PERFORMANCE AND DEVELOPMENT APPRAISAL (PDA

Report to Overview & Scrutiny Committee Task GroupAuthor: Carol Lydiate, Administrative and Research Officer, Culture Change Programme

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PERFORMANCE AND DEVELOPMENT APPRAISAL (PDA) EVALUATION

Findings from the Questionnaire – Managers (Appraisers)

A total of sixty questionnaires were sent to managers (appraisers) who hadreceived training in the scheme. A total of twenty-eight were completed (47%)and returned. The questionnaire circulated to appraisers is attached atAppendix 1. A total of seventeen questions were included in thequestionnaire. Themes of questioning were established on the generalperceptions of the scheme which included:

� preparation and training� agreement of specific, measurable, achievable, realistic and timebound

(SMART) objectives� raising awareness of difficulties experienced relating to the job of the

appraisee� whether the PDA has impacted on performance� did the scheme fit with the appraiser’s typical management style� was their adequate training for the scheme

Percentage distribution of the answers to the questions are illustrated by thepie charts attached at Appendix 2.

The majority of respondent’s (twelve) spent between one and two hourspreparing for each of the appraisal discussions they conducted. Five spentmore than two hours and nine less than one hour. Two respondent’s had notundertaken any appraisal meetings as employees were still being trained.

All respondents felt they had adequate training to undertake appraisalmeetings however six respondents felt additional training may be requiredsuch as precision questioning, management skills and refresher courses.

All respondents were able to jointly agree SMART objectives with theiremployee.

With regard to appraisees commenting on their own performance weakness;twenty-two appraisers did not have difficulty in getting appraisers to admit toimprovement areas whereas four appraisers did experience difficulty. Fourappraisers experienced difficulties with appraisees putting forwardsuggestions to a problem and twenty-two did not.

The distribution of talking time found that twenty-five appraisees did most ofthe talking compared to one who did not.

The core competencies were discussed in all but one appraisal meeting.


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All appraisers considered that all appraisees were being open and honest withsixteen believing that all employees they appraised were being totally openand honest. In thirteen cases, the appraiser was made aware of job problemsand in ten cases the appraiser was made aware of staff problems.

Appraisers were asked did they learn anything from the PDA discussions thatmodified their assessment of individuals and ten responded that they had.

In consideration whether appraisers believed that there had been animprovement in job performance, nineteen responded that either in all orsome cases it had, one stated it had not and six said it was too soon to tell.

Impact of the PDA was considered to be directed mainly to teams, whereassix appraisers reported this impacted upon specific individuals and eight saidit was too soon to tell.

All respondents found the PDA process to be useful and all but one said itfitted with their usual management style. All respondents were in favour of thePDA scheme.

Findings from the Questionnaire – Employees (Appraisees)

A total of one hundred questionnaires were sent to employees of which thirty -six (36%) were returned with sixty-four (64%) uncompleted. The questionnairecirculated to appraisers is attached at Appendix 3.

Themes of questioning focused on general perceptions of the PDA schemeincluding:

� specific questions on notice given for the PDA meeting� length of the meeting� reference to part of the job done well� appraisee and appraisers perceptions of performance� whether training and development needs were discussed and jointly

agreed� honesty of feedback from the appraiser� the agreement of SMART objectives� changing work methods and job satisfaction.

In addition, several statements were included on the questionnaire whichfeatured pairs of statements reflecting a contrast of opinion. Each appraiseewas asked to tick the statement which came closest to describing theappraisal discussion they had experienced.

Percentage distribution of the answers to the questions are illustrated by thepie charts attached at Appendix 4.


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Six respondents have had two or more appraisals, twenty-two respondentshave had one appraisal and eight have not yet had an appraisal meeting.Twelve respondents have had a PDA meeting in the last six months withsixteen respondents meeting taking place more than six months ago.

All but one respondent was given more than three days notice of the appraisalmeeting.

Ten meetings lasted more than two hours with nine meetings lasting betweenone and two hours and ten meetings taking between half hour and one hour.

Twenty-five appraisees reported that their manager had mentioned parts oftheir job they had done well whilst three had not.

Twenty-six appraisees reported that they felt their manager had a reasonablyfair idea of their performance in the job whilst two managers did not. Theimpression gained of how the appraiser considered performance in the jobdeclared results that two thought it outstanding, sixteen very good, nine goodand one fair.

