Tips for directors – ensuring effective appraisal and development reviews

This page summarises the information for directors on successfully implementing appraisals in Appraisals and KSF made simple – a practical guide. You can download and save this document, and tailor it to meet your local needs.

Research shows that the actions of boards and directors – what they do, rather than say - is one of the most powerful influences on how staff behave. It is vital that an organisation’s senior team recognises why appraisals are important, what organisation can expect from staff who know what they need to do and why, and have the knowledge and skills to deliver it. The senior team also needs to ensure that their appraisal process operates effectively.

Tips for directors from other trusts include:

Information and buy in - employers that have achieved good appraisal and KSF coverage have found it important for their senior teams to know the link between good appraisals, skills development and patient mortality. Research shows that a ‘hospital which appraises 20 per cent more staff and trains 20 per cent more appraisers is likely to have 1,090 fewer deaths per 100,000 admissions’ (Carol Bottrill and Michael West 2002).

Accountability - employers should ideally have a board director responsible for appraisals, who is accountable for their delivery throughout their organisation. Directors also need to set a personal example with their own staff - temporarily abandoning reviews because of operational pressures undermines the appraisal and staff development process. .

In some trusts, the coverage and quality of appraisals – using KSF – is a key part of managers’ appraisals. This is coupled with ensuring that reviewing managers are trained to carry out appraisals.

Measurement - setting expectations on the coverage and quality of appraisals is also critical for boards. Those trusts that have high coverage, have clear deadlines for the annual appraisal meetings and they regularly monitor progress and take early action to address shortfalls. Information on coverage can be linked to other key measures such as staff and patient satisfaction that can be communicated to staff.

The NHS staff survey has questions on that can track progress on appraisals and broader

areas that can link the KSF core dimensions to outcomes (see the ‘positive indications’ in

simplified KSF core dimensions).