Job Descriptions and Appraisals That People Actually Use
Simple, honest job descriptions and regular conversations improve performance more than a thick HR manual nobody reads.
When staff are unsure what is expected of them, they guess. When managers do not give feedback, small problems grow. The fix does not need to be complicated.
Write short job descriptions
One page is enough. Include the purpose of the role, who it reports to, five to eight key responsibilities written as outcomes, the qualifications needed and how success will be measured. Avoid long lists of tasks that nobody could complete in a day.
Set a few clear targets
Agree three to five goals with each employee at the start of the year or probation period. Make them specific, for example "reduce order errors from 8% to 3% by June" rather than "improve quality". Review them with the person, so they feel ownership.
Hold regular one-to-ones
A fifteen-minute conversation every two weeks is more useful than a once-a-year appraisal. Ask what is going well, what is blocking progress and what support is needed. Write down what you agree and follow up.
Make the annual appraisal a summary, not a surprise
If you have been giving feedback all year, the formal appraisal simply records it. Use a simple rating scale, give examples and agree a development plan with one or two actions, such as a training course or a stretch assignment.
Keep the basics in order
- Written employment contracts and compliance with the Employment Act
- A short staff handbook covering leave, conduct and discipline
- A fair and consistent disciplinary and grievance process
- Pay that is reviewed against the market
We design practical HR systems and train managers to use them. See organisational development.