During the meeting twenty-one appraisees reported discussion took placewith respect to areas of improvement in performance and all but onerespondent felt the appraiser agreed with the appraisees own assessment oftheir performance.

Twenty-two respondents felt the appraiser was being completely honest withthem during the meeting, four did not.

Training and development needs were discussed in all appraisal meetingsand in all but one case action in this respect were jointly agreed. Fourteenrespondents have received training, ten respondents have yet to receivetraining and for four respondents no training was identified.

All respondents stated that SMART objectives were jointly agreed and all butfour felt they were achievable.

Eighteen respondents felt they were clearer in their mind how they couldimprove their however ten were not. As a result of the appraisal meeting threerespondents felt that there would be considerable improvement to their job,nine felt there could be slight improvement and one felt there would beneither improvement or deterioration.

A question was asked about job satsifaction and whether this had increasedas a result of appraisal to which four reported it had greatly increasedsatisfaction, eight slightly increased, eleven no affect at all, and five slightlydecreased satisfaction.


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The questionnaire to appraisees also included pairs of statements whichdescribed various features of PDA discussions and were in contrast to eachother. Appraisees were asked to tick the most appropriate statement theyconsidered was the most accurate description of their perceptions. Thestatements aimed at gathering appraisee perceptions on apportionment oftalking, listening, work improvement, points of disagreement, opinions,suggestions and solutions to problems.

From the research the majority responded that there was a 50:50 split inrespect of talking in the interview.

Appraisees also considered that appraisers listened attentively with twenty-sixrespondents agreeing with the positive statement.

Twenty-two appraisees considered the appraiser encouraged discussionabout points of disagreement and twenty-four were encouraged to putforward their own views on how they coped with the job.

Twenty-two respondents said they got the impression that the appraiser waswilling to take a new view on work in light of discussions.

Twenty-four said that the appraiser made every effort to understand the wayappraisees felt about their job and all responded positively that the appraiserpressed them for ideas and suggestions about the job and twenty-six said theappraiser helped appraisees to clarify their own thoughts about the job.


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APPENDIX 1

PERFORMANCE DEVELOPMENT AND APPRAISAL

EVALUATION QUESTIONNAIRE – APPRAISERSWith this questionnaire we aim to get your honest opinion of how you feel thePerformance and Development Appraisal system that Lancashire CountyCouncil has introduced is benefiting you or, if on the contrary you feel thereare definite areas for improvement. To make the findings as accurate aspossible this form is confidential and so there is no need to put your name onit.

To gain a fuller insight into how the system is working there will be a series ofone to one discussions with LCC employees and managers to gain the mosthonest opinion of the Corporate Performance and Development Appraisal wecan.

QUESTIONNAIRE FOR MANAGERS

1. How many employees have you conducted a Performance and DevelopmentAppraisal (PDA) in Lancashire County Council?

.

2. Did you participate in an appraisal discussion with your manager?

YesNo

3. How much time (on average) did you spend in preparing for each of the PDAmeetings?

Less than 1/2 hour

1/2 but less than 1 hour

1 hour but less than 2 hours


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2 hours or more

4. During the meetings, did you generally find any difficulty in getting the appraiseesto:

Yes

No

Agree realistic SMART objectivesComment on their own performance weaknessesPut forward their own solutions to problems

5. Were SMART objectives jointly agreed?

YesNo

6. Did you usually find that the appraisee did most of the talking in the meeting?

YesNo

7. During the meeting, did you discuss the core competencies?

YesNo

8. Do you feel that the appraisees were being open and honest with you in themeeting?

Yes, all of them

Yes, most of them

Yes, some of them

None of them

9. Did any of the appraisals you conducted make you aware of any staff problems orjob problems (eg lack of clear job definition, too heavy or too light a workload) thatyou had not previously known about?

Yes

No

Made me aware of job problemsMade me aware of staff problems


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10. Did anything you learned in the appraisal cause you to modify your assessment ofthe employee?

Yes, in one or more casesNo

Comments

11. Do you think that the PDA has either directly or indirectly, led to any improvementin the job performance of the employee?

