(A pdf version of this policy is available for download here)
Introduction
St Stephen in Brannel Parish Council is committed to the wellbeing and development of all staff in order that they can perform and reach full potential in their role. The Council recognises that a clear and fair appraisal process is central to good communication, effective performance management, and positive working relationships. Appraisals help develop individuals, improve organisational performance and feed into business planning.
This policy is informed by guidance from the Advisory, Conciliation and Arbitration Service (ACAS) to ensure our approach is fair, consistent, supportive, and transparent.
This policy applies to all employees of the Council.
What are appraisals?
ACAS define an appraisal as “an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next.”
Appraisals are designed to encourage open discussion, recognise achievements, support personal and professional development, and identify areas for improvement. They are not part of the disciplinary process.
When do appraisals take place?
The formal annual appraisal interview takes place in September or October.
Quarterly 121’s will take place in March, June and December. These meetings are intended to provide regular opportunities to review progress, address issues promptly, and support development.
Any exceptional performance or issues within an employee’s role will be dealt with in the normal course of daily management.
Roles & Responsibilities
The Chairman and Vice Chairman of the Human Resources committee will undertake the appraisal interview and 121’s of the Clerk & RFO.
The Clerk will undertake the appraisal interviews and 121’s of the Deputy Clerk and Operations Manager.
The Clerk, supported by the Deputy Clerk or Operations Manager will undertake the appraisal interviews of all other staff.
The Line Manager, supported by the Clerk as requested, will undertake the 121’s of all other staff.
Those nominated to undertake the interview must be open minded and have no existing issue with the staff member. In addition, those nominated must be suitably trained prior to the interview. In the event of the aforementioned criteria not being met, the Human Resources committee will appoint an alternative representative.
Appraisal arrangements
Each staff member will be sent an invitation, along with a copy of the appraisal forms, to their interview at least ten working days in advance.
Each member of staff will complete an appraisal form (as attached) and submit this to their line manager by a pre-agreed time. Staff and line managers are issued with a guidance document on preparing for the appraisal meeting and the skills needed and techniques to get the most out of the appraisal process (as attached).
The appraisal will take place in a location free from interruption and disturbance – this will normally be the Brannel Room. The meeting will take the form of a free-flowing conversation during which a range of views is exchanged.
Appraisal process
The appraisal interview will
- Compare job description to current role;
- Review the action points and objectives from the previous appraisal;
- Consider performance over the past year;
- Identify strengths, training needs and development areas;
- Discuss career aspirations and future goals;
- Set new SMART (Specific, Measurable, Achievable, Realistic and Timebound) objectives linked to both Council priorities and personal development; and
- Record the agreed action points and objectives.
A written record of the interview will be kept by completing the appraisal form.
The completed appraisal form will be signed by those nominated to carry out the interview and by the staff member.
121 Procedure
Preparation
- The staff member reviews their agreed appraisal objectives in advance, noting progress, evidence, or challenges.
- The appraiser reviews records and feedback available on Breathe HR.
- Both parties prepare discussion points to ensure a constructive meeting.
During the Meeting
The meeting will focus on:
- Review of Objectives: Progress against each agreed SMART objective is discussed.
- Performance Review: Recognition of achievements, discussion of challenges, and identification of any support needed.
- Wellbeing Check-In: Space to raise workload, wellbeing, or other workplace issues.
- Training & Development: Identification of any new skills required or opportunities for growth.
- Adjustments: Objectives may be updated to reflect changing priorities or circumstances.
Recording Outcomes
- Key discussion points, decisions, and agreed actions are logged in the Breathe HR system during or immediately after the meeting.
- Updated objectives must be recorded under the employee’s profile, with clear timescales and measures.
- Any training or support needs should also be logged and flagged to the relevant manager or committee if budgetary approval is required.
Follow-Up
- The staff member and appraiser should monitor progress between meetings.
- Breathe HR reminders can be used to track deadlines and review actions.
- Outstanding issues will be carried forward to the next 121 or escalated if immediate action is required.
Wellness Action Plan (WAP)
Before each appraisal, the staff member will have access to a Wellness Action Plan. This document should be completed for the one-to-one held in June but may also be raised at any other time if the staff member wishes to highlight stress, mental health concerns, or request additional support.
Disagreements and Appeals
If a staff member is dissatisfied with their appraisal, they should raise their concerns in writing to the Human Resources Committee. The Committee will review the matter fairly, and the staff member has the right to be accompanied at this meeting. Any agreed outcomes will be recorded.
Appraisal conclusion
Once the appraisal interview has taken place, the outcome together with any action points, objectives and training requests will be reported to the Human Resources committee.
The completed appraisal form will be placed on the staff members personnel file and uploaded to Breathe HR for future reference.
Both the appraisee and appraiser will be expected to review performance against objectives on an ongoing basis as part of the ongoing performance management of employees.
Reward Reviews
Reward reviews provide for salary increments, bonuses and similar to be awarded on the basis of a staff members performance. This will be considered by the Human Resources committee at the same time as the appraisal report. Any decision made will be reported to individual staff members.
Appraisal Interview Form
| Name:
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| Job Title:
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| Appraisers Name:
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| Appraisal Date:
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| Appraisal Period:
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Section 1
To be completed by the staff member prior to the interview
Please use the spaces provided to give the information requested.
Please return this form to your appraiser at the latest two days before your appraisal meeting.
| Consider your role. Do you feel that the job description adequately describes the job? What would you add or remove? Do you understand how your role contributes to the Council? |
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| Please look at the action points and objectives from your last appraisal – how did it go?
