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Leadership

If appraisals need a tune-up, then what’s next Logo cgma

  Andrew Kenney |   Free |   AICPA and CIMA |   01 Jun 2016 |   CGMA Magazine

Traditional employee performance appraisals are being called outdated and arbitrary. This article describes how to turn them into useful conversations.

Topics covered:
  • Management accounting: Leadership: Coaching & mentoring, Intermediate
  • Management accounting: Leadership: Coaching & mentoring, Advanced
  • Employee benefit plan auditing: Leadership: Coaching & mentoring, Intermediate
  • Employee benefit plan auditing: Leadership: Coaching & mentoring, Advanced
  • Governmental auditing: Leadership: Coaching & mentoring, Intermediate
  • Governmental auditing: Leadership: Coaching & mentoring, Advanced
  • Financial accounting & reporting: Leadership: Coaching & mentoring, Intermediate
  • Financial accounting & reporting: Leadership: Coaching & mentoring, Advanced
  • Assurance: Leadership: Coaching & mentoring, Intermediate
  • Assurance: Leadership: Coaching & mentoring, Advanced
  • Not-for-profit: Leadership: Coaching & mentoring, Intermediate
  • Not-for-profit: Leadership: Coaching & mentoring, Advanced
  • IT management & assurance: Leadership: Coaching & mentoring, Intermediate
  • IT management & assurance: Leadership: Coaching & mentoring, Advanced
  • Firm practice management: Leadership: Coaching & mentoring, Intermediate
  • Firm practice management: Leadership: Coaching & mentoring, Advanced
  • Tax: Leadership: Coaching & mentoring, Intermediate
  • Tax: Leadership: Coaching & mentoring, Advanced
  • Forensic & valuation services: Leadership: Coaching & mentoring, Intermediate
  • Forensic & valuation services: Leadership: Coaching & mentoring, Advanced
  • Fair value measurement: Leadership: Coaching & mentoring, Intermediate
  • Fair value measurement: Leadership: Coaching & mentoring, Advanced
  • Personal financial planning: Leadership: Coaching & mentoring, Intermediate
  • Personal financial planning: Leadership: Coaching & mentoring, Advanced

4 Comments/Reflections

Alison Smith

Alison Smith Nov 2018

Very much written from a large company perspective.  Not so relevant to an SME.


Though agree that a score system is far to arbitrary and a discussion system much better though many employees are too inhibited to really open up about their requirements.


Need to consider as well how to handle someone who is 30 years in their role - where to you get progression and improvement from?  Is that appropriate.
Alison Smith

Alison Smith Nov 2018

Very much written from a large organisation perspective.


It is much more difficult to mentor people when they are 30 years in the job and know what they are doing.

I agree though that a score system is to arbitratrary.  A discussion is a much better way to go though in my experience staff are not willing to give proper feedback.
David Burton

David Burton Oct 2018

The nature and frequency of staff appraisals are changing. The appraisal is becoming more frequent and being changed into an ongoing conversation about setting expectations and getting employees to take ownership of their careers and help them plot the path ahead. 

The 'appraisal' conversation needs to be a two way process and also involve other people from the peer group to give a more rounded diversified approach.  

This new approach should help remove some of the discontent around the traditional annual appraisal process and create new avenues for advice and personal development. 

This article gives some interesting insights in to the current think on staff appraisals which when implemented should lead to improved staff relationships and motivation. 
Christopher Riley

Christopher Riley Sep 2018

I definately agree with the concept of moving to much more regular feedback with your team.  In my current role, the landscape changes every few months, switching what is required of us.  

As mentioned in the text, treating your appraisal like a conversation is much more advantageous as you are wanting to gauge what their goals are and where do they want to get to.  Its there to provide that individuals strategic direction.  

I have this document for my staff, outlining their long term goals and career path.  I then pick up with them for an hour each week to plan in tasks and goals which in one small way will keep them progressing in that direction.

Tasks such as "run your budget holder meeting" or "perform a raw materials audit".  the following week we would relfect on how that went and does it go towards building their CPD to qualify.

If i was to pass on any of this advice, especially where a weekly update isnt possible, I would definately advocate a metric where if an employee builds up more than 90 hours of work, call them in for a catch up.  Its an easy to monitor metric and works well for people with very busy schedules.

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