Welcome
Open a browser and go to play.genially.com and enter 276-892Keep the browser open throughout
Close and Mute teams/email/slack/phones
Notebook to help keep your notes in one place
closing the
appraisal year
End of Year Line Manager Training
story so far
Session 3 of 3: Kickoff → Mid‑Year → End‑of‑Year.
story so far
Session 3 of 3: Kickoff → Mid‑Year → End‑of‑Year.
before we start...
Idea Bank
Validating Ratings
1 hour 15
ComfortBreak
Validating Ratings
5 minutes
1 hour 15
Plans ForNext Year
ComfortBreak
Validating Ratings
5 minutes
45 minutes
1 hour 15
Plans ForNext Year
ComfortBreak
Validating Ratings
Open Forum
5 minutes
15 minutes
55 minutes
1 hour 15
Validating Ratings
Section 1
Start
Learning Objectives
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Submit accurate ratings on time to meet calibration deadlines.
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Submit accurate ratings on time to meet calibration deadlines.
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Write a personal learning goal in your notebook.
Why Timely Completion Matters
9th Feb - 27th Feb
ColleagueReviews
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
ColleagueReviews
9th Feb - 18th March
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
16th Feb - 20th March
HOD Calibration
ColleagueReviews
9th Feb - 18th March
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Visual Plan
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Visual Plan
quiz: 1 of 7
Performance ratings
framework
The framework will be used to determine a rating for a colleague’s performance against their objectives. Colleagues may not meet all points but may meet the majority for that score to apply.
When validating we need to ensure:
- The summary statement is true.
- The majority of the points apply.
behaviour ratings
Validation
Behaviour ratings should be confirmed using evidence and consistency over time, not opinion or isolated moments. Ask yourself one core question: Do I see these behaviours demonstrated consistently at the level the colleague has rated themselves? Take a developmental, evidence‑based approach that supports fairness and growth when discussing and validating.
Behaviour Scenarios in Practice
Context: A colleague has given themselves an “Outstanding” rating for behaviours, claiming they consistently role-model all five behaviours. Your observations suggest they meet expectations but do not regularly demonstrate above-level indicators.
Context: The colleague has rated themselves highly for behaviours but provided only generic statements like “I always support the team” or “I make things happen,” without specific examples.
Context: The colleague started the year inconsistently, with gaps in “Play Your Part” and “Do the Right Thing,” but has shown significant improvement in the last quarter. They have self-rated as “Exceeding Expectations.”
Context: You manage a colleague who works remotely most of the time. They have self-rated as “Exceeding Expectations” for behaviours, citing strong collaboration (“Play Your Part”) and adaptability (“Make Things Happen”). However, you have limited direct observation and only a few examples from virtual meetings.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Scenario 4
Scenario 2
Scenario 3
Title
Title
Title
Title
Scenario 1
Limited Evidence Provided
Self-Rating Significantly Higher than Manager View
Inconsistent Behaviour Across the Year
Write a brief description here
Write a brief description here
Write a brief description here
Remote Colleague, Limited Visibility of Day-to-Day
Write a brief description here
Prompts
Prompts
Prompts
Prompts
Click to enlarge:
quiz: 2 of 7
Post-Calibration Confirmation
Pre-Calibration Meeting
What language will you use to keep your team motivated?
What language will you use to keep your team motivated?
Conversation Traps
Queston Bank
Queston Bank
Conversation Traps
Create your language bank (openers you’ll use / phrases you’ll avoid).
quiz: 3 of 7
motivation pathways after ratings
Activity: On the table Flip the Cards and discuss how people will feel and react once they get their final ratings and how we can keep them motivated moving into the next cycle?
For All Ratings:
- Always link feedback to the behaviour indicators or goal criteria.
- Reinforce that ratings are not the end - focus on growth, learning, and future opportunities.
- Encourage ongoing dialogue, not just annual reviews.
- Invite feedback on the process and what would help the colleague feel more motivated and supported.
Final Guidance for Managers - Use the frameworks as your reference point in every conversation.
- To achieve a rating, the colleague should meet the summary and the majority of bullet points for that level (goals), or the required number of behaviour indicators (behaviours).
- Colleague responses in the meeting count as evidence, capture these carefully.
Possible Reactions: Pride, motivation, desire for greater recognition, higher pay, promotion, or frustration if expectations aren’t met. Manager Actions:
- Celebrate achievements and highlight the impact on the team/organisation.
- Discuss career aspirations openly: “Are you interested in more responsibility, a new role, or development opportunities?”
- Be transparent about what is possible now (e.g., pay, promotion, projects) and what may require patience.
- Offer visibility (presenting work, leading initiatives), sponsorship, or advanced training.
- If expectations can’t be met immediately, explain the reasons and outline a pathway or timeline for progression.
Possible Reactions: Disappointment, frustration, disagreement, feeling undervalued. Manager Actions:
- Listen to the colleague’s perspective and acknowledge their feelings.
- Clearly explain which behaviour indicators or goals need improvement, using examples.
- Co-create a focused support and development plan (short-term, achievable steps).
- Schedule regular check-ins to review progress and offer encouragement.
- Reaffirm belief in the colleague’s potential to improve.
- If disagreement remains, explain the calibration process and offer a follow-up conversation after final ratings.
Possible Reactions: Satisfaction, relief, disappointment (“I thought I’d get higher”), or ambition (“I want to push on”). Manager Actions:
- For those satisfied: Recognise consistency and reliability; discuss how to maintain performance.
- For those disappointed: Explore what might have led to a higher rating, clarify criteria, and discuss development opportunities.
- For those wanting more: Offer stretch assignments, new responsibilities, or skill development.
- Ask: “What would you like to achieve next year?” or “Where do you see opportunities to grow?”
- Offer exposure to new projects, mentoring, or training.
4 5
1 2
or
or
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
For All Ratings
Meeting Expectations
underperforming or needs improvement
Exceeding or outstanding
Possible Reactions? Likely Feelings?Manager Actions?
Possible ReactionsLikely Feelings?Manager Actions?
Possible Reactions?Likely Feelings? Manager Actions?
Title
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Write a brief description here
Make notes on how you would handle scenarios where ratings don’t meet the colleagues expectations.
quiz: 4 of 7
closing thoughts
Take a moment to reflect. In your notebook, note down:
- How you will plan your review timeline so all reviews, sign‑offs, and HOD calibrations (if relevant) are completed on time
- How you will validate goals and ratings using the matrix
- How you will review performance and behaviour information before the meeting, and use opening questions to help colleagues validate their ratings
Capture any key takeaways and next steps in your notebook.
