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The writer’s outcome was helpful in actually demonstrating at first hand the variable and complex responsibilities a clerk has to operate on a day to day basis. Likewise it was possible to show that on occasions an inordinate amount of time is taken in undertaking these variable tasks. Tasks that sometimes were not always commensurate with the time spent. It was a good basis for future evaluation of the job.
Qustions to be Addressed
Who should undertake the appraisal and who should be appraised? Specialists say that it should only be applied to staff that are operating in an administrative supervisory or managerial role and not those working in a manual position. This position could potentially create a “them and us” situation.
Normally one would expect the appraisal to be carried out by the immediate manager or supervisor who would know the person concerned and the job that they carried out. It is however imperative that a sense a balance is achieved in order that the results present a balanced and fair outcome.
For the sake of some clarity the writer’s was carried by the chairman and a councillor who is currently a line manager in his own professional capacity.
The question also needs to be asked as to the frequency of these appraisals. It was concurred that the position of clerk should be on an annual basis and that of the village ranger due to it being a new appointment twice yearly for the foreseeable future.
Whilst the parish council were intending to proceed with a performance appraisal it was recognised that there were other types available such as upward feedback and 360o feedback.
- Upward Feedback
This involves an appraisal of a manager by its subordinates. Again to get an overall balance it would be useful to involve a third party. The idea behind the format is to provide a broader appraisal. Although it is the part of the reasoning it must be fraught with difficulties if for argument sake the manager is somewhat susceptible to personal criticism.
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360o Feedback
This type of appraisal seeks feedback from other groups both internal and external who know the appraisee and the work carried out. It is aimed at achieving a wider response which then hopefully would reflect on a number of qualities such as decision making leadership team work and quality of service provided.
Methods of Appraisal
This could take the form of either qualitative or quantitative measuring. The former is assessed by a final narrative report which would set out specific factors levels of behaviour and work performance. The latter would use some form of scoring scale usually from 1 to 5 and setting upon excellent through to poor.
Scoring scales known generally as conventional rating scales is not always as accurate as when using behaviourally rating scales (BARS) which are more directly related to the job being appraised. This would involve a sample group being asked to identify independently several key behavioural aspects of the job. The results would be collated to agree examples of good to poor performance. The consistent examples would be noted as anchors in the rating system.
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Principles and Ethics
Mullins in his book quotes James who suggests “that performance appraisal has its roots in three well substantiated psychological principles. People work/learn/achieve more when they are given:
- adequate feedback as to how they are performing in other words knowledge of results;
- clear attainable goal; and
- involvement in the setting of tasks and goals.
He goes on to say “that a performance system operated in an organisation context must if it is to have any credibility be based on clear ethical principles. These are particularly important to an involved culture where individual development trust and openness are fundamental values. These would apply to both appraiser and appraisee.
It must be said to have a good professional working relationship these ethics are indeed the bedrock of the relationship between the council and its clerk. Whilst it can be happily confirmed as being the position with Bleadon Parish Council sadly it is not always the case.
Establishing the system
Clearly the senior manager(s) need to be fully committed to the idea of an appraisal system. It would be beneficial if a wide consultation is undertaken about the design and implementation of the appraisals before they are introduced. Do monitor the scheme regularly. Provide adequate training to the appraisers in order they might carry out effective appraisal interviews. Keep the scheme as simple and straightforward as possible.
Some organisations set out a timetable for the completion of appraisals whilst others spread them out throughout the year generally on the anniversary of the particular employee appointment. This will be the case with the village warden whilst the clerk’s will take place generally in January just prior to the annual salary review that is scheduled for February in ach year.
It will be the practice of the council to ensure that the appraisee always sees the outcome of the appraisal interview. This is based on the fact that if they are to be shown the appraiser is likely to more subjective in their ultimate assessment.
