1. Annual Appraisal
   1. Intentions are to address:
      1. Improvement
      2. Coaching and Guidance
      3. Feedback and Communication
      4. Compensation
      5. Termination and legal documentation
      6. Staffing decisions and professional development
   2. Problems
      1. The assumption that one process can address so many purposes is flawed
      2. Although people do want feedback, the formalities of appraisal makes it difficult to give or take feedback, even if it can be delivered in a fair and unbiased way
      3. Puts responsibility for employee's morale, performance and development with the manager
2. No Annual Appraisal
   1. Alternatives that more effectively achieve desired outcomes
      1. Goal setting
      2. Availability of Coaching as standalone
      3. Choice of feedback method, direction and frequency
      4. Clear pay and promotion scales
      5. Clear probationary period and intensive support for underperformers
      6. Encourage culture of learning and development, support staff to attend training of their choice
   2. Problems solved:
      1. Each process is addressed individually, with clarity and can be improved upon by input from all concerned
      2. Feedback is delivered when the employee needs it, in a manner of their choosing and from people whose opinions are trusted
      3. Responsibility for the employee's performance, development and morale is returned to the employee
3. Supervision
   1. Assumes employee does not take responsibility for their work
   2. Assumes line manager is best placed to determine where employee is performing well or badly
   3. Assumes employee's role is to support needs of management
4. Support
   1. Assumes employee takes responsibility for their work
   2. Assumes employee is aware of how well or badly they are performing
   3. Assumes manager's role is to support the needs of the employee