• How am I doing?  I was always very self-motivated but I did want to know my managers' and the organisation's view of how I was doing
• Am I doing the right things?  I probably wouldn't have expressed it that way - but you do sometimes get these moments of doubt at work that you may be barking up the wrong tree
• What am I going to be doing next?  I hated stagnating - I always wanted to have something different to do and something challenging
• Is there any relevant training I can access?   Most of us want to learn.
• How are things going more broadly?  I always found the appraisal time a useful moment to check out how my manager was getting on, whether there were any changes afoot.

Performance Appraisal every day sounds slightly 'nightmarish' in concept to most people, but let's consider it in the context of effective Performance Management.

An appraisal is simply a method of assessing performance; typically this is an annual affair, sometimes with an interim review at the 6 month mark.

Traditionally, it encompasses a review of objectives and progress towards their accomplishment, any obstacles that may be inhibiting performance, learning & development needs in support of meeting goals and career progression, a future look at any new goals, and a final comments section.

Reviewing these elements every day may not be practical, but a review once a week perhaps? Once a fortnight? Once a month? Once a quarter?

I suspect, as with many people I have spoken with, there is an underlying feeling that whilst once a week or fortnight might be deemed excessive or impractical, but that as you consider once a month or quarter, one starts to muse "Hmmm, maybe once a month/quarter would be sensible....perhaps once a year is pretty ineffective..".

No great scientific study to say what is the optimum number of appraisals one should have over the course of the year, just a common sense instinct that tells most of us to say to our team members......"We really should meet more often, you know?".

More of our clients are adhering to this approach of more regular appraisal meetings supported with a simple online form to capture the conversation....as Tesco would say "Every little helps".

When one reflects on the previous year and then comes to make some new resolutions for the coming one, it is a rare person who notices that the same items sometimes crop up on their list, year after year.

Each resolution is usually a desired change in behaviour, as one might wish to commit to after receiving some 360 degree feedback - but changes in behaviour, habit, attitude, etc can take time, not always (and there are methods in making 'step change' in terms of performance/behaviour), but generally it is a commitment to adopt a new habit.

What makes for a succesful change? First, a realisation that the change is required, be that through your own thoughts on the matter or though the feedback of others (or both).

Secondly, there needs to be a real motivation to make the change; considering 'What's in it for me?' is important.

Thirdly, you need to then set in place a series of milestones, goals, tangible measures that keep you on track, with consideration of the resources and support you will need.

This list is not exhaustive, but a start when considering how to support people trying to 'change' their performance at work after receiving their appraisal or 360 feedback.

Help them realise, help them connect to their own reasons for change and, as an organisation, support them as much as you can.

I met with two people on Friday (their organisation websites are here http://practicaleq.com/ and http://www.actualisebp.co.uk) and they were discussing work they had been doing around Appreciative Inquiry.  The essence of the approach is to help organisations build from what they do well rather than focusing on what is going wrong.

In organisational change I can really see this approach working - any time I have consulted with organisations or worked with a team - most people feel under threat / defensive of the current way of working.   To actually start with what is going well would be fantastic and build from it would be a wonderful way of building trust.  I've written previously on the benefits of describing what is going well rather than pointing out failing as a method of coaching.

When appraising someone - and in particular when debriefing 360 degree appraisals we always recommend starting by drawing out the strengths.   Most people find this very hard when talking about themselves and immediately add "but" to most positive sentences.  Appreciative Inquiry strikes me as an interesting model to follow for appraising / debriefing and clearly fits well with a coaching model of the world.

I've added this to my list of things to read up on and I'll write up any areas that I feel this field can contribute to 360 feeedback and performance appraisal.

Brendan

I read a very interesting article in the Guardian at the weekend which highlighted a plan announced by the health minister, Ben Bradshaw, to allow patients to rate their GP on an NHS website.

This would allow them to post comments on anything from their 'perceived competence to bedside manner'.

The article outlines the dangers of such an approach, whereby any anonymous person, with invariably little knowledge of good medical practice, could take exception to their treatment.

There is already an established method of appraisal and revalidation of GPs, as part of a mandatory process which ensures they are subject to the scrutiny of peers, supervisors, junior staff and patients where appropriate.

This is based upon a recognised and agreed framework of competencies, with due diligence given to performing a managed 360 degree feedback process, complete with a debrief with the GP/Consultant.

Not suprisingly, we feel this is the best method in which to approach appraisals; carefully implemented and managed with all consideration given to the recipient of the feedback.

Better this way, than a 'open season' on GPs, where any feedback can be posted and given weight - these are real peoples jobs, not game show contestants.

John

• What is the purpose of the feedback.  In particular we are heavily influenced if the 360 is linked to an annual performance appraisal.
• Who will receive the report : the recipient, their manager, HR ?
• What experience has there been of 360s within the organisation?
• What is the culture of the organisation?
• What icons, symbols, other literature exists within the organisation that should influence the design of the report

• Summary table of where feedback came from
• Overall, by competency, tabular summary of feedback (not averages)
• For each competency, a tabular summary of feedback
• Within each competency, graphical representation of feedback for each behaviour with a summary of the narrative comments received