Yes, in every case

Yes, in some cases

No

Too soon to tell

12. Do you think that the PDA has had any impact on the performance of:

Your team

Specific Individuals

No impact

Too soon to tell

13. Generally speaking, do you think you got anything useful out of the appraisals yougave?

YesNo

Comments

14. Do you feel that the PDA scheme fits in with your normal style of management?

YesNo


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Comments

15. How do you, as a manager, feel about the performance and developmentappraisal scheme?

I am greatly in favour of it

I am in favour of it

I am indifferent to it

I am against it

I am strongly against it

Comments

16. Do you feel you have had adequate training and preparation to carry out theappraisals?

YesNo

Comments

17. Do you feel any additional training would Yes assist you in carrying out appraisals No

If Yes please comment:___________________________________________

Thank you for your co-operation: please add any further comments you wouldlike to make on the back of the questionnaire. Please return to the CultureChange Team, Room B14, County Hall, Preston.


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APPENDIX 2

Performance and Development Appraisal - Appraisers Questionnaire

Q1 - How many employees have you conducted a Performance andDevelopment Appraisal (PDA)in Lancashire County Council?

Q1 How many employees have you conducted a Performance and

Development Appraisal (PDA) in Lancashire County Council?

0-3

4-6

7-9

10-12

Q2 - Did you participate in an appraisal discussion with your manager

Q2 Did you participate in an appraisal discussion w ith your manager?

Yes

No

Q3 - How much time (on average) did you spend in preparing for each ofthe PDA meetings?

Q3 How much time (on average) did you spend in preparing for each of

the PDA meetings?Less than ½ hour

Over ½ hour butless than 1 hour

Over 1 hour butless than 2 hours

2 hours or more


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Q4a - During the meetings, did you generally find any difficulty in gettingthe appraisees to agree realistic SMART objectives

Q4a During the meetings, did you generally find any difficulty in getting the appraisees to : Agree realistic

SMART objectives

Yes

No

Q4b - During the meetings, did you generally find any difficulty ingetting the appraisees to comment on their own performanceweaknesses

Q4b During the meetings, did you generally find any difficulty in getting

the appraisees to : Comment on their own performance weaknesses

Yes

No

Q4c - During the meetings, did you generally find any difficulty in gettingthe appraisees to put forward their own solutions to problems

Q4c During the meetings, did you generally find any difficulty in getting the appraisees to : Put forward their

own solutions to problems

Yes

No


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Q5 - Were SMART objectives jointly agreed?

Q5 Were SMART objectives jontly agreed?

Yes

No

Q6 - Did you usually find that the appraisee did most of the talking in themeeting?

Q6 Did you usually find that the appraisee did most of the talking

in the meeting?

Yes

No

Q7 During the meeting, did you discuss the core competencies?

Q7 During the meeting, did you discuss the core competencies?

Yes

No


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Q8 - Do you feel that the appraisees were being open and honest withyou in the meeting?

Q8 Do you feel that the appraisees were being open and honest with you in the meeting?

Yes, all of them

Yes, most ofthem

Yes, some ofthem

None of them

Q9 - Did any of the appraisals you conducted make you aware of anystaff problems or job problems (eg lack of clear job definition, too heavyor too light a workload) that you had not previously known about?

Made me aware of job problems

Q9 Did any of the appraisals you conducted make you aware of any staff problems or job problems (eg lack of clear job definition, too

heavy or too light a workload) that you had no t previously known about?

M ade me aware ofjob problems : Yes

M ade me aware ofjob problems : No

Made me aware of staff problems

Q9 Did any of the appraisals you conducted make you aware of any staff problems or job problems (eg lack of clear job definition, too

heavy or too light a workload) that you had no t previously known about?

M ade me aware o fstaff problems : Yes

M ade me aware o fstaff problems : No


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Q10 - Did anything you learned in the appraisal cause you to modifyyour assessment of the employee?

Q10 Did anything you learned in the appraisal cause you to modify your assessment of the

employee?

Yes, in one or morecases

No

Comments

Q11 - Do you think that the PDA has either directly or indirectly led toany improvement in the job performance of the employee?

Q11 Do you think that the PDA has either directly o r indirectly, led to any improvement in the job

perfo rmance o f the employee?

Yes, in every case

Yes, in some cases

No

Too soon to tell

Q12 - Do you think that the PDA has had any impact on the performanceof:

Q12 Do you think that the PDA has had any impact on the performance of:

Your team

Specific Individuals

No impact

Too soon to tell


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Q13 - Generally speaking, do you think you got anything useful out ofthe appraisals you gave?

Q13 Generally speaking, do you think you got anything useful out o f the appraisals you gave?