#5 minute break
New Appraisal Approach & Goal Setting (Next Cycle)
Section 2
Start
Learning Objectives
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
Learning Objectives
Apply the matrix and validation checklist when setting new goals.
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
Learning Objectives
Plan regular performance conversations for ongoing development.
Apply the matrix and validation checklist when setting new goals.
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
What's changing and why
“We said we’d learn, we listened, and we’ve refined.”
Activity: Flip the cards to learn more about the primary changes we’ve made to the appraisal process
- Updated to fit the new 3‑goal structure.
- Kept the familiar 1–5 scale for simplicity.
- Behaviour ratings now mirror goals, with all behaviours rated collectively.
- Reduced to 3 goals for clarity and focus.
- Removed key results to make goals simpler.
- Goal types that ensure consistency, while supporting different ways of working.
behaviours
admin
Rating
- Behaviours refreshed to make reflection and evidence lighter.
- Now rated collectively with a 25% weighting.
- Gives BAU and day‑to‑day delivery greater focus.
- Significantly reduced admin across the process.
- Engagedly now has 4 progress areas instead of up to 25.
- Simpler, cleaner and easier to keep updated all year.
Goals
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Title
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Write a brief description here
Summarise the key changes in the appraisal process in your notebook.
understanding goal types
Activity: Flip the cards to learn more about the 3 goal types before a group discussion
With the exclusion of the key results which included the measurement of the goal all goals will now follow the SMART methodology to ensure the measurement is captured within the goal. More on this later. S (Specific) M (Measurable) A (Achievable) R (Relevant) T (Time-bound) E (Evaluate) R (Re-Adjust)
Goal Writing Methodology
Purpose:
This goal drives growth, capability building, or forward-looking impact beyond current duties.
Explanation:
This goal focuses on developing skills, improving ways of working, or delivering a strategic improvement that enhances future performance. It demonstrates adaptability, learning, and a commitment to long-term value rather than only short-term output. Only one of the approaches (Development/Improvement/ Strategic) is required.
Purpose:
This goal ensures consistent, high-quality execution of core responsibilities. It focuses on reliability, efficiency, and maintaining standards rather than one-off achievements.
Explanation:
A BAU goal measures how effectively I deliver my regular responsibilities that keep the business running. It emphasises accuracy, timeliness, compliance with processes, and continuous improvement in everyday work. This goal recognises that sustained performance and operational excellence are just as critical as project-based outcomes.
Purpose:
This goal aligns individual performance with broader team or organisational outcomes, while clearly articulating personal accountability.
Explanation:
This goal focuses on contributing to a shared team objective, with success measured by both the overall outcome and my specific role in achieving it. It highlights collaboration, communication, and ownership, ensuring that while the result is collective, my contribution is visible and measurable.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
BAU
TEAM
development improvement or strategic
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Examples
quiz: 5 of 7
goal types - CS Agent example
2) Team Goal with Individual Contribution Purpose
Show clear personal accountability within a shared team objective, highlighting collaboration, communication and delivery against the team outcome.
Example
Contribute to the team’s customer service targets by completing assigned contacts to agreed standards and timelines, communicating progress and supporting problem solving so the team achieves its shared outcome of delivering high‑quality, accurate and compliant customer responses.
3) Development, Improvement, Strategic Goal Purpose
Build capability, improve ways of working or deliver forward looking impact that supports future business needs.
Example, choose one
- Development:“Develop capability in handling complex customer queries by applying training in day to day work and demonstrating measurable improvement in resolution confidence and quality by the end of the cycle.”
- Improvement: “Identify and deliver a practical improvement to the customer contact process, showing clearer efficiency or service quality benefits before the end of the cycle.”
- Strategic: “Deliver a small strategic improvement that supports future customer experience, such as creating a resource, guide or insight that helps the wider team, and complete agreed milestones by year end.”
1) BAU Goal - Core Responsibilities Purpose
Capture the essential day‑to‑day responsibilities that keep the business running, with accuracy, timeliness, compliance and consistent delivery. Example
Provide accurate and timely customer service throughout the cycle by resolving queries within agreed timeframes, following all required processes, maintaining high service standards and identifying small improvements where possible.
Language Tips
Language Tips
How to Rate
Language Tips
How to Rate
How to Rate
Building performance Goals
Activity: Use this guide to build goals step-by-step.
1. Use the goal builder to create goals, write these in your notebook. (Remember 'Goal 1' is the same for everyone).
Goal 1
Goal 2
Goal 3 - pick one of these for each person
bau
Business-as-usual
w/ Individual contribution
team
development
strategic
improvement
2. Refine them using the sense check
sense check
sense check
sense check
sense check
sense check
3. Discuss with your table SMARTER CHECK: At your table, discuss how this goal will be reviewed and adjusted, how it meets “Meeting Expectations,” and whether the wording leaves room for higher performance.
Building performance Goals
Activity: Use this guide to build goals step-by-step.
1. Use the goal builder to create goals, write these in your notebook. (Remember 'Goal 1' is the same for everyone).
Goal 1
Goal 2
Goal 3 - pick one of these for each person
bau
Business-as-usual
w/ Individual contribution
team
development
strategic
improvement
2. Refine them using the sense check
sense check
sense check
sense check
sense check
3. Discuss with your table SMARTER CHECK: At your table, discuss how this goal will be reviewed and adjusted, how it meets “Meeting Expectations,” and whether the wording leaves room for higher performance.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Make “Meeting Expectations” achievable, stretch elements optional.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Make “Meeting Expectations” achievable, stretch elements optional.
Use the rating framework as your checklist when writing and rating.
quiz: 6 of 7
introducing the behaviour rating framework
This is the rating framework we have introduced following feedback to align rating behaviours with rating goals. Behaviours are rated collectively at 25% of the final score, at the colleague, manager or leader level. Ratings focus on consistent behaviours and impact, with colleagues showing most indicators for their level; higher ratings need sustained above‑level examples.
Action Planning & Transition
Building on your reflections from Section 1, make notes on:
- How you will plan and run end‑of‑cycle conversations so your team meets deadlines, remains compliant, and is paid on time
- How you will validate self‑ratings fairly and consistently before submitting ratings for calibration
- How you will clearly set and communicate goals and behaviour expectations across your team(s)
- How you will help your team get the most value from the simplified, business‑aligned approach
Year 2 is about momentum. Shaped by feedback from across the business, this simplified approach is designed to make expectations clearer, decisions fairer, and conversations more meaningful. It supports stronger performance, better development, and fewer surprises. How will you reinforce this message and bring your team with you?
quiz: 7 of 7
25:00
open forum
Thank you very much!
