Be prepared

Prepare by referring to a list of agreed objectives and notes on performance throughout the year.

Create the right atmosphere

A successful meeting depends on creating an informal environment in which a full, frank but friendly exchange of views can take place.

It is best to start with a fairly general discussion before getting into any detail.

Work to a clear structure

The meeting should be planned to cover all the points identified during preparation with time allowed for individuals to fully express their views.

Use positive feedback

Where possible, reviewers should begin with praise for some specific achievement, but this should be sincere and deserved.

Praise helps people to relax – everyone needs encouragement and appreciation.

Let the employee do the talking

This enables them to get things off their chest and helps them to feel that they are getting a fair hearing. Use open questions to encourage people to be expansive.

Invite self-appraisal

This is to see how things look from the employee’s point of view and to provide a basis for discussion that many people underestimate themselves.

Performance, not personality

Always refer to actual events, behaviour and results.

Encourage analysis of performance

Do not just hand out praise or blame. Analyse jointly and objectively why things went well or badly and what can be done to maintain a high standard in the future.

Don’t deliver unexpected criticisms

Feedback on performance should be immediate. It should not wait until the end of the year. The purpose of the formal review is to reflect briefly on experiences during the review period and to look ahead.

Agree measurable objectives and a plan of action

The aim should be to end the review meeting on a positive note.