Performance and development appraisal policy

New starters and types of contract

We will set objectives for all new employees in their initial performance and development appraisal. We will monitor these objectives over the first six months of their employment through the probation procedure.

Internal moves  

An employee may move to another role during the appraisal year. Before they leave, we will review their performance against objectives set at the beginning of the year. We will set new objectives in their new role, achievable by the following March. 

Change of manager during the appraisal year  

The previous and new managers should discuss the best approach to ensure: 

  • the objectives remain relevant  
  • they review performance over the full year 

The previous manager may be required to provide relevant information to the new manager.

Temporary and fixed-term contracts  

We will set objectives and a development plan for all employees on a temporary and fixed-term contract. They will be appropriate to the length of their employment. We will review this through performance and development appraisal meetings and one to ones.  

Where possible, we will align performance and development appraisal meetings to the appraisal year from April to March. This will ensure consistency with permanent employees. 

Long-term absences, including maternity or adoption leave 

If employees are absent during an appraisal year, managers will review objectives and timescales to accommodate the absence where possible. Absences due to a disability, maternity or adoption should not affect the overall outcome of the appraisal.  An informal approach will be taken based on individual circumstances.

Multiple post-holders 

Employees who have more than one post may receive more than one performance and development appraisal meeting. We will consider whether we can merge the meetings and set objectives. 

Job share arrangements 

Job share partners can share some objectives and outcomes and have individual objectives. We will base evidence and assessment on the personal impact on the outcome. We will plan and evidence behaviours and development for each person.   


We will review the progress of employees who are due to start a secondment against the objectives from their substantive post. We will do this before they move to their new post. We may amend the objectives or reallocate them as appropriate for the duration of the secondment. 

The new manager will hold a performance and development appraisal when the secondment commences. They will set new objectives. 

An employee may return to their substantive post before the end of the appraisal year. In this case, we will include the outcome of their secondment performance and development appraisal at the end of year review.

Relief staff 

Relief staff may have a performance and development appraisal if they have or will regularly work for six months or more.

Agency workers 

Guidelines state that agency workers are not entitled to an appraisal from the host organisation. Supervisors should ensure that everyone working for us has a clear understanding of: 

  • the work we expect them to complete  
  • our values and behaviours