Yes

No

Comments

Q14 - Do you feel that the PDA scheme fits in with your normal style ofmanagement?

Q14 Do you feel that the PDA scheme fits in with your normal style o f management?

Yes

No

Comments


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APPENDIX 4

PERFORMANCE AND DEVELOPMENT APPRAISAL

EVALUATION QUESTIONNAIRE – APPRAISEES

With this questionnaire we aim to get your honest opinion of how you feel thePerformance and Development Appraisal (PDA) system that LancashireCounty Council has introduced is benefiting you or, if on the contrary you feelthere are definite areas for improvement. To make the findings as accurate aspossible this form is confidential and so there is no need to put your name onit.

To gain a fuller insight into how the system is working there will be a series ofone to one discussions with LCC employees and managers to gain the mosthonest opinion of the Corporate Performance and Development Appraisal wecan.

Questionnaire

1. How many times have you participated in PDA in Lancashire County Council?

None

Once

Two Times or more

(If you have been given more than one, please relate your answers to the mostrecent one).

2. How long is it since you last had an appraisal?

Less than 1 month

1 month but less than 3 months

3 months but less than 6 months

6 months or more


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3. How much advance notice were you given of your PDA(s)?

No advance notice

Less than 1 day

1 day but less than 3 days

3 days or more

4. How long did the meeting last?

Less than ½ hour

½ - 1 hour

1 - 1½ hours

2 + hours

5. Did the appraiser mention any parts of the job you had done particularly well?

Yes

No

6. Was there any mention or discussion of areas for improvement for yourperformance during the discussion?

Yes

No

7. Do you feel that the appraiser had a reasonably fair idea of your performance inthe job?

Yes

No

8. What impression did you get of how the appraiser considered your performance inthe job? That he/she thought it was:

Outstanding

Very good


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Good

Fair

Not quite adequate

Unsatisfactory

(Got no impression at all)

9. Were your development and training needs discussed?

Yes

No

10. Were development and training needs jointly agreed for action?

Yes

No

11. Did you get the impression that the appraiser was being completely honest withyou in the meeting?

Yes

No

12. To what extent did the appraiser agree with your own assessment of the yourperformance?

To a large extent

To some extent

Not very much

Not at all

Difficult to say

13. Were you able to jointly agree what your *SMART objectives should be for nextyear?


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Yes

No

14. Do you feel these *SMART objectives are achievable?

Yes

No

If no, state why

*SMART = Specific Measurable Achievable Realistic Timebound

15. Did the discussion make you feel that you wanted to improve your performance?

Yes

No

I did not get the impression that there was any real need to

16. After the appraisal, were you any clearer in your own mind about what you coulddo to improve your work?

Yes

No17. Have you received any relevant training identified through the appraisal process?

Yes

No

No training identified18. Do you think the appraisal led to, or is likely to lead to, any improvement in your

job performance?

Yes, a considerable improvement

Yes, a slight improvement

Neither improvement nor deterioration


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No, a slight deterioration

No, a considerable deterioration

19. Has the fact that you have had an appraisal affected your general satisfaction withthe job?

It has greatly increased my satisfaction

It has slightly increased my satisfaction

It has not affected my satisfaction

It has slightly decreased my satisfaction

20. How do you feel about performance and development appraisal?

I am strongly in favour of it

I am slightly in favour of it

I am neither for nor against it

I am slightly against it

I am strongly against it

If against, state why

21. Below are a number of statements describing various features of appraisalinterviews. They are arranged in pairs, the two statements in each pair being acontrast to one another. The line which joins the two statements in each pair isdivided into five sections. Please examine each statement in a pair and thendecide which comes closest to describing the interview which you had; the betterit describes your interview, the nearer that end of the line you should put your tick.(Ignore the boxes to the right of these statements).

EXAMPLE: Please put your tick through the line like this

The appraiser was The appraiser was 22friendly hostile

The appraiser did I did most of the 23nearly all the talking in talking in the

�


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the interview meeting

The appraiser The appraiser 24seemed wholly seemed chieflyconcerned with interested in assessing my work improving my workperformance over the performance in thelast year year ahead

I felt it would have The appraiser 25been best not to made me feel that Ipursue the matter was free to discusswhere points of points ofdisagreement arose disagreement.


