This is the final piece of the CIPD presentation I made earlier this year relating to how to create a better performance appraisal process and more 'feedback rich' organisation; the first two elements regarding 'Context' and 'Mindset' have been covered in earlier posts.

Duncan Brown of the Institute of Employment Studies (IES) makes excellent reference in his article regarding performance management as to how, despite good intention and ambition, organisations fail through poor practice and delivery.

We might have set the importance of feedback in the context of performance management correctly and adopted the right frame of mind as we come to do it, but without a process which is easy to implement and follow, organisations will fail to create something sustainable.

- Clearly linked to the organisation's purpose and against a broad scorecard of performance.

- Had a focus on the reviewing line managers who have to implement the process HR design.

- Concentrated on the conversation; benefits of a strength-based approach to performance conversations and reviews, building on employees' strengths and energy levels.
Considering all the three elements of context, mindset and process, as one comes to design and implement a performance appraisal project, is a useful guide to help increase success and longevity.

John