Potential problems
Whatever system that is adopted it will not be entirely without potential problems whether they stem from the question of reliability consistency bias or objectivity. A great deal depends of the training and impartiality of the appraiser and the honesty and subjectivity of the appraisee. Success also depends on how the results of the performance appraisal are used in the immediate weeks follow the interview. If they are not actioned and/or attainable targets set then the employee will soon lose interest and undoubtedly dissatisfaction in the job will soon surface.
For all concerned the approach must be looked upon as a measurement tool that is not meant to be critical of staff but as a method of monitoring and improvement to mutual advancement and empowerment of the employee.
Again it is vital that the practice of appraisals is regularly monitored to ensure that they continue to be an effective tool in the workplace. Present day thinking appears to be moving this format on to a more relaxed approach whereby the discussion/chat is at a more frequent level and where the supervisor adopts a less subjective way of delivering the outcomes. This has led to a term that is now more favoured which is “employment relations”.
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In Conclusion
The process that has just been experienced from the appraisal interview Appendix G) has been without doubt an interesting challenge to both the two councillors and the clerk. It was carried out in a happy relaxed atmosphere where each of the participants was willing to go to great lengths to ensure a full explanation was given to the question/viewpoint under discussion. The councillors even though they were fully conversant with what the clerk undertook as part of his duties they left with a more intimate understanding of the concerns the clerk had in achieving them. Planning for the future could be as a result more circumspect and beneficial which would be to the mutual advantage to all parties.
Whilst there has always been a happy working relationship between the council and the clerk without the benefit of an annual appraisal there would be less opportunity for the council to appreciate the clerks concerns which could if not checked lead to unnecessary conflict. With the advent of an additional employee it will impose a greater responsibility onto the council with respect to employment law. This in turn will impact on the clerk and it is important for all to see that there is a process in place that will ease any future conflict which will then slow down the process of progress within the village that all wish to witness one the Village Plan is published.
A further outcome was the appreciation of the clerks involvement on behalf of the council in attendance at the required SLCC & NALC Conferences numerous meetings and training days that are regularly organised by the District Council and other agencies. This was recognised as being invaluable and an absolute necessity in order to ensure that the council received a professional opinion that would not necessarily be obtained under normal circumstances.
The timing of this process will be of greater benefit to both employee and employer when it comes to the salary review scheduled to take place annually in February. Whilst the appraisal was not carried out on a job evaluation basis it was recognised that it would be a useful exercise in the near future if an independent group of the council performed this important task.
Adirondack (1988) p128 stresses in “Just about Managing”
“that praise is the root of appraisal. An appraisal session should be first and foremost an opportunity to acknowledge and build on the worker’s strengths and achievements”
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Bibliography
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Adirondack S (1998) Just about Managing? Effective Management for Voluntary Organisations and Community Groups (3rd Ed) London : London Voluntary Service Council
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Mullins L J (2005) Management and Organisational Behaviour (7th Ed) London Prentice Hall
- Public Sector and Local Government Magazine – October 2005
- Professional Manager Magazine – Chartered Management Institute – Volume 15 Issue 1 – December 2006
- Management Today Magazine – November & December 2005 January 2006
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NALC (2002) Standing Orders and Chairmanship London: National Association of Local Councils
- NALC (2005) [online] Available at
<http://www.nalc.gov.uk[accessed] - December 2005
- SLCC (2005) [online] Available at
<http://www.slcc.gov.uk [accessed] - December 2005
- ACAS (2006) [online] Available at <http;//www.acas.org.uk/images/acas/common/sitelog.gif [accessed] – January 2006
Appendices
(A) National Agreement on Salaries and Conditions of Service of Local Council Clerks in England and Wales 2004
Model Contract of Employment and Job Description
Guide to Good Employment Practice in Local Councils
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Contract of Employment – signed 14th March 2005
- Job Description - Clerk
- Job Description – RFO
- Financial Regulations
- Person Specification
- Appraisal Outcome Report
