Career Development

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Career Development Staff Appraisal
Scheme Information Session
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Session outcomes

• What appraisal is and what it is not
• The benefits of appraisals
• The appraisal forms
• The appraisal discussion
• Setting outcomes
• How to get the most out of your appraisal
• Skills for appraisers

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Links

• www.abdn.ac.uk/hr/training/appraisals/

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What is appraisal?

• Review outcomes and progress from previous year
• Set outcomes for the coming year
• Discuss career aspirations
• Identify strategic development needs

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What appraisal is not

• A disciplinary interview in disguise
• An opportunity to raise grievances
• A direct discussion about salary or promotion
• A one-way process where the appraiser does all
  the talking
• An event that happens in isolation there should
  be an ongoing process for reviewing outcomes

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Who is appraised?

• All staff (including part-time fixed-term)
  except Clinical staff (who come under NHS
  procedures)
• The following staff can choose whether or not to
  have an appraisal meeting, although it is best
  practice to do so
• staff coming to the end of contracts
• staff within one year of retirement
• staff going on maternity or parental leave

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Why do we do appraisal?

• To provide feedback to individuals and line
  managers
• To help individuals identify and develop their
  potential
• To set outcomes for the future
• To increase performance, morale and motivation

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The appraisal process overview
1. Appraiser sets the date/venue for the
appraisal discussion
5. Appraiser provides constructive feedback
on past performance
2. Appraisee completes pages 1-3 of the
appraisal form and sends to appraiser 7 days
before the discussion
6. Appraiser appraisee agree training and
development needs
7. Appraiser completes page 4 of the appraisal
form returns to appraisee within 7 days of the
discussion
3. Appraisal discussion takes place
8. Appraiser appraisee sign page 4 retain
one copy each, appraiser sends one copy to HR
4. Appraiser appraisee agree outcomes for
future
Appraiser
Appraisee
Appraiser Appraisee
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The appraisal form
Academic and academic-related
Pages 1-3 completed by the appraisee submitted
to appraiser 7 days ahead of the discussion
Page 4 completed by the appraiser within 7 days
of the discussion
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Page One

• Your name
• Your position
• Your appraiser
• Date of appraisal

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Page Two

• Review of performance during session
• Work undertaken
• Key performance areas

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Page Three

• Key performance areas
• Academic teaching, administration, CPD and
  management skills
• Academic-related administration and management
  skills
• Other relevant issues

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Page Four

• Agreed objectives and staff development
  activities for coming year
• Summary/other comments
• Signatures

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The appraisal form
Support/Technical
Pages 1-3 completed by the appraisee submitted
to appraiser 7 days ahead of the discussion
Page 4 completed by the appraiser within 7 days
of the discussion
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Page 1
GORDON ROBERTSON
Training Development Advisor

• Your name (in caps)

Human Resources

• Your position

JOY WOOTTEN
5th November 2005

• Your School/Section

• Appraisers name (in caps)

• Date of appraisal

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During the past 12 months I have delivered
appraisal training, coordinated the Universitys
approach to IiP and carried out a Training Needs
analysis (TNA) for support staff. Outcomes
relating to delivery of management training for
support staff not achieved due to delays with
the TNA.
Page 2

• Co-ordination of Investors in People
• Delivery of training advice to support staff
• Conduct Training Needs Analyses

• Work done during past 12 months

Training Needs Analysis

• Key duties

Delivery of Training

• Things you do best

Investors in People the standard has changed
and I have not been able to attend training
updates. Furthermore, there is a lack of buy-in
to IiP at senior level

• Things you do less well

Delivery of training nobody turns up to my
presentations and generally classes are half
full plus I havent mastered powerpoint yet.

• Difficulties

It has sometimes been difficult to book time with
support staff to discuss TNAs. The IT network
suffered a crash and I lost several weeks worth
of research data. The recent outbreak of flu in
the admin team resulted in a reduced service.

• What dont you enjoy?

• Obstacles barriers

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I am a trained counsellor
I have a post graduate degree specialising in IT
database management
I have worked on the framework agreement with
another University.
Page 3
Generic skills for research
Appraisal training
IT Meeting Maker Eudora email client

• Skills not utilised

Investors in People Update on the new standard

• Training done

IT Training on the new operating system
I will be managing people soon so I would benefit
from People Management training.

• Training needs

I may also need coaching and mentoring skills.

• Supervisory skills?

I would like to discuss the University's
strategic plan and what it means for me and the
team I work with.