Use phrases like “communicate progress” or “collaborate effectively.” These keep the goal fair and achievable for a 3 but create space for colleagues to demonstrate higher level contribution if they choose.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 – Underperforming
Contribution is unreliable. Agreed actions are not consistently delivered, with limited ownership or communication.
- 2 – Needs Improvement
Contribution is inconsistent. Deadlines or commitments may be missed and support is required to maintain progress.
- 3 – Meeting Expectations
Delivers agreed contributions to standard and within timescales. Communicates progress and supports achievement of the team goal.
- 4 – Exceeding Expectations
Adds value beyond agreed contributions. Proactively removes blockers, improves ways of working, and strengthens team outcomes.
- 5 – Outstanding
Drives exceptional progress against the team goal and leads improvements that positively influence wider team or business performance.
Full Ratings Framework can be accessed here:
Discussion Prompts
- Which behaviours improved, where was inconsistency earlier, and what impact did that have?
- How should recent improvement be balanced against full‑year consistency when validating “Exceeding Expectations,” and where might recency bias creep in?
- What open questions could explore the self‑rating while recognising progress and staying objective?
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Natural, Framework-Aligned Questions:
- “Now that the ratings have been confirmed, how do you feel about the outcome?”
- “What feedback or comments from this year have stuck with you?”
- “Is there anything you’d like to focus on for your development going forward?”
- “Are there any new challenges or opportunities you’d like to take on?”
- “What kind of support or exposure would help you stay motivated?”
- “Is there anything about the process or your next steps you’d like to talk through?”
- “What would help you feel recognised and valued for what you’ve done?”
- “How can I help you work towards your goals or take on more responsibility?”
- “What would make next year even more successful for you?”
- “Are there any barriers you’d like help with as you move forward?”
If disappointed or disagrees:
- “I appreciate your point of view. Let’s talk about what might help you feel more supported or recognised.”
- “What do you think could have made the difference for a higher rating?”
- “Let’s chat about what success would look like for you next year.”
If ambitious or wants more:
- “Are there any projects or opportunities you’d like to get involved in?”
- “How can we help you prepare for the next step in your career?”
If proud or satisfied:
- “What helped you achieve this? How can you keep building on your strengths?”
- “Would you be interested in mentoring others or sharing your best practices?”
Use wording like “demonstrate measurable improvement” or “deliver a practical improvement.” These keep the goal fair and achievable for a 3 while still giving colleagues room to exceed if they choose.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Discussion Prompts:
- Have they had the opportunity to show you their examples and if not, how can you enable that?
- Are there any specific indicators you haven't seen displayed consistently.
- What open questions will you use to invite reflection and avoid defensiveness?
- What does best practice look like for navigating this difference in perception?
Meeting Expectations (3)
Shows steady progress and delivers the agreed development, improvement or strategic outcome. Applies learning, meets milestones and produces the expected improvement.
Exceeding Expectations (4)
Grows capability faster than expected, shares insights that support others or delivers an improvement with noticeable benefits for team quality or efficiency.
Outstanding (5)
Delivers significant improvement or strategic value that lifts overall customer experience, raises team capability or drives meaningful change that others adopt.
Phrases to Avoid when Validating Ratings (Pre-Calibration)
- “Are you sure you’ve done enough for that rating?”
- (Better: “Can you share some examples that show how you’ve met the criteria?”)
- “I just don’t see it, to be honest.”
- (Better: “Help me understand your perspective, what makes you feel you’ve reached that level?”)
- “I think you might be aiming a bit high.”
- (Better: “Let’s look at the framework together and see where your examples fit best.”)
- “I haven’t heard anyone mention that.”
- (Better: “Have you had any feedback from others that supports your view?”)
- “We’ve always done it this way.”
- (Better: “Is there anything you’ve done differently this year that you’re proud of?”)
- “I’ll just put down what I think is right.”
- (Better: “Let’s talk through your examples and reflections before I finalise my rating.”)
- “I’m not sure you’ve understood what’s expected.”
- (Better: “Let’s check the summary and bullet points together and see how your work matches up.”)
- “I don’t have time to go through all the details.”
- (Better: “Let’s focus on the key examples that show your impact.”)
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 – Underperforming
Contribution is unreliable. Agreed actions are not consistently delivered, with limited ownership or communication.
- 2 – Needs Improvement
Contribution is inconsistent. Deadlines or commitments may be missed and support is required to maintain progress.
- 3 – Meeting Expectations
Delivers agreed contributions to standard and within timescales. Communicates progress and supports achievement of the team goal.
- 4 – Exceeding Expectations
Adds value beyond agreed contributions. Proactively removes blockers, improves ways of working, and strengthens team outcomes.
- 5 – Outstanding
Drives exceptional progress against the team goal and leads improvements that positively influence wider team or business performance.
Full Ratings Framework can be accessed here:
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: No clear improvement delivered. Process outcomes unchanged or worse.
- 2 Needs Improvement: Partial or minor change with unclear benefits.
- 3 Meeting: Practical improvement delivered with clearer efficiency or quality benefits by the end of the cycle.
- 4 Exceeding: Strong improvement with noticeable benefits across users or steps. Learning shared.
- 5 Outstanding: Major improvement or innovation with measurable, sustained impact that is adopted more widely.
Full Ratings Framework can be accessed here:
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: No clear improvement delivered. Process outcomes unchanged or worse.
- 2 Needs Improvement: Partial or minor change with unclear benefits.
- 3 Meeting: Practical improvement delivered with clearer efficiency or quality benefits by the end of the cycle.
- 4 Exceeding: Strong improvement with noticeable benefits across users or steps. Learning shared.
- 5 Outstanding: Major improvement or innovation with measurable, sustained impact that is adopted more widely.
Full Ratings Framework can be accessed here:
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Milestones missed. No usable output for future needs.
- 2 Needs Improvement: Some progress but output not ready to embed or value unclear.
- 3 Meeting: Milestones met and output ready to embed by year end to support future needs.
- 4 Exceeding: High quality output that enables better decisions or readiness beyond the original scope.
- 5 Outstanding: Strategic value that meaningfully advances future success and is adopted at scale.
Full Ratings Framework can be accessed here:
Discuss what stops timely completion for your team or dept, and how you can overcome these barriers. How do you ensure all colleague and manager reviews are submitted on time. Make notes in the notebook.