Rating: 1 = Not attempted 2 = Attempted, not achieved 3 = Achieved in part 4 = Achieved in full 5 = Exceeded expectations
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| Description Item | What did you achieve? | What problems did you face? | Rating? |
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| Summarise your overall performance over the past year – please give examples. | |||
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| What would you like to achieve in the coming year and how can Council support you? What would/could help you improve? | |||
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| How effective was any training or development support you received? Do you require any additional training? |
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| If there is anything further that you are wishing to raise at your appraisal meeting please use the space below to provide details. |
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Section 2
To be completed by the appraiser during the interview
Consider what the employee has written in Section 1 and make your own comments. Concentrate on areas where there are difficulties or disappointment noted, or where there is a specific wish to receive support in some form. The objectives should cover key aspects of the post holder’s job. They should have direct relevance to the Council’s aims and objectives for the next year.
| Please comment on the following areas of work. Please recognise good and excellent work but also indicate any areas needing development. | |
| Quality of work
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| Productivity
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| Use of Initiative
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| Teamwork and communication skills
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| Health & Safety / Governance
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| Other (i.e.. Management skills if applicable) |
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| Comment here on the overall performance. How did it go from the council’s viewpoint? Do you agree with the assessment of achievements and problems? Are there any other areas which you would like to discuss? |
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| Note any development or training need requests. Are there any action points which should be added? How can Council support these requests? |
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2. 3. 4. 5.
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| Using SMART (Specific, Measurable, Achievable, Realistic and Timebound) identify objectives for the coming year. | Target Date |
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| Any other comments? |
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Section 3
To be completed by the staff member and appraiser during the interview
Using the matrix below, please rate performance over the past year giving reason for your score.
| Rating | Staff Member | Appraiser |
| A – Excellent
Objectives have been exceeded and core competencies consistently demonstrated to a high standard. The staff member has gone beyond the requirements of the role and contributed positively to the wider aims of the Council. |
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| B – Good
Objectives have been met and competencies demonstrated effectively at the required level. Performance has been consistent, with a solid contribution to the work of the Council. |
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| C – Development Required
Some objectives have been achieved, but further support, training, or development is needed to fully meet expectations. A clear development plan should be agreed to enable improvement. |
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| D – Improvement Required
Performance has not met agreed objectives or expected standards. Competencies not consistently demonstrated. Significant improvement and structured support are required.
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Signature of Staff Member
Signature(s) of Interviewer(s)
Date
Appraisal Guidelines
Preparing for the Appraisal Meeting
To achieve a successful outcome, both the appraiser and the appraisee should prepare in advance.
Key points to consider include:
- Performance since the last review – achievements, evidence, and examples.
- Progress against objectives – how far previous action plans have been met.
- Barriers to performance – internal or external factors that have helped or hindered progress.
- Response to challenges – how difficulties have been managed.
- Learning and development needs – training, support, or resources required.
- Future improvements – actions that either party could take to support better performance.
- Career aspirations – opportunities for progression or skill development.
- Objectives for the coming period – draft ideas for discussion.
Staff members should also reflect on what aspects of the role they most enjoy and how they might wish to see their role develop. Appraisers should prepare balanced feedback, recognising both strengths and areas for improvement. This increases engagement and helps create a more open and constructive discussion.
What a Good Appraisal Looks Like
A constructive appraisal meeting will:
- Recognise and reinforce achievement.
- Provide an opportunity for reflection and analysis.
- Focus on performance and behaviour rather than personality.
- Review the whole appraisal period, not just recent events.
- Involve active listening and genuine dialogue.
- Conclude with agreed action plans and objectives that look forward positively.
By contrast, a poor appraisal meeting:
- Dwells on failures without balance.
- Is controlled solely by the appraiser.
- Ends with unresolved disagreement.
- Leaves the appraisee feeling disengaged or demotivated.
Appraisal Skills
Anyone who conducts appraisals should receive training. Training should cover both the purpose of appraisals (aligning staff performance with the Council’s strategic aims) and the practical skills required to carry them out effectively.
Key skills include:
- Asking effective questions – combining open questions to encourage reflection with probing questions to explore specific issues.
- Listening actively – giving full attention, noting non-verbal cues, asking clarifying questions, and showing understanding without interrupting the flow.
- Providing constructive feedback – based on facts and evidence, not personal opinion, highlighting both strengths and areas for improvement.
Feedback works best when it is factual, balanced, and forward-looking. It should:
- Be based on evidence (observed behaviours, outputs, specific events).
- Describe actions rather than make judgments about personality.
- Encourage the staff member to reflect on what happened and why.
- Focus on learning and future improvement rather than blame.
- Reinforce positive performance while addressing any concerns constructively.
Setting Objectives
Objectives should connect the individual’s role with the wider aims of the Council. They must be mutually agreed between appraiser and appraisee.
Routine duties are not normally considered objectives, unless the role is in training. Instead, objectives should focus on improving skills, developing new ways of working, or achieving measurable outcomes.
Each objective must be SMART:
- Specific – clear and unambiguous.
- Measurable – defined by quantity, quality, cost, or time.
- Achievable – realistic and within the individual’s capacity.
- Relevant – aligned with the role and Council priorities.
- Time-bound – with agreed deadlines and review dates.
When phrasing objectives, use the structure:
- Action verb (e.g. reduce, develop, implement)
- What is to be achieved (e.g. community engagement opportunities, record management processes)
- Measure of success (e.g. by 20% within 12 months, by the end of November).
[1] Adopted by Full Council at the meeting held on Wednesday 1st October 2025 under minute reference FPC155/25. Due for review in September 2028.