Appraisals
Spring is traditionally the time for staff appraisals and there will doubtless be many people hoping that their achievements in the past twelve months will warrant a nice fat pay rise. But is this really all that a staff appraisal means? The opportunity to check historical performance against targets, review salary and set new targets for the coming year? Unfortunately this is the view taken by far too many firms who are missing the opportunities offered by a far more detailed examination of each individual’s performance. These are the people who may one day be responsible for carrying the business forward, but unless their talents are identified and nurtured and they are given the encouragement they need to progress, the firm will be squandering its greatest asset.
In many practices staff appraisal is now an on-going process and although there may only be one major review each year, there are also a number of formal procedures in place to monitor and encourage progress. The whole process is constructed for and concentrated on the individual and dictated by their needs. Thus a talented but reserved individual will require a different career development plan from a highly self-motivated person in a similar position.
The appraisal process should examine every aspect of the individual’s performance, and not just from one point of view. All too often it is only the view of those in authority that are considered relevant. Thus a partner may consult with other partners or a head of department when making an assessment, but there is a much wider body of opinion that needs to be consulted in order to get a truly rounded and accurate picture.
The concept of 360 degree appraisals is not new, but it requires considerably more time and effort form the human resources team or department. The premise is that almost everyone who works with an individual will have a valuable contribution to make to the process. Their peers will have insights into the ability to get on with their colleagues and work as part of a team, whilst those working under their authority will have an opinion on the quality of their leadership and their ability to delegate.
360 degree feedback is challenging, but instructive. Of course there is the possibility that someone will use the confidentiality of the process to try and settle a personal score. However, if the appraisal is thorough, such comments can easily be spotted and discounted. The benefits far outweigh the additional time and trouble.
In the first place the partners will have a far better idea of the true qualities, abilities and potential of their staff. This will enable them to plot career paths that, whilst challenging individuals, will not overwhelm them. Those with the greatest potential can be more closely mentored and encouraged and those who are plodders rather than high flyers can be found a route that will both keep them content and, at the same time, making a valuable contribution to the business.
Firms adopting this process are likely to see not only a more motivated and committed workforce with lower absenteeism and stuff turnover, but also significantly higher productivity levels – happy people work harder!
And then of course there are the partners. The 360 degree appraisal process is equally relevant when it comes the business owners. Doubtless many will contemplate with horror the idea of being judged by their staff, and it takes a managing partner with exceptional diplomatic skills to manage the process which, being slightly different from a staff appraisal, will be the subject of a future article.