• Additional questions

• Your other duties

I am the Health and Safety rep for the team and I
am a union official.
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Page 4
1. Complete the Training Needs Analysis for
Estates by February 2006
2. Develop first draft of supervisory training
programme by June 2006
3. Produce a report on HR Modernisation by July
2006
4 Deliver 50 appraisal courses by August 2006
Will be returned to you for comment/signature
within 7 days of the discussion
5. Achieve IiP recognition for the University
by September 2006
Good progress against achievement of outcomes.
Appraisal training was a particular achievement.
Gordon has worked hard to achieve his objectives
and has built up a good rapport with customers.
Well done.
YOU HAVE THE OPPORTUNITY TO ADD YOUR COMMENTS HERE

• Agreed outcomes

Investors in People Update on the new standard
Urgent (within 3 Months)

• Comments

IT Training on the new operating system Medium
(within 6 12 months)
Managing People - Long term (12-18 months)
Human Resources
Gordon Robertson

• Training needs

GORDON ROBERTSON
5th November 2005
Joy Wootten
JOY WOOTTEN

• Sign off

5th November 2005
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Preparation

• Agree interview arrangements (21 days notice)
• Review relevant documents, e.g. job description,
  previous appraisal, CV
• Review the previous years work
• Think about successes and learning points from
  throughout the year to avoid focussing on the
  most recent events
• Look ahead to the coming years work
• Think about career development
• Appraisers - think about feedback youd like to
  give and remember to be constructive

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• Appraisee
• Complete pages 13 of the form and return 7 days
  ahead of the meeting
• Appraiser
• Talk to other managers, if relevant
• Give a note of additional areas for discussion

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The appraisal discussion

• One to one basis and CONFIDENTIAL
• Discuss
• the purpose of appraisal
• and agree achievement of objectives
• and agree and prioritise objectives for the
  future
• and agree and prioritise current and future
  training and development needs
• career aspirations
• Two-way feedback
• Summary
• Complete form and sign
• Copy of page 4 sent to HR

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Why set outcomes?

• To ensure achievement of your section, School or
  College outcomes
• To make the link with the achievement of the
  Universitys ambition
• To set and/or raise a standard
• To enhance motivation
• To develop individuals and broaden skills
• To develop a new area of work
• To achieve project/research milestones
• To change priorities
• To implement a new policy

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Setting outcomes

• A statement of what is required
• Give a sense of direction and purpose
• SMART
• Maximum of 6 areas
• Negotiated and agreed
• Stretching but achievable
• The Golden Thread
• helps individual their role in the institution
  and how their role fits in as a whole.

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Outcomes - examples
JOB or TASK RELATED
Produce two quality research papers to be
published in peer-reviewed journals by
September 2009. Review and rewrite School Health
Safety procedures by March 2009. Present
report to Management Board for approval by May
2009.
DEVELOPMENTAL
Source, cost and undertake project management
training - by September 2008. Present a synopsis
of the course at the next quarterly full-team
meeting in December 2008.
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Training and development

• Formal courses, other CPD
• Conferences and seminars
• Induction
• On-the-job training and shadowing
• Coaching and mentoring

• Job exchange
• Attending meetings
• E-Learning
• Reading books and articles

• University training providers
• Centre for Learning Teaching
  www.abdn.ac.uk/clt
• DIT Training Development
  www.abdn.ac.uk/tad
• HR Staff Training
  www.abdn.ac.uk/hr/training/
• Development Unit

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Getting the most from an appraisal

• Prepare thoroughly
• Adopt a positive approach
• Contribute to the discussion
• Take the lead when appropriate
• Dont agree outcomes which you feel are
  unachievable
• Make sure all your points are covered
• Aim for mutual agreement
• Agree follow-up sessions to review progress and
  whether outcomes are still relevant

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Any questions?
www.abdn.ac.uk/hr/training/appraisals/
Laura Ewen Assistant HR Adviser T 01224 27
4258 E l.ewen_at_abdn.ac.uk
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Skills for Appraisers
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Listening

• Appraisal requires active listening
• Understanding the feeling and meaning behind
  words from the other persons point of view
• Keep an open mind, concentrate, avoid negative
  reactions, dont interrupt
• Non-verbal behaviour

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Questioning

• Use open questions starting who, what, which,
  where, when and how - tell me more about
• Avoid leading questions
• Be prepared to probe further
• Be aware of the pause technique

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Feedback

• Concentrate on the appraisees actions and
  behaviour, not their personality - keep to facts
• Explain the effects of the action or behaviour on
  other individuals
• Help the person to take full responsibility for
  their actions
• Concentrate on the future not the past

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Any questions?
www.abdn.ac.uk/hr/training/appraisals/
Laura Ewen Assistant HR Adviser T 01224 27
4258 E l.ewen_at_abdn.ac.uk