Chair and Non Executive Director Competency and Appraisal

An effective appraisal process is important to ensure that chairs and non-executives feel motivated, well supported and confident to deal with the many issues and challenges they will face in their role. An effective appraisal will enable chairs and non-executives to evaluate their performance, receive constructive feedback, build upon strengths and address any areas for development.

Chair performance appraisal

Provider Chair Competency Framework and Provider Chair Annual Appraisal Framework

NHS England and NHS Improvement produced a standard framework that supports appraisals in being an honest and objective assessment of a chair’s impact and effectiveness, while enabling potential support and development needs to be recognised and fully considered. The framework is fully aligned with the Provider Chair Competency Framework and informed by multi-source feedback.

It is anticipated that chair appraisals should be completed by the end of the first quarter of each year, with a copy sent to NHS England Chair, and Amanda Pritchard via [email protected] by the end of the following June. Though submission is not a requirement for Foundation Trusts, if all organisations submit appraisals it will enable a better understanding and response to the collective support and development needs of the wider provider chair community.

Non-executive performance appraisal: a good practice guide

To support an effective appraisal process, NHS England have created a good practice guide.

General principles

Here are some principles to consider when conducting effective appraisals of non-executive directors:

  • be clear about who is conducting the appraisal
  • new appointees should be told they’ll be formally appraised, who will conduct the appraisal, how often they will take place and the standards that they will be assessed by
  • appraisals should look forward, not just back, to take account of the future organisational needs, any learning and development identified and the aspirations of the individual
  • any performance issues should be identified and discussed constructively as part of the appraisal process and there should be clarity about the support individuals will receive to help them improve
  • all documentation relating to the appraisal should be completed during, or shortly after, the appraisal and signed by both parties
  • where there is no agreement, the chair’s assessment should stand with the non-executive director’s disagreement noted (any fundamental differences may need to be escalated to NHS England)
  • documentation should be simple, purposeful and easy to use

Designing an appraisal system

As a minimum, the appraisal should include:

  • a review of performance since last appraisal
  • setting new objectives
  • identification of any learning and development needs
  • identification of any issues that may affect the individual’s suitability for appointment, including whether they continue to comply with the fit and proper person regulations

The process may also be used to identify individuals with the potential to progress to chair roles and for succession planning. This should be recorded in the appraisal documentation along with any development needs. Whatever form of assessment used, the criteria shouldn’t, directly or indirectly, discriminate against any individual or group of individuals, for example, in relation to time availability.

You should consider what ‘evidence’ might be available to both appraiser and appraisee to support the assessment and consider contributions from other individuals to the overall appraisal. This could include self-assessment, board colleagues or a 360 degree process. 

NHS England can support boards wishing to undertake 360 degree assessments against the behaviours in the NHS Leadership Academy’s Healthcare Leadership Model and have developed a short feedback tool specifically for NHS chairs and non-executive directors. The Healthcare Leadership Model describes nine behaviours which together contribute towards strong and effective NHS leaders.  Chairs and non-executive directors will need to demonstrate this range of behaviours and the highest standards of conduct required to contribute effectively in this board level role.

NHS England are eager to capture details of any learning and development needs identified. Although they are aware that most of these needs will be addressed locally, they are keen to learn about any areas in which they can provide additional support regionally or at a national level.  

Recording details of any learning and development needs helps us to consider how we can provide additional support, either regionally or at a national level.  We therefore ask that non-executive director appraisal documents should be completed by the end of September in any given year and a copy sent to [email protected]

Non-executive director appraisal form

Non-executive director team appraisal summary

NHS England have a specific role in ensuring NHS trust chairs and non-executive directors receive an annual performance appraisal. They need assurance that non-executives appraisals have been carried out and therefore ask chairs to return of a single page appraisal summary form to them, as a minimum.