Appraisals offer you and your managers an opportunity to discuss your performance against your objectives, your contribution to the service, and your personal development and training needs.

Your role objectives and competencies should have been given to you at the recruitment stage and outlined in your job description. There may be a competency framework against which your performance will be managed and you should be made aware of this.

The performance review process may include regular or annual meetings with your manager to discuss your progress against agreed performance targets, objectives and/or action plans, and provide feedback.

In any review you should discuss your performance, agree objectives and time frames, and any support or development needs. It should be made clear what you need to do in order to achieve the objectives you have both discussed and agreed.

Your work objectives should be SMART:

• Specific: you should be clear on what actions to take to achieve the objectives.
• Measurable: so you both know when an objective has been met.
• Achievable: reasonable and realistic to reach the goals set.
• Relevant: objectives may relate to your role, team/department/service objectives.
• Time-bound: realistic timescales to achieve the objectives.

You can use our checklist below to help achieve a positive appraisal or performance review meeting.

If you are employed in the NHS, your pay is linked to the development review process, which can be found in the NHS handbook at annex 23. See also the section on pay progression and performance in our Capability and performance review guide . It is also an opportunity for you and your manager to review and update your job description to ensure it accurately reflects your current role and responsibilities and to discuss accessing the job evaluation process.

Constructive meetings give you the opportunity to discuss your achievements, challenges and expectations. They also allow you to raise any issues outside of your control that might impact on your performance, such as staffing levels or system failures. During the meeting, you should expect the following:

• Your manager should listen and acknowledge your views and you should both agree the objectives, the expected outcomes and any support or training.
• Time should be set aside for both parties to reflect and analyse any issues raised. If a serious one-off incident has occurred, a separate formal meeting should be arranged under the capability and performance policy.
• Achievements should be recognised and encouraged.
• The meeting should end positively with an agreed action plan and the next review meeting date agreed.
• No disciplinary penalty or sanction should be imposed a result of issues discussed during an informal performance review meeting.
• Mitigating circumstances or contributing factors should be considered and support made available where appropriate - especially if the issues are related to ill health and disability.
• Any performance or capability concerns that arise out of performance review meeting should be addressed under the relevant policies and procedures. Please check your employer’s local policies for more detailed information. See our advice guide on capability and performance reviews for more information.

Your line manager should send you the notes of the meeting or you may be asked to complete and sign a standardised review or one-to-one form.

If you do not agree with the objectives and outcomes of the review meeting, try and resolve the disagreement in the meeting itself.

Do not sign anything you believe is inaccurate or misleading following your review meeting. Take your notes away to consider them, then go back to your manager to discuss any concerns.

Firstly, check any policies and guidance that your employer may have to ensure you are familiar with the appraisal process. This can include how any objectives or personal development plans are assessed. You may also want to consider the following:

• How have you performed in the role since the last review meeting?
• What was expected in the last review period? Did you achieve it?
• Have there been any challenges/obstacles that prevented you from meeting your objectives?
• Are there any local practices or system failures outside of your control, that impact on your ability to meet the agreed objectives and/or timeframes, for example unsustainable pressures due to high demand, sickness and/or staff shortages?
• Can you provide examples to evidence your claims?
• How can you demonstrate your competency and/or achievements?
• Can you identify specific behavioural competencies that demonstrate excellence, for example leading and developing others or self-awareness?
• Can you evidence any outputs or patient/client satisfaction?
• Do you need any development or support in your current role?
• What type of support or development will help you improve performance or build on strengths, for example mentorship or coaching?
• Have you articulated how you feel about the role, your personal objectives and aspirations?
• Do you have access to your current job description to review and identify and evidence any changes?

Make notes in advance to refer to during the meeting and consider any evidence you may have to support your achievements or development, if relevant, that you can refer to during your meeting.

See our advice guide on capability and performance reviews for more information about informal and formal capability procedures. This also includes information about pay progression and performance review and when to get in touch with us for support.

NHS Employers people performance toolkit - a guide for managers