These goals should follow the SMART principle and be specific, measurable, attainable, relevant and timely. These can evolve through the discussion with the employee, who will have their own areas of personal development and career objectives they hope to achieve. These types of questions allow the employee to participate in the problem solving process and take ownership of the solutions. What do you like least about your current role? What would you change? What goals/deliverables were you least proud of? Why? How will you do those differently in the future? Using open-ended questions that allow for reflection and promote discussion is more helpful during an appraisal meeting, especially when discussing negative aspects of performance. Include how these relate back to the position description, and use examples, where applicable, such as a particular piece of work or achievement that demonstrates each point. List accomplishments and areas of improvement. Refer to the goals set in previous appraisals, as well as any changes to the position description since the last appraisal, such as new responsibilities that may have come with a promotion or a change in role. Be clear on the timeframe and criteria the appraisal covers.These will be invaluable when it comes time to conduct performance appraisals and will help you to cite examples of achievements or areas for improvement. Also ensure the employee has a copy of this document, so they can prepare for the meeting. This will provide you with criteria to measure their performance against. This should detail the expectations of the role, clarify responsibilities and KPIs, and explain how the role fits within the broader organisation.
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