ALL practices are made up of a group of individuals, with varying roles and responsibilities, working together towards common aims. For the practice to be successful, each individual needs to know what these aims are, how they contribute to achieving them, and how they can be most effective in their jobs. This means they also need to know how they are doing now, and what training they might need to develop their role in the practice. In an earlier article (In Practice, May 1997, pp 285-288), Steve Derby provided a framework for an appraisal system. In this, the first in a series of three articles, Carole Clarke discusses the practicalities of performance appraisal, based on the system established in her practice.
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