of the time invested.
Start by checking that they are doing the right things – are they doing what you think they are doing? It’s not unusual for people to absorb new tasks or responsibilities without making a fuss. If this is part of their natural progression – great! Here’s an opportunity to recognise their initiative and thank them. If they are taking on extra projects which are detracting from the overall team performance though, perhaps due to another team offloading on to yours, it’s your opportunity to recalibrate and set things right.
How have they been progressing against any additional objectives set last year? Ideally, you’ll have been checking progress on an ongoing basis so now’s the chance to celebrate success, recap on the experience and skills gained, and discuss what new opportunities this development opens up for them.
Overall how well do they feel they are performing, are there any issues they’d like to discuss? Appraisals are about giving your team members the chance to talk to you, uninterrupted, about how they feel work is going. Listen carefully to what they say and respond appropriately.
What changes to their role or the way they currently undertake their work do they think would be beneficial? The best ideas for improving how we work invariably come from those doing the job first hand, so don’t miss this opportunity to gain other insights and raise everyone’s game.
What further development would they like in their current role? Find out what’s of interest and how you might support or accommodate this development. Likewise, are there any aspects of their role which are becoming routine yet which would provide great training opportunities for someone else in the team?
What do they see as their key strengths, their particular contribution to the team? If they are unsure, ask them when they feel most motivated and energised at work – what is happening for them? It’s good to know what our strengths are – successful careers are built on these – so help your team articulate theirs.
Are there aspects of their work they are good at but which they find draining? If so, can these be reduced, or delegated elsewhere preferably to someone for whom such work is energising!
What weaknesses do they feel they have? If this is due to lack of experience or training then develop an action plan to address these. If, however, it’s simply an area they’ll never master then acknowledge we all have these weaknesses and plan how to manage them effectively so their careers aren’t derailed. This can include reducing exposure to such work and delegation of it to others.
What are their aspirations over the coming 12-18 months – how can you support them to develop skills/experience required to help them achieve their goals? If they have no particular aspirations, discuss how you can ensure their skills remain up-to-date so that their employability doesn’t wane over time.
TAKE AWAY
Appraisals give employees a chance to discuss with their managers how they are progressing in their current role, what challenges they face and what further support and training they require which will enhance their performance at work. By listening carefully, supporting and challenging as appropriate, you can ensure these discussions recognise and develop the talents of everyone in the team, are motivating and energising, and ensure your team are focused and engaged on the challenges of the year ahead.