How To Get Appraisals Right
With sufficient preparation and planning, nursery managers can turn those dreaded staff appraisals into something much more positive, says Vicky Stanton…
Do you do appraisals with your staff, or do you not bother?
Do your staff dread the word popping up in an email or conversation? If so, why is that? Is it because they don’t see any value in them, or because they see them as a stressful process that’s both time consuming and confrontational? Or do they just see them as an inconvenience that prevents them from doing their real jobs? The annual appraisal can sometimes be the only time over the previous year that manager and appraisees will have sat down together for a meaningful one-to-one discussion. If that’s the case, then no wonder it’s a stressful experience – and that, of course, defeats the whole purpose. So what’s the answer? Meaningful, regular discussions about work, career aspirations, progress and development, while not forgetting the social side of things. In fact, pretty much whatever you wish to talk about will be okay, as this starts a process that will make the appraisal less stressful, and quicker to deal as the conclusion to an ongoing process involving two people who know and trust each other.
Is it worth it?
Appraisals, in whatever form they take (and there are lots), have been a mainstay of management for years, and with good reason. There are many things that appraisals can contribute to and achieve when they are managed effectively, including:
• Measuring short, medium and long-term performance in a transparent way
• Staff motivation through achievement and feedback
• Setting and re-establishing the goals and aims of individuals and teams
• Career development and succession planning – both personal and organisational
• Employee growth and development
• Organisational training needs assessment and analysis
There are different ways of conducting appraisals, from traditional appraisals and forms and 360° appraisals to nothing more than a blank piece of paper – but whichever method you choose to use, there will be five simple steps you can take to make them as effective as possible:
1. Keep it simple The more elaborate the scheme, the more likely it is to fail and become discredited.
2. Provide training and guidance to everyone involved Train anyone who will be responsible for conducting appraisals and give guidance to the appraisees.
3. Make sure that the appraisals are actually carried out Whether that means you or colleagues to whom you’ve delegated the the responsibility, the appraisals must actually take place – after all, people management and development is an integral part of a manager’s job.
4. Remember that it’s a two-way process During the appraisal itself, both manager and appraisee should get their turn to speak and contribute
5. Don’t spring any surprises If there are performance matters to be dealt with, don’t leave them until an appraisal – make sure they’re dealt with at the time they occur (though it is appropriate to document such concerns in the summary of the year’s performance).
Be realistic
If an appraisal can be seen as a positive process – one that allows employees to raise realistic requirements, aspirations and concerns, while letting managers praise staff, discuss needs and consider future succession planning – then it’s more likely that the process will be embraced by all as an effective tool. Of course, the key to making it a real success is ensuring that your staff see the value in having appraisals. You can do this by listening to them and taking their requests for development seriously. If, however, there are no real opportunities for development and training, then don’t make promises in an appraisal meeting that you can’t keep, since the process will be deemed worthless. When staff feel good and valued in their employment, they make great employees – which can only be good news for your setting.
Vicky Stanton is the director of HR 4 Your Nursery and has recently launched HR Hub – an online one-stop shop for all your people resources needs, including contracts, letters and policies. To find out more, visit vickystanton.sendmedetails.com/teach-early-years