Discussion Prompts:
- How do you probe for meaningful evidence linked to the Betfred Behaviours (e.g., “Can you describe a situation where you ‘Explored Possibilities’ or ‘Did the Right Thing’?”)?
- What language will you use to encourage quality examples?
- How do you close the conversation if evidence remains insufficient, referencing the need for behaviours to be consistently displayed for higher ratings?
- What does best practice look like for validating behaviours in this scenario?
Example (choose one approach):
Development:
“Develop skills or knowledge in a defined area to improve effectiveness and add greater value to the role.”
Improvement:
“Identify and implement a measurable improvement to a process, system, or way of working.”
Strategic:
“Deliver an initiative that supports longer-term business objectives or prepares the team for future needs.”
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Little to no capability growth. Learning not applied in real work.
- 2 Needs Improvement: Some activity but limited application or improvement shown.
- 3 Meeting: Applies learning and shows measurable improvement by the end of the cycle.
- 4 Exceeding: Faster or deeper capability growth with insights shared that help others.
- 5 Outstanding: Significant capability uplift that changes how work is done or raises team capability.
Full Ratings Framework can be accessed here:
Deliver all core responsibilities of the role to the required standard consistently throughout the review period. This focuses on:
- Completing agreed role responsibilities accurately and on time
- Maintaining expected quality and consistency in day‑to‑day delivery
- Adapting delivery as priorities change while continuing to meet core role requirements
Use wording like “maintain high service standards” or “follow required processes.” These keep the goal achievable for a 3 while allowing colleagues to naturally stretch beyond the basics without making it compulsory.
Meeting Expectations (3)
Completes assigned contacts to the agreed standard, meets timelines, keeps the team updated and supports routine team needs. Contributes effectively to team service targets.
Exceeding Expectations (4)
Regularly exceeds expected quality or productivity. Proactively supports colleagues, helps resolve issues, suggests improvements or strengthens team communication to improve customer outcomes.
Outstanding (5)
Makes a significant impact on team performance by improving ways of working, reducing blockers, lifting service quality or influencing wider team success. Creates exceptional value toward the team’s shared goal.
Open-Ended Language Bank
- “What made you pick that rating for your goal or behaviour?”
- “Looking back over the year, what achievements or moments are you most proud of?”
- “How do you see your results matching up with what’s expected in the performance framework?”
- “If you look at the summary and bullet points for this rating, which examples from your work do you think fit best?”
- “Which behaviour indicators do you feel you’ve shown most often in your day-to-day work?”
- “Can you think of times when you went above and beyond, or made a real difference?”
- “Have you had any feedback from others that backs up your view?”
- “In what ways do you feel you’ve helped your team or department achieve its goals?”
- “If you wanted to push yourself even further, what might that look like?”
- “Is there anything that would help you keep developing or take on new challenges?”
- “How have you adapted your approach, especially if you’ve been working remotely or across different teams?”
Guidance on Evidence
Colleague responses in the meeting count as evidence. If a colleague can articulate multiple situations where behaviour was demonstrated, or describe the impact of their work, these responses should be captured as valid evidence towards their rating.
For Communicating Final Ratings & Motivation (Post-Calibration)
- “It’s not personal, it’s just the process.”
- (Better: “I know this can feel tough. Let’s talk about what it means for your development.”)
- “At least you didn’t get a lower rating.”
- (Better: “Let’s look at what you did well and where you can build for next year.”)
- “Maybe next year you’ll get a 4 or 5.”
- (Better: “What would help you work towards a higher rating in the future?”)
- “There’s not much more you can do in your role.”
- (Better: “Are there any new challenges or responsibilities you’d like to take on?”)
- “I don’t make the rules.”
- (Better: “Let’s talk about how the framework applies and what you can do to progress.”)
- “You should be happy with meeting expectations.”
- (Better: “How do you feel about your rating? Is there anything you’d like to discuss or aim for next?”)
- “I’m just following what the calibration panel decided.”
- (Better: “If you have questions about the outcome, let’s talk them through together.”)
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Meeting Expectations (3)
Resolves customer queries accurately and on time, follows required processes and maintains consistent service standards. Demonstrates reliability and contributes effectively to daily customer operations.
Exceeding Expectations (4)
Delivers service to a high standard and adds value by improving a small part of the process, helping colleagues handle peaks, sharing learning or raising overall service quality.
Outstanding (5)
Delivers exceptional service consistently, drives significant improvements (such as reducing repeat contacts or improving a process), or contributes to service innovation that sets a benchmark for others.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Discussion Prompts:
- Which Betfred behaviours are being cited? How could you further validate the rating?
- What additional evidence or feedback could you seek (e.g., from stakeholders, team members, or reviewing outputs)?
- How will you use open questions to probe for specific indicators without sounding sceptical?
- What does best practice look like for validating behaviours in this scenario?
If clarity of role is established and well-defined: Option 1Deliver all core responsibilities of the role consistently throughout the review period, ensuring expected standards of accuracy, timeliness, quality, and reliability are maintained as priorities evolve. Progress will be discussed regularly and may be refined if priorities change. If further clarity is required an editable option: Option 2 Deliver the core responsibilities of the role consistently throughout the review period, including:
- [Insert key recurring responsibilities]
- [Insert clear expected standards for accuracy, timeliness, quality, and consistency]
- [Insert essential role requirements that must be maintained day‑to‑day]
Progress will be reviewed regularly, and expectations may be refined as priorities evolve.
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Milestones missed. No usable output for future needs.
- 2 Needs Improvement: Some progress but output not ready to embed or value unclear.
- 3 Meeting: Milestones met and output ready to embed by year end to support future needs.
- 4 Exceeding: High quality output that enables better decisions or readiness beyond the original scope.
- 5 Outstanding: Strategic value that meaningfully advances future success and is adopted at scale.
Full Ratings Framework can be accessed here:
- Summoning meetings that could’ve been emails.
- Replying “Great idea!” while secretly Googling what it means.
- Keeping a straight face during “quick” 90‑minute calls.
- Finding the mute button… eventually.
- Turning “Let’s circle back” into an Olympic sport.
- Spotting typos in a 47‑slide deck at 11pm.
- Mastering the art of “You’re on mute” bingo.
- Pretending to understand the latest Slack emoji trend.
- Scheduling meetings across 4 time zones without tears (mine).
- Replying to Teams messages faster than my coffee cools.
- Reacting with 👍 while crying inside.
- Turning chaos into… slightly organised chaos.
- Keeping calm when someone says, “Just one more quick question.”
- Finding the one file named “Final_v27_REAL_FINAL.pptx.”
