Top tips for appraisals

These are the most frequently asked questions taken from Judicium’s Performance Management Series Part 1: Top tips for appraisals with Q and A ‘Sofa Session’ from the 12th February, with our resident experts Jenny Salero, LL.B (Hons), Kelly Raynor, and Suzanne Ravenhall, Chartered MCIPD.

Performance Management Series Part 1: Top tips for appraisals with Q and A

1. Be Prepared!

Although for many schools appraisals will now appears to be less important in terms of pay progression for staff, following the recent changes and flexibility around performance related pay, they are still a very useful tool in supporting your staff to grow. The Guidance also makes clear that appraisals still need to be undertaken regardless of the approach you have (or will choose) to take in respect of pay.

Appraisals are a great opportunity to provide feedback, support staff development and also flag any concerns, if this is necessary. Therefore it is important that both managers and employees have time to prepare adequately for these meetings.

Staff should be given notice of the meeting to allow them to prepare anything in advance that they would like to discuss or share. However, a key focus of the new guidance is moving away from an arbitrary process with, huge amounts of paper that does not really provide value. The intention of the new guidance is that staff should be able to prepare for meetings from the information that they have available to them. However, this still means that the meeting is prepared for properly, so that it (and the member of staff) is given the due time, care and attention that is required.

Ensure that all managers have a chance to review the original targets set, notes of recent meeting and review work, observations and data that is already available ahead of the meeting. The intention of the new guidance is to avoid creating work/evidence over and above what is already required.

If both colleagues have time to prepare the appraisal meeting will hopefully be positive and constructive meeting for all involved.

2. Don’t shy away from difficult conversations

Although an appraisal is a good time to meet with staff to discuss their performance, if you do have concerns, you should not wait until an appraisal to bring this up.

If you do wish to discuss concerns as part of the appraisal meeting consider making notes for yourself ahead of the meeting. Ensure that you have some recent examples of concerns to share and the ways in which the performance needs to improve. These discussions should then springboard conversations around support, training and methods the member of staff could use to improve in this area, alongside some short term targets.

Although conversations about performance concerns can be uncomfortable, if the concerns are not raised the performance will not improve – this will be to the detriment of pupils, the member of staff and wider colleagues so do try to tackle any concerns as soon as they arise.

3. Consider whether the original targets need to be revised

An appraisal process should not be rigid and from time to time the targets set originally may no longer be relevant or appropriate – has the colleague changed roles? Have they been covering for a colleague? Have they moved to a new year group? Have they been absent for an extended period?

All of the above could lead to the need to change, with agreement, the original targets set. Ideally, if there is a change in role a change in targets and approach will be considered at that time. However, we know how busy school life it and how often schools are reacting to HR situations, rather than being proactive. A mid-year appraisal is the ideal time to undertake a bit of a temperature check, to ensure that the target set around six months or so ago are still relevant and appropriate. If the target is no longer appropriate then there is time to agree, update and amend the targets so that they are relevant, moving into the latter part of the year.

If you are proposing a change to targets this is something that should be discussed and agreed with the member of staff as part of the appraisal process, rather than the member of staff being informed of any proposed change. Whilst managers can and should make a final assessment of performance it is intended to be a collaborative process.

Frequently Asked Questions:

What were the changes recently announced in relation to appraisal and performance related pay?

The DfE published updated in guidance in July on appraisal and capability, which amongst other things also aimed to reduce workloads around the annual appraisal process. This guidance also indicated that schools could move away from performance related pay and revert to automatic pay progression, for those not within formal capability procedures, for the appraisal cycle 2025/26 onwards. This approach was formally confirmed in the STPCD that came into force in November 2024. It is now at a school’s discretion as to whether appraisal is linked to pay and performance (as had been the case for roughly the last 10 years or so) or whether as an organisation you will revert to the prior position of automatic pay progression, save for those within formal capability.

When do we need to have made a decision on performance related pay?

Ideally as soon as is possible. The STPCD was only confirmed at the start of November, but staff do need to know what is expected of them moving forward. If you are reverting back to the previous position of automatic pay progression, save for staff on formal capability this is unlikely to be controversial, but staff should know there they stand as soon as is possible and ideally before any mid-year review. Staff may also assume that you will revert to this position and if you are retaining performance related pay this should be confirmed.

Do I still need to hold an appraisal despite the fact we have moved away from performance related pay?

Yes – the DfE Guidance is clear that appraisal still need to take place, regardless of whether these are no longer directly linked to pay. In addition, appraisal processes can be useful not only for your members of staff and their development, but also succession planning and areas of focus for your school moving forward.

Can the member of staff be accompanied at the meeting?

Apprisal meetings are intended to be informal, line management meetings and as a matter of course we would not suggest that employees are accompanied, as this may cause delays and/or further requests for support at informal discussions. However, there may be some occasions on which you wish to extend this right for example - welfare meetings or return to work or perhaps an appraisal meeting, after a lengthy absence, but this is not something that needs to happen as a matter of course.

What do I do about exceptional performance?

You can provide within your policy for this, if you have flexibility to move away from the STPCD (at this time) to allow for quicker than usual pay progression for highfliers. For those following the STPCD recruitment and retention payments could be utilised to retain those excellent performers that you do not wish to leave. However, if you cannot move away from the STPCD (or you are or restricted by budget constraints) what else can you offer? Are there development opportunities that can be offered? Perhaps courses or training may be of interest and help with career progression? Try to think about would really be valued by the relevant individual and try to support that area of growth.

How often do we need to meet staff?

You should be meeting in line with your Appraisal Policy, which will generally suggest a end of year/start of year review and a meeting mid-year – hence the timing of this session. However, provided you are complying with your policy (and are not micro-managing staff!) there is no hard and fast rule on this. Generally speaking, quick more regular check ins and catch ups that discuss issues that are relevant at the time (rather than saving then for one big discussion) is a better way to approach the appraisal process as a whole.

Do I need to take notes of the meeting?

Yes, as part of any meeting that is part of an appraisal process we would suggest short notes are taken. The meeting can then be followed up in a  quick email – there does not need to be lengthy verbatim notes of every single point discussed. However, if there are concerns moving forward it is helpful to have a note to evidence that this was raised and the support that was put in place. Equally, the notes can be helpful for staff in recognises their achievements or further steps to take towards their development.

What do I do about staff absent on maternity leave or long term sickness?

Ideally, in cases of maternity leave (where absence is expected) targets can be reviewed and adapted to reflect the period of the academic year they will be working. If this has been not possible, for whatever reason, performance before and after the absence should be assessed. Similarly, with staff that are absent on long term sickness, their performance should be assessed before and after their absence. Moving forward, if you are moving away from performance related pay, provided the colleagues are not within a formal capability process they will be entitled to pay progression in any event.

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