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The appraiser did The appraiser 26not allow me to offer allowed me to putmy viewpoint on the forward my ownway I coped with the views on how I hadjob coped with the job

The appraiser I got the impression 27seemed to have made that the appraiserup his/her mind about was willing to take athings before the new view on thingsinterview started in the light of what

I said

Almost all the ideas I provided most of 28for getting round job the solutions to thedifficulties came from problems we the interviewer discussed

The appraiser made The appraiser made 29no attempt to every attempt to understand my understand the wayfeelings about the job I felt about the job

The appraiser did not The appraiser 30appear to be paying listened mostattention when I was attentively wheneverspeaking I spoke

The appraiser did not The appraiser 31invite me to put continually pressedforward any ideas or me for my ideas andsuggestions about suggestions aboutthe job the job

The appraiser did not The appraiser 31try to help me clarify tried to help memy own thoughts clarify my own about the job thoughts about the

job

Please use the back of the questionnaire if you have any comments on, orsuggestions for changes in, the PDA scheme, or if there are any points arisingout of this questionnaire which you wish to say more about.


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APPENDIX 4

Performance and Development Appraisal - Appraisees Questionnaire

Q1 - How many times have you participated in PDA in Lancashire

Q1 - How many times have you participated in PDA in Lancashire?

None

Once

TwoTimes ormore

Q2 - How long is it since you last had an appraisal?

Q2 - How long is it since you last had an appraisal?

Less than 1 month

1 month but less than3 months

3 months but lessthan 6 months

6 months or more

Q3 - How much advance notice were you given of your PDA(S)?

Q3 - How much advance notice w ere you given of your PDA(s)?

No advancenot ice

Less than 1 day

1 day but lessthan 3 days

3 days or more


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Q4 - How long did the meeting last?

Q4 - How long did the meeting last?

Less than ½ hour

½ - 1 hour

1 - 1½ hours

2 + hours

Q5 - Did the appraiser mention any parts of the job you had doneparticularly well?

Q5 - Did the appraiser mention any parts of the job you had done particularly w ell?

Yes

No

Q6 - Was there any mention or discussion of areas for improvement foryour performance during the discussion?

Q6 - Was there any mention or discussion of areas for improvement for your

performance during the discussion?

Yes

No


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Q7 - Do you feel that the appraiser had a reasonably fair idea of yourperformance in the job?

Q7 - Do you feel that the appraiser had a reasonably fair idea of your

performance in the job?

Yes

No

Q8 - What impression did you get of how the appraiser considered yourperformance in the job? That he/she thought it was

Q8 - What impression did you get of how the appraiser considered your performance in the

job? That he/she thought it was:

Outstanding

Very good

Good

Fair

Not quiteadequateUnsatisfactory

(Got noimpression at all)

Q9 - Were your development and training needs discussed?

Q9 - Were your development and training needs discussed?

Yes

No


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Q10 - Were development and training needs jointly agreed for action?

Q10 - Were development and training needs jointly agreed for action?

Yes

No

Q11 - Did you get the impression that the appraiser was beingcompletely honest with you in the meeting?

Q11 - Did you get the impression that the appraiser w as being completely

honest w ith you in the meeting?

YesNo

Q12 - To what extent did the appraiser agree with your own assessmentof your performance?

Q12 - To what extent did the appraiser agree with

your own assessment of your perfo rmance?

To a large extent

To some extent

No t very much

Not at all

Difficult to say


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Q13 - Were you able to jointly agree what your SMART objectives shouldbe for the next year?

Q13 - Were you able to jointly agree w hat

your *SMART objectives should be for next year?

Yes

No

Q14 - Do you feel these SMART objectives are achievable?

Q14 - Do you feel these *SMART objectives are achievable?

Yes

No

If no, statew hy

Q15 - Did the discussion make you feel that you wanted to improve yourperformance?

Q15 - Did the discussion make you feel that you

wanted to improve your perfo rmance?

Yes

No

I did not get theimpression thatthere was anyreal need to


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Q16 - After the appraisal, were you any clearer in your own mind aboutwhat you could do to improve your work?

Q16 - After the appraisal, were you any clearer in your own mind about what you could do to

improve your work?

Yes

No

Q17 - Have you received any relevant training identified through theappraisal process?

Q17 - Have you received any relevant training identified through the appraisal process?

Yes

No

No trainingidentified

Q18 - Do you think the appraisal led to, or is likely to lead to, anyimprovement in your job performance?

Q18 - Do you think the appraisal led to, o r is likely to lead to, any improvement in your job

performance?

