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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
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3.6 Follow-up 
After the appraisal interview, the manager may complete the report, with an overall assessment, 
assessment of potential and/or the jointly reached conclusion of the interview, with 
recommendations 
for follow-up action
. The manager should then discuss the report with the counter-signing manager 
(usually their own superior), resolving any problems that have arisen in making the appraisal or report, 
and agreeing on action to be taken. The report form may then go to the development adviser, training 
officer or other relevant people as appropriate for follow-up. 
Follow-up procedures 
may include the following. 
(a) 
Informing appraisees of the results 
of the appraisal, if this has not been central to the review 
interview 
(b) 
Carrying out agreed actions
on training, promotion, and so on 
(c) 
Monitoring the appraisee's progress 
and checking that they have carried out agreed actions or 
improvements 
(d) 
Taking necessary steps to 
help the appraisee to attain improvement objectives
, by guidance, 
providing feedback, upgrading equipment, altering work methods, and so on 
QUESTION 
Follow-up
 
What would happen without follow-up? 
ANSWER 
The appraisal would merely be seen as a pleasant chat with little effect on future performance, as 
circumstances change. Moreover, the individual might feel cheated. 
 
The appraisal can also be used as an input to the employee's personal
 development plan
(see 
Chapter 16).
 
 
4
Barriers to effective appraisal 
Problems
with appraisal are its implementation in practice and a range of misperceptions about it 
(Lockett, 1992). New techniques of appraisal aim to monitor effectiveness from a number of 
perspectives. 
4.1 Problems in practice