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
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.
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.