Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers and teams, and gives some of the learning points that resulted. Concludes that a more “empowering” appraisal process can be created which is better aligned with the needs of all stakeholders.
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