Appraising senior Staff is essential, many see this as a once or twice a year process, but this is not really a progressive or supportive view. The kind of appraisal we are talking about by an executive manager of Senior Managers is a process of reflection and planning that is ongoing and continual.
Your maxim will be communication, communication communication, which in almost all circumstances means listening, listening, listening.
The staff you might appraise need to have clear schedules, be able to time manage and communicate this along with their objectives and whether they are meeting targets. If you work in a ‘soft’ organisation such as a charity or social care organisation having targets is often seen as a bit hard line, too corporate, but again I would say its essential.
Objectives are created in cooperation with a manager, you will have things you want your senior team to achieve but you need to be able to understand and support them in areas of work they are working in and for.
You may get staff who are unwilling or unable to create scheduling, or work to targets. If this is the case they should be asked what support they need to achieve and if they still can’t, a capability process can be your next step.
Back to reflection and planning, some of it takes place before the meeting, some immediately afterwards and then some throughout the year in the form of mid-year reviews. Whilst a formal appraisal meeting takes place on a particular date, the process should be seen as more ongoing and fluid than this. I believe senior managers should meet to discuss support for and achievement of their targets and schedule on an ongoing monthly/quarterly basis which can be loosely recorded. Your aim here is to get them to succeed, so at any appraisal you are not faced with someone who isn’t on target.
In 2019 you will find some excellent HR products cloud based, sharepoint based or a quick shout out for Citation