- Surviving back‑to‑back video calls without turning into a GIF.
- Decoding acronyms like a Marvel superhero.
- Spotting passive‑aggressive ellipses in chat messages.
- Making “Let’s take this offline” sound polite.
- Pretending the Wi‑Fi drop was “strategic silence.”
- Turning message threads into bedtime reading.
- Keeping my camera on while my soul logs off.
- Reacting with fire emoji to motivate… anything.
- Finding the one person who still uses email for everything.
- Turning “ASAP” into “next week” without anyone noticing.
- Surviving Monday morning stand‑ups like a pro.
Use the SMARTER prompts below to check that the BAU objective is clear, measurable, and consistently applied across roles.
- Specific - Is it clearly described or defined what the individual is responsible for delivering day to day as part of their role?
- Measurable - Can delivery be evidenced through: Accuracy / Timeliness / Quality / Consistency / Completion of core responsibilities to agreed standards
- Achievable - Are expectations realistic and appropriate for the level and scope of the role?
- Relevant - Do the responsibilities clearly support the purpose of the role and business priorities?
- Time Bound - Is it clear that delivery is expected consistently throughout the review period, not just at a single point in time?
- Evaluate - How will delivery be reviewed during the cycle?
- (e.g. 1 to 1s, quality checks, process reviews, service measures)
- Readjust - If priorities change, can the objective be refined without changing the expectation to deliver core responsibilities to standard?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 5 - Outstanding Delivery exceeded expectations by a significant margin. Demonstrated exceptional quality, reliability, or improvement that clearly raised operational standards or performance.
- 4 - Exceeding Expectations Delivery consistently exceeded the required standard. Frequent enhancements to quality, consistency, efficiency, or ways of working beyond what was expected for the role.
- 3 - Meeting Expectations Core responsibilities delivered reliably, accurately, and to the expected standard throughout the review period.
- 2 - Needs Improvement Delivery was inconsistent or incomplete. Standards were met only some of the time, and additional support, guidance, or intervention was required.
- 1 - Underperforming Core responsibilities were regularly not delivered or delivered below the required standard.
Full Ratings Framework can be accessed here:
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
- Specific – Is it clear what the individual is responsible for within the team goal?
- Measurable – Is there a simple way to evidence progress or contribution?
- Achievable – Are expectations realistic for the role and level?
- Relevant – Does the goal link clearly to team priorities?
- Time‑Bound – Is the timeframe or review point clear?
- Evaluate – How will progress be checked during the cycle?
- Readjust – If priorities change, can the goal be refined without changing expectations?
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Little to no capability growth. Learning not applied in real work.
- 2 Needs Improvement: Some activity but limited application or improvement shown.
- 3 Meeting: Applies learning and shows measurable improvement by the end of the cycle.
- 4 Exceeding: Faster or deeper capability growth with insights shared that help others.
- 5 Outstanding: Significant capability uplift that changes how work is done or raises team capability.
Full Ratings Framework can be accessed here:
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Appraisal V2
BETFRED
Created on February 8, 2026
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Transcript
Welcome
Open a browser and go to play.genially.com and enter 276-892Keep the browser open throughout
Close and Mute teams/email/slack/phones
Notebook to help keep your notes in one place
closing the
appraisal year
End of Year Line Manager Training
story so far
Session 3 of 3: Kickoff → Mid‑Year → End‑of‑Year.
story so far
Session 3 of 3: Kickoff → Mid‑Year → End‑of‑Year.
before we start...
Idea Bank
Validating Ratings
1 hour 15
ComfortBreak
Validating Ratings
5 minutes
1 hour 15
Plans ForNext Year
ComfortBreak
Validating Ratings
5 minutes
45 minutes
1 hour 15
Plans ForNext Year
ComfortBreak
Validating Ratings
Open Forum
5 minutes
15 minutes
55 minutes
1 hour 15
Validating Ratings
Section 1
Start
Learning Objectives
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Submit accurate ratings on time to meet calibration deadlines.
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Learning Objectives
Submit accurate ratings on time to meet calibration deadlines.
Lead fair, evidence-based appraisal conversations that drive accountability.
Validate goals and behaviours using the performance and behavioural frameworks.
Write a personal learning goal in your notebook.
Why Timely Completion Matters
9th Feb - 27th Feb
ColleagueReviews
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
ColleagueReviews
9th Feb - 18th March
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
16th Feb - 20th March
HOD Calibration
ColleagueReviews
9th Feb - 18th March
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
Why Timely Completion Matters
Manager Reviews
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Visual Plan
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Why Timely Completion Matters
Manager Reviews
April/MayPaydays
9th Feb - 27th Feb
Exec Calibration
16th Feb - 20th March
Mid-April
Pay Review Comms
HOD Calibration
ColleagueReviews
9th Feb - 18th March
23rd March - 8th April
24th, 30th April & 1st May
Visual Plan
quiz: 1 of 7
Performance ratings
framework
The framework will be used to determine a rating for a colleague’s performance against their objectives. Colleagues may not meet all points but may meet the majority for that score to apply.
When validating we need to ensure:
behaviour ratings
Validation
Behaviour ratings should be confirmed using evidence and consistency over time, not opinion or isolated moments. Ask yourself one core question: Do I see these behaviours demonstrated consistently at the level the colleague has rated themselves? Take a developmental, evidence‑based approach that supports fairness and growth when discussing and validating.
Behaviour Scenarios in Practice
Context: A colleague has given themselves an “Outstanding” rating for behaviours, claiming they consistently role-model all five behaviours. Your observations suggest they meet expectations but do not regularly demonstrate above-level indicators.
Context: The colleague has rated themselves highly for behaviours but provided only generic statements like “I always support the team” or “I make things happen,” without specific examples.
Context: The colleague started the year inconsistently, with gaps in “Play Your Part” and “Do the Right Thing,” but has shown significant improvement in the last quarter. They have self-rated as “Exceeding Expectations.”
Context: You manage a colleague who works remotely most of the time. They have self-rated as “Exceeding Expectations” for behaviours, citing strong collaboration (“Play Your Part”) and adaptability (“Make Things Happen”). However, you have limited direct observation and only a few examples from virtual meetings.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Scenario 4
Scenario 2
Scenario 3
Title
Title
Title
Title
Scenario 1
Limited Evidence Provided
Self-Rating Significantly Higher than Manager View
Inconsistent Behaviour Across the Year
Write a brief description here
Write a brief description here
Write a brief description here
Remote Colleague, Limited Visibility of Day-to-Day
Write a brief description here
Prompts
Prompts
Prompts
Prompts
Click to enlarge:
quiz: 2 of 7
Post-Calibration Confirmation
Pre-Calibration Meeting
What language will you use to keep your team motivated?
