{{B}} Staff appraisals{{/B}}
Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction
Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them.{{U}} (0) G {{/U}}.They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.

The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.{{U}} (8) {{/U}}The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.

The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance.{{U}} (9) {{/U}}So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager -led. with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process.{{U}} (10) {{/U}}.In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.

Gillingham believes that anyone who thinks it's just the employee who doesn't like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time.{{U}} (11) {{/U}}Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.

Gillingham believes that calling the process an appraisal may be unhelpful.{{U}} (12) {{/U}}In either 'case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.
A. Alternatively, managers may want the employees themselves to evaluate their work performance.
B. In larger companies, the people likely to do something with this information will be found in the HR department.
C. Problems such as rushing through the appraisal and being appraised by a manager who doesn't understand the employee's role were common concerns.
D. Arguably, 'performance review' is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.
E. This is mainly because they have not been shown how to carry out appraisals properly.
F. But all too often, the format of the appraisal doesn't allow this.
G. But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.