Policy Adopted on 15/04/2021 / Revised on 04/07/2023 and will be reviewed Q2 2024 – Revision 2.0
1. Policy Statement
Revive Church is committed to supporting every employee to reach their potential and achieve their personal goals, which in turn will assist the organisation to achieve its objectives.
The Developmental Review policy is a formal process centred on an annual meeting of each employee and their line manager to discuss his/her work. The purpose of the meeting is to review the previous year’s achievements and to set objectives for the following year.
2. Reason for Policy
Developmental review is an ongoing process with an annual formal meeting to review progress. The appraisal process aims to improve the effectiveness of the organisation and contribute to the wellbeing, motivation and competency of the workforce.
The appraisal discussion is a two way communication exercise to ensure that both the needs of the individual, and of the organisation are being met, and will be met in the next year.
The appraisal discussion will review the previous year’s achievement, and will set an agreed Personal Development Plan for the coming year for each member of staff.
3. Who Should Read This Policy
All staff members
4. Resources
- This policy is part of the Staff Handbook found on The Way We Work platform – https://twww.revivechurch.uk
5. The Policy
Our policy is that each employee will have a performance appraisal annually.
The appraisal should be a fair representation of the formal discussion and is meant to be a working document which will be continually referred to and reviewed during the year.
5.1 Why do we do appraisals?
We do them:
- to help our team members to perform in their job to the best of their ability, maximising; how much they enjoy their job and what they contribute to our overall goals as a charity
- to identify individual training and development needs
- enable regular one-to-one’s and coaching and feedback sessions between managers and team members
- to aim for fairness for all employees
- to discuss the potential that each person has to develop within their current or a future position.
5.2 When will appraisals happen?
Appraisal meetings will occur annually. They are intended to take place during January, February and March. New and newly promoted employees will be appraised in the third month of their new job. However, regular one-to-one discussions will be held, and should be arranged with your manager to make sure development, coaching and feedback can be provided throughout the year. There should be no surprises ie ongoing underperformance issues which an employee is not made aware of and then find out at the end of year appraisal that they have not met the required standards and objectives.
5.3 Who will do appraisals?
Appraisal meetings will be arranged by your manager and will be held on a one-to-one basis. If you report directly to the Senior Leaders it will be with both Senior Leaders.
The aim of an appraisal is that it is a two-way discussion to review performance, support and help where needed when underperformance is identified as well as discussions for future career development and progression.
5.4 What’s the appraisal process?
The below table shows how the process works:
| Preparation – for the manager & the team member |
| Both the manager and the team member bring together all the relevant documents – Both prepare notes on how they feel they / their team member has done in the last appraisal year including success against their objectives |
| The meeting |
| Team member shares how they feel they have performed, with some specific examples and sharing any feedback they have had- Manager responds and shares their thoughts. Both agree on a summary of any actions and conclude the meeting. The form is completed, signed, and kept securely in our HR OneDrive folder & HR system. |
| Follow-up |
| The manager makes sure that they work with the team member to ensure that any follow up actions are completed. Both discuss and agree when goals have changed or there are new goals to add. |
5.4 Managing underperformance
Managers should not wait until the annual appraisal to discuss any underperformance issues with team members.
Where there are concerns about underperformance, the line manager will look to set goals with fair and reasonable timeframes for improvement. Alongside this, an action plan or performance improvement plan may be agreed in discussion with the team member. Closer supervision or additional one-to-one discussions may be needed. The manager should also provide training, coaching and feedback or any other relevant further support to help to improve performance as appropriate, giving the team member the appropriate length of time to improve.
If no improvement is being made, discussions should be held with the Senior Leaders / HR advisers to consider what further training and support may assist further or if a more formal capability route will need to be taken.