What language will you use to keep your team motivated?
Conversation Traps
Queston Bank
Queston Bank
Conversation Traps
Create your language bank (openers you’ll use / phrases you’ll avoid).
quiz: 3 of 7
motivation pathways after ratings
Activity: On the table Flip the Cards and discuss how people will feel and react once they get their final ratings and how we can keep them motivated moving into the next cycle?
For All Ratings:- Use the frameworks as your reference point in every conversation.
- To achieve a rating, the colleague should meet the summary and the majority of bullet points for that level (goals), or the required number of behaviour indicators (behaviours).
- Colleague responses in the meeting count as evidence, capture these carefully.
- Always link feedback to the behaviour indicators or goal criteria.
- Reinforce that ratings are not the end - focus on growth, learning, and future opportunities.
- Encourage ongoing dialogue, not just annual reviews.
- Invite feedback on the process and what would help the colleague feel more motivated and supported.
Final Guidance for ManagersPossible Reactions: Pride, motivation, desire for greater recognition, higher pay, promotion, or frustration if expectations aren’t met. Manager Actions:- Celebrate achievements and highlight the impact on the team/organisation.
- Discuss career aspirations openly: “Are you interested in more responsibility, a new role, or development opportunities?”
- Be transparent about what is possible now (e.g., pay, promotion, projects) and what may require patience.
- Offer visibility (presenting work, leading initiatives), sponsorship, or advanced training.
- If expectations can’t be met immediately, explain the reasons and outline a pathway or timeline for progression.
Possible Reactions: Disappointment, frustration, disagreement, feeling undervalued. Manager Actions:- Listen to the colleague’s perspective and acknowledge their feelings.
- Clearly explain which behaviour indicators or goals need improvement, using examples.
- Co-create a focused support and development plan (short-term, achievable steps).
- Schedule regular check-ins to review progress and offer encouragement.
- Reaffirm belief in the colleague’s potential to improve.
- If disagreement remains, explain the calibration process and offer a follow-up conversation after final ratings.
Possible Reactions: Satisfaction, relief, disappointment (“I thought I’d get higher”), or ambition (“I want to push on”). Manager Actions:- For those satisfied: Recognise consistency and reliability; discuss how to maintain performance.
- For those disappointed: Explore what might have led to a higher rating, clarify criteria, and discuss development opportunities.
- For those wanting more: Offer stretch assignments, new responsibilities, or skill development.
- Ask: “What would you like to achieve next year?” or “Where do you see opportunities to grow?”
- Offer exposure to new projects, mentoring, or training.
4 5
1 2
or
or
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
For All Ratings
Meeting Expectations
underperforming or needs improvement
Exceeding or outstanding
Possible Reactions? Likely Feelings?Manager Actions?
Possible ReactionsLikely Feelings?Manager Actions?
Possible Reactions?Likely Feelings? Manager Actions?
Title
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Write a brief description here
Make notes on how you would handle scenarios where ratings don’t meet the colleagues expectations.
quiz: 4 of 7
closing thoughts
Take a moment to reflect. In your notebook, note down:
- How you will plan your review timeline so all reviews, sign‑offs, and HOD calibrations (if relevant) are completed on time
- How you will validate goals and ratings using the matrix
- How you will review performance and behaviour information before the meeting, and use opening questions to help colleagues validate their ratings
Capture any key takeaways and next steps in your notebook.#5 minute break
New Appraisal Approach & Goal Setting (Next Cycle)
Section 2
Start
Learning Objectives
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
Learning Objectives
Apply the matrix and validation checklist when setting new goals.
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
Learning Objectives
Plan regular performance conversations for ongoing development.
Apply the matrix and validation checklist when setting new goals.
Write clear, SMART goals for BAU, Team, and either a Development, Improvement or Startegic areas.
What's changing and why
“We said we’d learn, we listened, and we’ve refined.”
Activity: Flip the cards to learn more about the primary changes we’ve made to the appraisal process
behaviours
admin
Rating
Goals
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Title
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Write a brief description here
Summarise the key changes in the appraisal process in your notebook.
understanding goal types
Activity: Flip the cards to learn more about the 3 goal types before a group discussion
With the exclusion of the key results which included the measurement of the goal all goals will now follow the SMART methodology to ensure the measurement is captured within the goal. More on this later. S (Specific) M (Measurable) A (Achievable) R (Relevant) T (Time-bound) E (Evaluate) R (Re-Adjust)
Goal Writing Methodology
Purpose: This goal drives growth, capability building, or forward-looking impact beyond current duties. Explanation: This goal focuses on developing skills, improving ways of working, or delivering a strategic improvement that enhances future performance. It demonstrates adaptability, learning, and a commitment to long-term value rather than only short-term output. Only one of the approaches (Development/Improvement/ Strategic) is required.
Purpose: This goal ensures consistent, high-quality execution of core responsibilities. It focuses on reliability, efficiency, and maintaining standards rather than one-off achievements. Explanation: A BAU goal measures how effectively I deliver my regular responsibilities that keep the business running. It emphasises accuracy, timeliness, compliance with processes, and continuous improvement in everyday work. This goal recognises that sustained performance and operational excellence are just as critical as project-based outcomes.
Purpose: This goal aligns individual performance with broader team or organisational outcomes, while clearly articulating personal accountability. Explanation: This goal focuses on contributing to a shared team objective, with success measured by both the overall outcome and my specific role in achieving it. It highlights collaboration, communication, and ownership, ensuring that while the result is collective, my contribution is visible and measurable.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
BAU
TEAM
development improvement or strategic
Title
Title
Title
Write a brief description here
Write a brief description here
Write a brief description here
Examples
quiz: 5 of 7
goal types - CS Agent example
2) Team Goal with Individual Contribution Purpose Show clear personal accountability within a shared team objective, highlighting collaboration, communication and delivery against the team outcome. Example Contribute to the team’s customer service targets by completing assigned contacts to agreed standards and timelines, communicating progress and supporting problem solving so the team achieves its shared outcome of delivering high‑quality, accurate and compliant customer responses.
3) Development, Improvement, Strategic Goal Purpose Build capability, improve ways of working or deliver forward looking impact that supports future business needs. Example, choose one
1) BAU Goal - Core Responsibilities Purpose Capture the essential day‑to‑day responsibilities that keep the business running, with accuracy, timeliness, compliance and consistent delivery. Example Provide accurate and timely customer service throughout the cycle by resolving queries within agreed timeframes, following all required processes, maintaining high service standards and identifying small improvements where possible.
