SUPERVISOR PREPARATION FOR THE YEAR-END APPRAISAL
WITH STAFF MEMBERS
Performance appraisal discussions enable a supervisor to assess a staff member based on agreed work plan deliverables and competencies.
It is a critical step in guiding the staff member to praise achievements and identify areas of development. Use this guide to prepare for a successful Year-End Appraisal
with your staff member, along with the “Performance Conversation Planner,” which provides sample questions that can be used in a performance conversation.
Preparation
Prepare for the Discussion
• Review all feedback received (e.g., staff
self-appraisal, feedback from others).
• Reflect on your own information,
comments (including My Notes) and
examples of work behaviour.
• Complete your appraisal of the staff
member (SM). What were the results
achieved?
• Highlight areas where the SM demon-
strated good performance and prepare
positive feedback to recognise and
reinforce (think of specific examples).
Have you remembered to...?
• Schedule the meeting with advance
notice given to the staff member?
• Allow sufficient time for the discussion?
• Select a quiet, comfortable and
confidential place?
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• Highlight areas where you don’t share
their self-assessment. How will you
share your reasoning?
• Highlight areas for possible development
and behaviors for improvement for the
SM. Also consider consequences and
appropriate alternative behaviors.
(Think of specific examples.)
• Plan the key message you want to
convey to the SM.
• Put together all necessary notes/
documentation in preparation?
Discussion
Open the Conversation
• Welcome the staff member (SM) and
establish a friendly tone.
• Review the process and the topics
that will be covered.
• Clarify your expectations regarding
a two-way dialogue.
Discuss work plan deliverables and core competencies
• Ask for SM’s comments on each
deliverable and competency.
• Share how you assessed the SM on
each deliverable and competency.
• If you agree: Provide additional insights
or comments and give positive feedback.
Discuss Career Aspirations
• Ask for the SM’s aspirations for the
future and discuss possible options.
• Take note of these ideas to include
for discussion for the following year.
Preparing for Year-End Appraisal | Preparation & Discussion | 1
• Ask a general question to encourage
the SM to open up – such as: “Which
work achievements are you most
proud of this year?”
• If you disagree: Ask the SM to share
their point of view and then share your
opinion by giving specific examples of
how you assessed them differently.
• Remember to listen to the SM’s point
of view and, if justified, be prepared to
revise your assessment.
Close the Conversation
• Discuss next steps.
• Offer your support and encouragement
and thank the SM.
 Useful Tips...
Staff member disagrees constructively
• Listen for new information and note their point of view.
• Acknowledge their concerns. If their argument is sound,
you may amend the assessment you gave them.
Staff Member agrees too quickly
• Ask Probing questions. For example: “I see you agree,
but I feel you may have some reservations. I would like
to hear them…”
• Ask them to summarise major points, for example:
“Just to make sure we agree on our understanding and
follow-up actions, could you summarise our discussion
about budgeting?
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Staff member becomes angry and hostile
• Let them express their point of view and their feelings.
• Find out the cause of the negative feelings. As an
example: “I can see this is important to you and
I want to understand your view….”
• Keep it professional, not personal, and give factual
evidence (specific examples) to support your
perspective.
• Take a break and resume the discussion when
they have calmed down.
Staff member constantly shifts blame
or avoids the topic
• Refer to the facts. Give specific examples highlighting
the issue(s) you wish to discuss.
• Guide them back to the discussion at hand, for
example: “It is interesting that you enjoyed the
event, thanks for sharing; now I would like to
get back to our initial discussion on work plan
deliverable three.”
Staff member is under-performing
(in work plan deliverable or competency)
• Give credit where credit is due. Rarely is anyone all
“bad” or all “good”.
• Be specific about the area(s) of under-performance.
• Offer coaching and support to help improve
their performance.
• Schedule regular feedback check-ins to get or keep
performance on track.
Staff member is performing very well
• Give praise. Be honest, explore alternative avenues
which could motivate the staff member (for example,
stretch assignments) and explain any constraints you
may have.
• Discuss new challenges in their current job, and expand
responsibilities in this role, if possible.
• Avoid raising expectations you cannot accomplish;
this would affect morale and trust.
• Agree on professional development points and
continue to support them to reach their goals.
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