People Maintenance


  • Every interaction is an opportunity to monitor performance and if required offer feedback.
  • Evidence-based feedback is essential, monitor actual things.
  • Monitor deliverables, interaction with others, everything that forms part of their job description.
  • Be careful when monitoring hours worked – focus on delivery.
  • In the event, an issue is identified involved Human Resources immediately and take their advice.

Appraisal: Preparation

  • Review employee’s job description
  • Consider the full-time period since the last review
  • Bring positive and negative feedback – with examples
  • Open with questions, get the employee talking
  • If appraisal is linked to salary increases, which is a bad idea, be ready to discuss in detail
  • Prepare future objectives that align with the organizational strategy
  • Let the employee prepare

Appraisal: Delivery

  • Check preparation is done, if not re-schedule
  • Open with the goal for the appraisal
  • Be open, honest and listen
  • Be willing to take feedback
  • Try to reach a common understanding, but realize this may not be possible
  • Present potential future objectives in the context of organizational strategy
  • Set a time for follow-up and review

Appraisal: Documentation

  • Capture preparation, managers, and employees
  • Record in writing the conclusions of the appraisal
  • Ensure documentation is reviewed by employees, managers, representative from HR team (if available) and senior management
  • Capture agreement of employee once complete

Appraisal Follow-up

  • At the arranged date, revisit the appraisal
  • Check on progress toward objectives
  • Encourage and help ensure progress is being made
  • Be open to adjusting objectives if the organization changes
  • Ensure that employees do not have to wait until an appraisal to know how they are performing

Training: Targets / Principles

  • Training should never stop
  • Train for the organization first, individual second
  • Train people for both the job they are in and the next logical step for progression
  • Do not ignore basic training
  • Match the delivery of training to the people being trained
  • Train your trainers

Sources of Training

  • Existing Systems & Knowledge – Existing Staff
  • Principles & Goals – Senior Management
  • New Systems – Specialist trainers
  • Generic Systems – Subject matter experts (internal or external)
  • Link to training sites (Udemy or similar)

Training: Review & Effectiveness

  • The effectiveness of all training must be assessed, both quantitative and qualitative measures should be used
  • Active feedback should make self generated training better
  • Training must be followed up with tasks and work when it can be applied
  • Don’t be surprised if people return from training with ideas – and don’t dismiss them