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Staff Appraisal (England) Policy

Policy Statement

This policy shows how this care provider carries out regular assessments of its staff practice and performance in their respective roles in line with Regulations 17: Good Governance, 18: Staffing, and 19: Fit and Proper Persons Employed of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014.

This care service’s policy on staff appraisal establishes that each member of staff will have an annual appraisal. This will involve an exchange of views between the job holder and a nominated manager (who might or might not be the person’s immediate line manager).

The organisation’s appraisal scheme has been designed to meet the following aims.

1. To assist staff in performing their job to the best of their abilities and competences.
2. To help the person achieve a sense of satisfaction in the job they are employed to do.
3. To make sure the person is contributing fully to the organisation’s purpose and in meeting service users’ needs.
4. To identify individual training and development needs.
5. To highlight the potential that each individual has to develop within their current position or into another.

The appraisal makes use of reports from the job holder based on a self-assessment of their progress in their work from the time when they started in their job or the preceding appraisal and reports from other key people responsible for their work or to whom the person is responsible.

The organisation allows, indeed encourages, the person to gather together and present evidence of their practice and competence from all relevant sources including supervision records, service users, work colleagues and their immediate line manager (if different from the person carrying out the appraisal). The evidence might include material included in the person’s portfolio of evidence needed when studying for a recognised qualification in health and social care.

This evidence is used in the overall appraisal to assess the person’s practice against their job description and the competences and personal qualities that have been specified for the person to carry out their work effectively and satisfactorily.

During the appraisal interview this evidence is discussed and used to establish an overall assessment of the individual’s progress and development in their role (which might be based on a previous assessment), their current practice and future development needs.

The outcome of the appraisal is, for the staff member, a fresh determination or revision of any or combination of their:

• level of pay/salary (where applicable within the organisation’s terms of employment and the person’s contract)
• level and scope of their responsibilities within their current role
• need to extend or enhance their role and responsibilities
• need to redress any weaknesses in the person’s work and practice or lack of competences that have become evident from the appraisal
• need to improve their work practice and competence resulting from lack of opportunities to obtain the relevant experiences and skills
• need for additional or further training and development in their role.

Each organisation will need to specify its own outcomes.

The appraisal outcome is recorded and used as the basis of an action or improvement plan for the individual for the next 12 months (or until the next formal appraisal). The report is placed in the person’s employment records. With the person’s agreement, the appraisal plan will be used in the next round of supervision sessions as a focus for discussion and to review progress in carrying out the agreed actions to be taken.

Supervisors and managers responsible for carrying out appraisals can expect to receive adequate training in the organisation’s appraisal policies and procedures.

Procedures

1. New staff can expect an initial appraisal after completing their probationary period. The appraisal includes an assessment of the extent to which they have achieved the learning outcomes set by the Care Certificate Standards framework.
2. Appraisal interviews after that take place on a three monthly/twice yearly/annual basis (specify how often), the dates being set in accordance with the person’s starting date in their employment/job.
3. Appraisal interviews are carried out by the job holder’s line manager/senior manager (specify exactly who will be involved) on a one-to-one basis.
4. Staff should know the date of their appraisal interview well in advance and at least a month before it is due, so that they can adequately prepare for it. Prior to the appraisal, the staff member is given a preparation form and checklist of the criteria and evidence to be used for the appraisal, which the person can refer to in their preparations.
5. All appraisal interviews take place in private and should have no interruptions.
6. Appraisal forms/documents are completed by the appraiser within a week/fortnight (specify an appropriate time) following the interview takes place, with a short follow-up meeting to review and sign the form.
7. If the person is dissatisfied with the outcome of the appraisal or manner in which the appraisal has been conducted, they can request a review of the proceedings, which will be carried out by an appropriate senior manager (specify who this might be).
8. A copy of the signed agreed appraisal is then given to the person being appraised and is included in their employment records.
9. The completed appraisal form and action plan are viewed as working documents and will be continually referred to and reviewed throughout the coming year in supervision.

______________________________ has responsibility for organising staff appraisals.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}

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