Language Tips
Language Tips
How to Rate
Language Tips
How to Rate
How to Rate
Building performance Goals
Activity: Use this guide to build goals step-by-step.
1. Use the goal builder to create goals, write these in your notebook. (Remember 'Goal 1' is the same for everyone).
Goal 1
Goal 2
Goal 3 - pick one of these for each person
bau
Business-as-usual
w/ Individual contribution
team
development
strategic
improvement
2. Refine them using the sense check
sense check
sense check
sense check
sense check
sense check
3. Discuss with your table SMARTER CHECK: At your table, discuss how this goal will be reviewed and adjusted, how it meets “Meeting Expectations,” and whether the wording leaves room for higher performance.
Building performance Goals
Activity: Use this guide to build goals step-by-step.
1. Use the goal builder to create goals, write these in your notebook. (Remember 'Goal 1' is the same for everyone).
Goal 1
Goal 2
Goal 3 - pick one of these for each person
bau
Business-as-usual
w/ Individual contribution
team
development
strategic
improvement
2. Refine them using the sense check
sense check
sense check
sense check
sense check
3. Discuss with your table SMARTER CHECK: At your table, discuss how this goal will be reviewed and adjusted, how it meets “Meeting Expectations,” and whether the wording leaves room for higher performance.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Make “Meeting Expectations” achievable, stretch elements optional.
Key Takeaways for Goal Setting...
Anchor goals in “Meeting Expectations” (3).
Use SMARTER principles.
Make “Meeting Expectations” achievable, stretch elements optional.
Use the rating framework as your checklist when writing and rating.
quiz: 6 of 7
introducing the behaviour rating framework
This is the rating framework we have introduced following feedback to align rating behaviours with rating goals. Behaviours are rated collectively at 25% of the final score, at the colleague, manager or leader level. Ratings focus on consistent behaviours and impact, with colleagues showing most indicators for their level; higher ratings need sustained above‑level examples.
Action Planning & Transition
Building on your reflections from Section 1, make notes on:
- How you will plan and run end‑of‑cycle conversations so your team meets deadlines, remains compliant, and is paid on time
- How you will validate self‑ratings fairly and consistently before submitting ratings for calibration
- How you will clearly set and communicate goals and behaviour expectations across your team(s)
- How you will help your team get the most value from the simplified, business‑aligned approach
Year 2 is about momentum. Shaped by feedback from across the business, this simplified approach is designed to make expectations clearer, decisions fairer, and conversations more meaningful. It supports stronger performance, better development, and fewer surprises. How will you reinforce this message and bring your team with you?quiz: 7 of 7
25:00
open forum
Thank you very much!
Use phrases like “communicate progress” or “collaborate effectively.” These keep the goal fair and achievable for a 3 but create space for colleagues to demonstrate higher level contribution if they choose.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 – Underperforming
Contribution is unreliable. Agreed actions are not consistently delivered, with limited ownership or communication.
- 2 – Needs Improvement
Contribution is inconsistent. Deadlines or commitments may be missed and support is required to maintain progress.
- 3 – Meeting Expectations
Delivers agreed contributions to standard and within timescales. Communicates progress and supports achievement of the team goal.
- 4 – Exceeding Expectations
Adds value beyond agreed contributions. Proactively removes blockers, improves ways of working, and strengthens team outcomes.
- 5 – Outstanding
Drives exceptional progress against the team goal and leads improvements that positively influence wider team or business performance.
Full Ratings Framework can be accessed here:Discussion Prompts
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Natural, Framework-Aligned Questions:
- “Now that the ratings have been confirmed, how do you feel about the outcome?”
- “What feedback or comments from this year have stuck with you?”
- “Is there anything you’d like to focus on for your development going forward?”
- “Are there any new challenges or opportunities you’d like to take on?”
- “What kind of support or exposure would help you stay motivated?”
- “Is there anything about the process or your next steps you’d like to talk through?”
- “What would help you feel recognised and valued for what you’ve done?”
- “How can I help you work towards your goals or take on more responsibility?”
- “What would make next year even more successful for you?”
- “Are there any barriers you’d like help with as you move forward?”
If disappointed or disagrees:- “I appreciate your point of view. Let’s talk about what might help you feel more supported or recognised.”
- “What do you think could have made the difference for a higher rating?”
- “Let’s chat about what success would look like for you next year.”
If ambitious or wants more:- “Are there any projects or opportunities you’d like to get involved in?”
- “How can we help you prepare for the next step in your career?”
If proud or satisfied:Use wording like “demonstrate measurable improvement” or “deliver a practical improvement.” These keep the goal fair and achievable for a 3 while still giving colleagues room to exceed if they choose.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Discussion Prompts:
Meeting Expectations (3) Shows steady progress and delivers the agreed development, improvement or strategic outcome. Applies learning, meets milestones and produces the expected improvement. Exceeding Expectations (4) Grows capability faster than expected, shares insights that support others or delivers an improvement with noticeable benefits for team quality or efficiency. Outstanding (5) Delivers significant improvement or strategic value that lifts overall customer experience, raises team capability or drives meaningful change that others adopt.
Phrases to Avoid when Validating Ratings (Pre-Calibration)
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 – Underperforming
Contribution is unreliable. Agreed actions are not consistently delivered, with limited ownership or communication.
- 2 – Needs Improvement
Contribution is inconsistent. Deadlines or commitments may be missed and support is required to maintain progress.
- 3 – Meeting Expectations
Delivers agreed contributions to standard and within timescales. Communicates progress and supports achievement of the team goal.
- 4 – Exceeding Expectations
Adds value beyond agreed contributions. Proactively removes blockers, improves ways of working, and strengthens team outcomes.
- 5 – Outstanding
Drives exceptional progress against the team goal and leads improvements that positively influence wider team or business performance.
Full Ratings Framework can be accessed here:Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: No clear improvement delivered. Process outcomes unchanged or worse.
- 2 Needs Improvement: Partial or minor change with unclear benefits.
- 3 Meeting: Practical improvement delivered with clearer efficiency or quality benefits by the end of the cycle.
- 4 Exceeding: Strong improvement with noticeable benefits across users or steps. Learning shared.
- 5 Outstanding: Major improvement or innovation with measurable, sustained impact that is adopted more widely.
Full Ratings Framework can be accessed here:Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: No clear improvement delivered. Process outcomes unchanged or worse.
