Performance Development Policy (Dec25)

Introduction

You are our most valuable asset, but you can also become our biggest risk, if you are not competent to perform your role. Performance development is crucial to assist you to develop, learn and grow and achieve your full potential, which in turn assists us to improve the quality of our services.

Performance development should not be viewed negatively or as something that is only of interest to the firm. You should view it as your opportunity to discuss your role, exchange views, receive feedback and offer ideas for improvement.

Purpose

We believe that there is a significant value in taking a step back to reflect on performance and discuss matters that may often take a back seat with the pressure of day-to-day work. Therefore, this policy aims to explain our approach to performance development and set out performance review periods and timescales.

Scope

This policy applies to us all, including managers, consultants and any third-party that this policy has been communicated to.

Responsibility

Nicola Robinson is responsible for this policy, developing performance development procedures and monitoring the effectiveness of our approach to performance development; she is also responsible for periodically reviewing our compliance with it.

All of us (and any third-party to whom this policy applies) are responsible for ensuring that we comply with it. Failure to do so may result in disciplinary action.

Our approach to performance development

We manage performance for everyone through an appraisal system. Appraisal has different goals from day-to-day feedback. Feedback ensures one understands what is good and bad about a particular piece of work. Appraisal involves an annual discussion about performance and includes the setting of objectives for the next year. Appraisals are an opportunity to discuss the following:

• Performance – to provide a clear statement on your performance.
• Contribution to the firm beyond fee earning – this may include mentoring, supporting special interest groups, pro bono work, assisting with training recruitment and supervision, marketing and business development etc.
• Personal development – assessing skills held and how these can be developed, how new skills might be acquired and whether any training is needed to help you develop further. The aim is to benefit your career, maximise your contribution to our firm and develop you as a person.
• Potential – are you meeting your potential and is there anything else that we can do to help you?
• Motivation – do you feel motivated, and do you show this day-to-day? Is there anything that we can do to improve working conditions and increase motivation?
• Communication – discussing thoughts about our firm and its procedures and whether there is room for improvement.
• Mental health and wellbeing – we encourage line managers to get to know you as an individual, to understand your personal circumstances and whether you may benefit from any additional support and/or signposting to internal wellbeing initiatives or external support services.
• Working arrangements – are remote/hybrid working arrangements working for you and the firm? Do any changes need to be made?

All appraisals must meet the following requirements:

1. They must be open – you and your appraiser should be open and honest in the appraisal and all records made must be shared with you.
2. They must be kept confidential – only those with a clear business need will be permitted to see appraisal forms.
3. They must be consistent – the appraisal procedures apply to us all and must be applied equally to ensure that the process is fair.
4. They must be objective – appraisals must focus on actual performance and conduct and not personalities or generalisations. All objectives set must be ‘SMART’ (Specific; Measurable; Achievable; Relevant; and Time limited).
5. Cooperative – you are encouraged to contribute fully to the comments and objective setting.
6. Forward-looking – the focus should be on recognising accomplishments, discussing learning experiences and how success can be built upon.
7. Positive – problems, difficulties and mistakes should be discussed in a constructive manner with a view to finding a solution for you i.e., training or system changes and focusing on your development.

Performance review periods and timescales

We will all be appraised annually as follows:

• All Staff: November

For those who have been with us for less than six months at this point, a full appraisal will not normally be carried out. Instead, an initial review will be conducted, and the a more in-depth appraisal carried out in accordance with the review periods outlined above. Appraisals will be conducted by Timothy Halliday and Nicola Robinson.

Appraisal procedure

Preparation

Nicola Robinson will prepare and coordinate the appraisal documentation. This includes:

• your role profile/description
• a copy of your development plan
• pre-appraisal questionnaire
• appraisal report form

Copies of these documents will be issued to you and a time and date agreed with you for the appraisal meeting.

The appraisal meeting

The meeting will be conducted in an informal atmosphere but in a professional manner. Your appraiser will explain the scope of the meeting which will follow the approach highlighted, earlier in this policy. The meeting will, generally, cover the following topics:

• review of past performance;
• training needs and future development;
• objectives; and
• general issues.

After the appraisal meeting

Your appraiser will complete the appraisal report form and will record the objectives that were agreed to. Once finalised, the various forms will be stored on your HR record.

Your appraiser is responsible for following up any action agreed on as part of the appraisal i.e., arranging training for you. Normally, the appraiser should diarise a follow-up meeting with the appraisee for three months after the appraisal. It should be sooner if the appraisal identified substantial performance issues that need to be addressed.

Once finalised, the various forms will be stored on your HR record.

Review of this policy

This policy will be reviewed, at least, annually by Nicola Robinson.

December 2025