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EMPLOYMENT


required the guidance outlines a five step annual review cycle. These include communication of the process, preparation for the appraisee and appraiser, the PADR review, follow up and review. The PADR meeting itself has two areas of focus:


• reviewing past and planning future objectives


• reviewing past and planning future development needs The KSF is the framework most commonly used to specify skills and knowledge requirements in the NHS and therefore should be used for reviewing past and planning future development needs.


Most organisations have in place detailed post outlines, in some cases covering many specific dimensions and running to dozens of pages. These outlines are not usable, working documents.


The core dimensions of the KSF in particular support a consistency of approach right across the Service and are broad enough to encompass most aspects of most roles. The guidance does not suggest that all the detailed post outlines are rewritten but that, as they are reviewed, they focus where possible on the core dimensions.


The review of past and future development needs should also focus on the core dimensions which are presented in the guidance in a new, straightforward format.


Top tips


Having clear principles and a great set of tools is an essential foundation but it is only half of what’s needed to create an environment in which people feel the PADR process is a worthwhile one and realise the full value from it.


The rest is down to organisation- Nov/Dec 10


six core dimensions of their KSF outline, so consider in advance how they are demonstrating application of these and support your views with examples and illustrations


For staff some of the tips include: • be aware of the organisation’s vision and values


wide operational practice and support, which enables principles to be delivered in the busy reality of life in most NHS settings. The guidance presents a range of top tips to build this environment. The tips are for:


• directors – who need to know why it is important, what they need to do to set the example and ensure the process is implemented as intended


• reviewing managers – who need route maps through the process, support and training, reminders, dos and don’ts, useful tips)


• staff – who need to be clear about their responsibilities and role, and how to use PADR to best personal advantage


For directors some of these tips include: • Information and buy in. Employers who have achieved good appraisal and KSF coverage have found it useful for their boards and management teams to know about and emphasise the link between good appraisal, skills development and patient mortality


• Accountability. Employers need to have a board director responsible for the PADR process and the KSF and accountable for their delivery throughout the organisation.


• Measurement. Setting expectations on PADR and monitoring the delivery of the process is also critical from board level.


For reviewing managers some of the tips include: • have a formal review with every staff member they are responsible for at least once a year


• be confident and competent in carrying out performance appraisals and development reviews, undergoing any necessary training and development


• prepare make sufficient time available for preparation and the meeting itself


• focus on the conversation and keep focused on the outcome of improving knowledge, skill and performance


• expect and support the staff member to do most of the talking prompted by you


• you should know the appraisee well enough that there should not be a requirement for every area you discuss to be evidenced directly when reviewing the display of skills/knowledge over the past year


• don’t neglect the development review and planning aspect, as these lie at the heart of future performance and improvement


• the appraisee is asked to look at some or all of the


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• ensure you understand the PADR/KSF process and your job role in the context of the team, Division/Directorate and organisation


• try to keep a record of how you are getting on as the year progresses


• prepare - take the time given to prepare for your appraisal to begin considering your performance and development needs


• take an active part in reviewing your own performance


• be honest about your development needs


• keep your objectives and development plan to hand, don’t file them and only consult them in 11 months time.


Above all, all parties should remember what the KSF is there to do and not treat it as an end it itself. They must also treat the KSF and PADR process as flexible and adapt it, where required, to really meet the needs of their organisation.


Mary Mercer is principal consultant, Institute for Employment Studies


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