. (search for performance appraisal).
In the meantime, you're thinking ahead and that's a good start. Think through your own appraisal experiences and you probably already have a feeling for what will work well, and things to avoid - keep these in mind.
You'll want to let your staff know that reviews are coming up and encourage them to think through the highs and lows of their performance during the review period.
Some managers ask their staff to use the existing forms to draft a self-appraisal and use that as a point of comparison with the manager's appraisal in the review meeting.
Before a performance review, you'll need to look through their job description and goals and objectives that were set for the review period.
Since you haven't been their supervisor for the entire period you'll need to check with others (including their former supervisor) on performance before you arrived. There should be records of significant events, good and bad, and any discussions that have been held to recognise good performance or try to correct performance problems.
You will also need to become familiar with the organisational requirements in terms of the forms and procedures that will be required.
It's good to share these with the staff who are to be reviewed so that they can prepare as well.
Make the meeting itself an open discussion where you recognise good performance and try to work through any problem areas.
Leave plenty of time for the meeting as well as time afterwards to record the outcome of the meeting, including any goals for the coming review period and any actions required for follow-up.
If you are unsure of how to proceed, you may want to work with your former managers, your mentor or a more experienced supervisor to walk through the process in advance of any meeting.
In terms of best practice, performance review meetings are usually kept separate both from development or career planning meetings and discussions about changes to pay.
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