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Individual appraisal reports and performance assessment

Individual appraisal reports will help in performance assessment. A simple grading scheme may be adopted to highlight the aspects of the job that are particularly relevant, and the worker can be graded against these tasks. This is common practice in assessing previous work, ie the year before, and is useful for highlighting those areas that might need further attention in the coming period. Figure 7 (p30) gives examples of some qualities an employer may identify as important when considering worker performance. An appraisal provides the opportunity to consider whether there are needs for training, or a move to different work. It also enables feedback by the worker to their manager about their work and the way the individual may wish to progress13. Sick pay Employers are responsible for the payment of Statutory Sick Pay (SSP) for periods of four days or more up to a total of 28 weeks absence in any one period of incapacity for work. Employers faced with exceptionally high levels of sickness at any one time may be able to claim financial assistance under the Percentage Threshold Scheme operated by the Department for Work and Pensions14. Employers can choose whether to operate SSP, but only if contractual pay is equal to or more than SSP. They should still keep the basic records necessary to enable the worker to transfer to incapacity benefit at the end of the 28 weeks if appropriate. Absence, lateness and employee turnover By keeping individual records of absence (whether sickness or other) and lateness, the organisation can monitor individual performance. Figure 8 gives an example of such a record. Individual records can then be combined to provide summary statistics on levels of absence or lateness, which should enable the organisation to spot problem areas and take necessary remedial action. Figure 9 shows an example of such a summary. Employee turnover, like absence, is expensive for the organisation. A employee turnover record, combined with periodic labour analysis, offer the simplest and most basic way of monitoring these costs (see Figures 10 and 11, pp34-35 for examples of these records). Completing a employee turnover record also gives the organisation the means to calculate its stability index, ie how successful it is in retaining experienced workers. Looking at the figures for different sections of the workforce can help pinpoint areas that may need attention. They may indicate different standards of recruitment, induction, training or supervision in the department concerned, or point to environmental or organisational influences15. Some organisations may choose to keep separate records of overtime worked, as this additional cost, particularly if regular, may indicate the need for recruitment rather than paying higher rates for overtime.