Yes, a considerableimprovement

Yes, a slightimprovement

Neit her improvementnor det er iorat ion

No, a slightdet eriorat ion

No, a considerabledet eriorat ion


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Q19 - Has the fact that you have had an appraisal affected your generalsatisfaction with the job?

Q19 - Has the fact that you have had an appraisal affected your general sat isfact ion with the job?

It has great lyincreased mysat isf act ion

It has slight lyincreased mysat isf act ion

It has not af f ect ed mysat isf act ion

It has slight lydecreased mysat isf act ion

Q20 - How do you feel about performance and development appraisal?

Q20 - How do you feel about perfo rmance and development appraisal?

I am st rongly in f avourof it

I am slight ly in f avourof it

I am neit her f or noragainst it

I am slight ly against it

I am st rongly against it

If against , st at e why

Q21 - Q32 - Statements describing various features of appraisalinterviews

Q22 - The appraiser was friendly/hostile

Q22 - The appraiser w as friendly / hostile

1 Friendly

2

3

4

5 Hostile


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Q23 - The appraiser did nearly all the talking in the interview/I did mostof the talking in the meeting

Q23 - The appraiser did nearly all the talking in the interview / I did most of the talking in the

meeting

1 Appraiser

2

3

4

5 M yself

Q24 - The appraiser seemed wholly concerned with assessing my workperformance over the last year/The appraiser seemed chiefly interestedin improving my work performance in the year ahead

Q24 - The appraiser seemed wholly concerned with assessing my work perfo rmance over the

last year / Seemed chiefly interested in improving my work perfo rmance in the year

ahead

1 Assessing

2

3

4

5 Improving

Q25 - I felt it would have been best not to pursue the matter wherepoints of disagreement arose/The appraiser made me feel that I was freeto discuss points of disagreement

Q25 - I felt it would have been best not to pursue the matter where po ints of disagreement arose /

M ade me feel that I was free to discuss points o f disagreement

1 Not toPursue

2

3

4

5 Free toDiscuss


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Q26 - The appraiser did not allow me to offer my viewpoint on the way Icoped with the job/The appraiser allowed me to put forward my ownviews on how I had coped with the job

Q26 - The appraiser did no t allow me to o ffer my viewpoint on the way I coped with the job /

A llowed me to put forward my own views on how I had coped with the job

1 Did not allow

2

3

4

5 Allowed

Q27 - The appraiser seemed to have made up his/her mind about thingsbefore the interview started/I got the impression that the appraiser waswilling to take a new view on things in the light of what I said

Q27 - The appraiser seemed to have made up his/her mind about things befo re the interview

started / Was willing to take a new view on things in the light o f what I said

1 M ind made up

2

3

4

5 New View

Q 28 - Almost all the ideas for getting round job difficulties came fromthe interviewer/I provided most of the solutions to the problems wediscussed

Q28 - A lmost all the ideas for getting round job difficulties came from the interviewer / I

provided most of the solutions to the problems we discussed

1 Interviewer

2

3

4

5 M yself


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Q29 - The appraiser made no attempt to understand my feelings aboutthe job/The appraiser made every attempt to understand the way I feltabout the job

Q29 - The appraiser made no attempt to understand my feelings about the job / M ade every attempt

to understand the way I felt about the job

1 No at tempt

2

3

4

5 Everyattempt

Q30 - The appraiser did not appear to be paying attention when I wasspeaking/The appraiser listened most attentively whenever I spoke

Q30 - The appraiser did not appear to be paying attention

when I was speaking / Listened most attentively whenever I spoke

1 Notlistening

2

3

4

5 Listening

Q31 - The appraiser did not invite me to put forward any ideas orsuggestions about the job/The appraiser continually pressed me for myideas and suggestions about the job

Q31 - The appraiser did not invite me to put forward

any ideas or suggestions about the job / Continually pressed me for my ideas and

suggestions about the job

1 Did notinvite

2

3

4

5 Cont inuallypressed me


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Q32 - The appraiser did not try to help me clarify my own thoughts aboutthe job/The appraiser tried to help me clarify my own thoughts about thejob

Q32 - The appraiser did no t try to help me clarify my own thoughts about the job / Tried to help me

clarify my own thoughts about the job

1 Did nothelp

2

3

4

5 Tried tohelp

Documents

PERFORMANCE AND DEVELOPMENT APPRAISAL (PDA