Clear Objectives
At any level the intentions of an appraisal scheme must be clear. To achieve this, and to suitably focus the discussion at an appraisal meeting, many organisations will have a prescribed, documented, and systematic approach. This often take the form of a structured format that lists the areas of planned discussion, and that usually includes an element of evaluation to objectively measure past performance.

There is no reason why such documentation should not act as the universal basis for all appraisals, though it is important that details are appropriate to individual jobs. So, if details need amendment to make them so, then such amendment should be made and the final list of topic headings agreed as suitable for any individual. The intention with any appraisal system is that it should provide guidelines and prompt an effective and systematic approach, not that it should becomes a straitjacket and hinder a flexible approach.

If the evaluation element seems difficult, remember that any "score" inherent in any system is primarily there to quantify action. In other words, the ratings are less important than the action that follows. Take a common necessary skill such as making effective or persuasive presentations. If someone is less practised at this than they should be, it is less important that they are marked as "below average" then that they take action to improve matters. The organisation can then reap the advantages of their enhanced ability. The score is only a prompt to help make such action specific and appropriate-ranging from taking more care and working more closely with colleagues right through to attending specific skills development training. If ratings are seen in such a "means to an end" way, then there is no such reason why they should cause problems.

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