Appraisals

The appraisal process in NWL is made up of an annual appraisal meeting supported by 1:1's during the year.
 
The appraisal is led by your line manager and complementing the job description, establishes the key result areas (KRA's) and standards of performance (SOP's) required by you to carry out your job successfully.
 
In addition, you may also have targets to achieve, dependant on your own skills and abilities.
 
The company's values and behaviours, looking not just at what we do but at how we do it, also form part of the appraisal discussion; 'Customer focused', 'Results-driven', 'One team', 'Ethical' and 'Creative'.
 
The appraisal meeting will help to ensure you have a clear understanding of both what is expected and how you're doing.  It also provides an opportunity for you to consider any training and development needs based on your current role and performance against your KRA's and SOP's.
 
Opportunities for career progression and any development that might be necessary in support should also be considered as appropriate.
 
1:1 meetings, held at intervals in the year to be agreed between you and your line manager, are another opportunity to discuss progress and to ensure you have sufficient support and guidance to be successful in the achievement of your KRA's and SOP's.
 
You shouldn't wait for your line manager to contact you to arrange dates for your appraisal meeting or a 1:1 - discuss and agree dates together.
 
Effective preparation is key to getting the most out of these meetings both for individuals and line managers.

Job measures

To be as successful as possible in our jobs, it is essential we are clear about what we are required to achieve.  General statements such as - 'to do a good job' - aren't helpful, this could mean different things to different people.
 
Recognisable methods of measurement are therefore needed so that we all know in detail how our performance will be assessed in the role on a day to day basis.
 
Job descriptions help to inform this, but in addition KRA's, SOP's, targets and values provide greater focus.

Key Result Areas (KRA's)

An established way of agreeing realistic performance levels is to identify a job’s Key Result Areas.  These define a job’s main areas of responsibility.  They are limited in number, usually between 4 and 12 in a single job.

Standards of Performance (SOP's)

When the Key Result Areas of a job are identified, the level of performance or measures of success to be met for each KRA are known as Standards of Performance.

Targets

Targets are generally agreed that use the skills and knowledge you already have to allow you to contribute and develop further.  They also may be areas of skill or behaviour for greater focus which are separated out into a specific target.  Line managers will encourage you to talk about your personal goals and objectives.  Agreeing targets which link personal and organisational aims helps to achieve ownership, commitment and motivation.

Values and behaviours

Customer focused	We aim to exceed the expectations of our external and internal customers.
Results-driven	We take personal responsibility for achieving excellent business results.
One team	We work together consistently, promoting co-operation and mutual support, to achieve our corporate objectives.
Ethical	We are open and honest and meet our commitments with a responsible approach to the environment and our communities.
Creative	We continuously strive for innovative and better ways to deliver our business.