On this page8 sections
Prepare both sides before the meeting
Give the employee and manager time to review the period, previous objectives, relevant work evidence and support needs. A useful appraisal begins with a shared evidence base, not a surprise judgement in the meeting.
Agree any adjustments needed for the conversation and explain how the record will be used, who can access it and what separate process applies if a capability, conduct or grievance issue needs formal handling.
- Review period, role and current priorities
- Previous objectives and open actions
- Relevant outcomes, feedback and work evidence
- Employee preparation and manager preparation
- Any adjustments or support for the meeting
Appraisal questions
Twenty questions to choose from, grouped by theme. Share the ones you'll use before the meeting so both of you can prepare. You won't need all of them: pick three or four from each theme that fit the role and the year.
Looking back at the year
Questions to ask
- What are you most proud of from this period?
- Which objectives went well, and what helped?
- Which objectives didn't go to plan, and why?
- What has changed in your role since your last appraisal?
Strengths and challenges
Questions to ask
- Which parts of your work do you feel most confident in?
- What has been the hardest part of the job, and how did you handle it?
- Is anything getting in the way of doing your job well?
- What feedback have you had from colleagues or the people you support?
Support and wellbeing
Questions to ask
- What support from me would make the biggest difference?
- Do you have the time, tools and information you need?
- How manageable has your workload been?
- Is there anything about how we work together you'd like to change?
Development and learning
Questions to ask
- Which skills would you like to build next year?
- Is there training, coaching or experience that would help?
- Where would you like your career to be in two or three years?
- Which of your skills could we use more in the team?
Objectives for the year ahead
Questions to ask
- What are the two or three most important things for you to achieve?
- How will we both know each objective has been met?
- What support or resources will each objective need?
- When should we next check progress?
A filled-in example
How a finished appraisal reads for Sophie Turner, a fictional senior care assistant. Keep each section short and specific, and record points that weren't agreed as fairly as the ones that were.
Review period
October 2025 to September 2026
Achievements
Led the move to electronic care notes on her unit, and trained four colleagues to use them
Challenges
Night shift cover in the winter left little time for supervision sessions
Support agreed
Two protected hours a month for supervision, set on the rota
Development
Start the level 3 diploma in adult care, with her manager as workplace mentor
Objectives
Complete the first diploma unit by 31 January 2027. Run monthly supervision for two carers
Actions
Manager books the diploma enrolment by 15 November 2026
Next check-in
December 2026, at her one-to-one
Appraisal vs one-to-one vs probation review
The three meetings do different jobs, and many teams use all three. Acas publishes its own appraisal templates, and its guidance on probation explains how a probation review works.
What it's for
Appraisal
Review a whole period and agree objectives
One-to-one
Work, support and wellbeing
Probation review
Check a new starter is settling in
How often
Appraisal
Usually once or twice a year
One-to-one
Usually weekly to monthly
Probation review
During and at the end of probation
What it produces
Appraisal
Objectives and a development plan
One-to-one
Short notes and next steps
Probation review
Confirm, extend or end probation, with reasons
Make the review balanced and specific
Discuss what went well, what was difficult and what the evidence shows. Include the employee's perspective and record important context fairly rather than reducing the whole period to one label.
The template deliberately avoids an automatic performance score. If your organisation uses ratings, define the scale, evidence and moderation process clearly and do not treat the number as a substitute for the conversation.
Separate support from development
A performance issue may involve unclear priorities, unavailable resources, workload, working conditions or a need for support. A development need may require practice, coaching, experience, feedback or formal learning. Record the cause and the response separately.
SkillProof Appraisal Management keeps preparation, the meeting record, objectives and follow-up connected. Development actions can link with CPD, competence, training and other records without making an employment decision automatically.
Write objectives that can be reviewed
Use a small number of clear outcomes for the next period. For each objective, record how progress will be evidenced, who owns any supporting action, the target date and the review point.
Avoid vague objectives such as improve communication. State the work outcome and the evidence that will show progress, while allowing the objective to be revisited if priorities or circumstances change.
- Objective or intended outcome
- Measure or evidence
- Owner and support required
- Target date
- Review point
Keep actions alive after the appraisal
An appraisal loses value when its actions disappear until the next annual meeting. Give each action an owner, date, completion test and check-in point, then update it during normal management conversations.
SkillProof can keep appraisal actions, objectives and review history visible to the right people. Confirmation records that the meeting record was received; it does not necessarily mean every point was agreed and is not an electronic signature.
Official guidance used for this guide
Checked
The structure was checked against current ACAS appraisal templates. Adapt it to your own policy and take appropriate advice for formal employment matters.
Questions this guide answers
What should a staff appraisal template include?
Include basic review details, achievements, challenges, supporting evidence, role clarity, support and development needs, objectives, named actions, follow-up dates and a fair summary of any points not agreed.
What questions should I ask in an appraisal?
Ask about the year just gone, strengths and challenges, the support the person needs, their development and the objectives for the year ahead. This page has 20 example questions grouped under those themes.
Should an appraisal template include a performance score?
Not necessarily. A score can oversimplify evidence and discussion. If your organisation uses ratings, define the scale and moderation process clearly. This template focuses on evidence, outcomes and actions rather than automatic scoring.
Does confirmation mean the employee agrees with everything?
No. Confirmation can record that the conversation and document were received. The record should allow points not agreed to be stated and should follow the organisation's applicable appraisal and employment procedures.