- 2 Needs Improvement: Partial or minor change with unclear benefits.
- 3 Meeting: Practical improvement delivered with clearer efficiency or quality benefits by the end of the cycle.
- 4 Exceeding: Strong improvement with noticeable benefits across users or steps. Learning shared.
- 5 Outstanding: Major improvement or innovation with measurable, sustained impact that is adopted more widely.
Full Ratings Framework can be accessed here:Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Milestones missed. No usable output for future needs.
- 2 Needs Improvement: Some progress but output not ready to embed or value unclear.
- 3 Meeting: Milestones met and output ready to embed by year end to support future needs.
- 4 Exceeding: High quality output that enables better decisions or readiness beyond the original scope.
- 5 Outstanding: Strategic value that meaningfully advances future success and is adopted at scale.
Full Ratings Framework can be accessed here:Discuss what stops timely completion for your team or dept, and how you can overcome these barriers. How do you ensure all colleague and manager reviews are submitted on time. Make notes in the notebook.
Discussion Prompts:
Example (choose one approach): Development: “Develop skills or knowledge in a defined area to improve effectiveness and add greater value to the role.” Improvement: “Identify and implement a measurable improvement to a process, system, or way of working.” Strategic: “Deliver an initiative that supports longer-term business objectives or prepares the team for future needs.”
Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Little to no capability growth. Learning not applied in real work.
- 2 Needs Improvement: Some activity but limited application or improvement shown.
- 3 Meeting: Applies learning and shows measurable improvement by the end of the cycle.
- 4 Exceeding: Faster or deeper capability growth with insights shared that help others.
- 5 Outstanding: Significant capability uplift that changes how work is done or raises team capability.
Full Ratings Framework can be accessed here:Deliver all core responsibilities of the role to the required standard consistently throughout the review period. This focuses on:
Use wording like “maintain high service standards” or “follow required processes.” These keep the goal achievable for a 3 while allowing colleagues to naturally stretch beyond the basics without making it compulsory.
Meeting Expectations (3) Completes assigned contacts to the agreed standard, meets timelines, keeps the team updated and supports routine team needs. Contributes effectively to team service targets. Exceeding Expectations (4) Regularly exceeds expected quality or productivity. Proactively supports colleagues, helps resolve issues, suggests improvements or strengthens team communication to improve customer outcomes. Outstanding (5) Makes a significant impact on team performance by improving ways of working, reducing blockers, lifting service quality or influencing wider team success. Creates exceptional value toward the team’s shared goal.
Open-Ended Language Bank
- “What made you pick that rating for your goal or behaviour?”
- “Looking back over the year, what achievements or moments are you most proud of?”
- “How do you see your results matching up with what’s expected in the performance framework?”
- “If you look at the summary and bullet points for this rating, which examples from your work do you think fit best?”
- “Which behaviour indicators do you feel you’ve shown most often in your day-to-day work?”
- “Can you think of times when you went above and beyond, or made a real difference?”
- “Have you had any feedback from others that backs up your view?”
- “In what ways do you feel you’ve helped your team or department achieve its goals?”
- “If you wanted to push yourself even further, what might that look like?”
- “Is there anything that would help you keep developing or take on new challenges?”
- “How have you adapted your approach, especially if you’ve been working remotely or across different teams?”
Guidance on Evidence Colleague responses in the meeting count as evidence. If a colleague can articulate multiple situations where behaviour was demonstrated, or describe the impact of their work, these responses should be captured as valid evidence towards their rating.For Communicating Final Ratings & Motivation (Post-Calibration)
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Meeting Expectations (3) Resolves customer queries accurately and on time, follows required processes and maintains consistent service standards. Demonstrates reliability and contributes effectively to daily customer operations. Exceeding Expectations (4) Delivers service to a high standard and adds value by improving a small part of the process, helping colleagues handle peaks, sharing learning or raising overall service quality. Outstanding (5) Delivers exceptional service consistently, drives significant improvements (such as reducing repeat contacts or improving a process), or contributes to service innovation that sets a benchmark for others.
Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.
Discussion Prompts:
If clarity of role is established and well-defined: Option 1Deliver all core responsibilities of the role consistently throughout the review period, ensuring expected standards of accuracy, timeliness, quality, and reliability are maintained as priorities evolve. Progress will be discussed regularly and may be refined if priorities change. If further clarity is required an editable option: Option 2 Deliver the core responsibilities of the role consistently throughout the review period, including:
- [Insert key recurring responsibilities]
- [Insert clear expected standards for accuracy, timeliness, quality, and consistency]
- [Insert essential role requirements that must be maintained day‑to‑day]
Progress will be reviewed regularly, and expectations may be refined as priorities evolve.Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Milestones missed. No usable output for future needs.
- 2 Needs Improvement: Some progress but output not ready to embed or value unclear.
- 3 Meeting: Milestones met and output ready to embed by year end to support future needs.
- 4 Exceeding: High quality output that enables better decisions or readiness beyond the original scope.
- 5 Outstanding: Strategic value that meaningfully advances future success and is adopted at scale.
Full Ratings Framework can be accessed here:Use the SMARTER prompts below to check that the BAU objective is clear, measurable, and consistently applied across roles.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 4 - Exceeding Expectations Delivery consistently exceeded the required standard. Frequent enhancements to quality, consistency, efficiency, or ways of working beyond what was expected for the role.
- 3 - Meeting Expectations Core responsibilities delivered reliably, accurately, and to the expected standard throughout the review period.
- 2 - Needs Improvement Delivery was inconsistent or incomplete. Standards were met only some of the time, and additional support, guidance, or intervention was required.
- 1 - Underperforming Core responsibilities were regularly not delivered or delivered below the required standard.
Full Ratings Framework can be accessed here:Check against the SMARTER Model to refine clarity and measurability, ensuring the goal clearly describes how the individual contributes to the team outcome.
Use the ratings overlay to confirm that different levels of contribution can be clearly and fairly distinguished.
- 1 Underperforming: Little to no capability growth. Learning not applied in real work.
- 2 Needs Improvement: Some activity but limited application or improvement shown.
- 3 Meeting: Applies learning and shows measurable improvement by the end of the cycle.
- 4 Exceeding: Faster or deeper capability growth with insights shared that help others.
- 5 Outstanding: Significant capability uplift that changes how work is done or raises team capability.
Full Ratings Framework can be accessed here:Follow this step by step process and create a goal for one of your team. Once you have it written, close this window and see if it can refined further by sense checking against the SMART(ER) model and the Ratings Framework.