Definition

A performance appraisal is a structured, periodic review of an individual's work performance against agreed objectives. Key performance indicators (KPIs) are the measurable criteria against which performance is assessed. In a surveying context, KPIs may include client satisfaction scores, complaint rates, fee recovery, and turnaround times on instructions. Together, appraisals and KPIs give the surveyor and their manager an evidence-based picture of how well client care obligations are being met.

Why this matters for Client Care

  • Level 2 knowledge: you must be able to explain how your firm links individual performance targets to client service standards, with at least one practical example from your own appraisal experience.
  • KPIs that include client satisfaction scores or complaint rates create a direct connection between individual performance and the client care standard required by RICS Rules of Conduct Rule 3.
  • Poorly designed KPIs that incentivise fee generation over service quality create a systemic client care risk, which candidates at Level 2 should be able to identify and critique.
  • The appraisal process is also how a firm identifies underperformance that may be harming clients, making it a risk management tool as well as a development one.

Key principles

The appraisal cycle

Most surveying practices operate a three-stage cycle: agree SMART objectives at the start; hold a mid-point check-in to assess progress and adjust if needed; conduct the formal year-end appraisal to review performance, set new objectives, and agree a development plan. One-to-one meetings between these formal stages provide continuous feedback and catch problems early.

Setting client care KPIs

Effective client care KPIs might include: the Net Promoter Score from post-instruction surveys; the number of complaints received and resolved within target timescales; the average time from instruction to report delivery; the percentage of client queries answered within one working day; and the number of repeat instructions from existing clients. These metrics should be reviewed at each appraisal alongside financial targets to avoid a culture where fee income is prioritised over service quality.

Legal framework for appraisals

Appraisals must comply with the Equality Act 2010: performance criteria must be applied consistently and must not disadvantage employees because of a protected characteristic. Where an appraisal leads to a performance improvement plan or dismissal, the employer must also comply with the Employment Rights Act 1996 and follow a fair process.

Continuous feedback and its importance

Behaviour is influenced most effectively when feedback is given close in time to the event. Saving all observations for an annual review is poor management practice and a common source of grievance. Candidates who can describe a specific instance of timely feedback and explain how it improved client service demonstrate genuine engagement with this principle.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 3 (service) and Rule 2 (competence) create the professional obligations that client care KPIs are designed to measure.
  • Equality Act 2010 — requires that appraisal criteria and processes do not discriminate against employees with protected characteristics.
  • Employment Rights Act 1996 — governs the fair treatment of employees whose performance is managed through formal procedures.
  • RICS standard form terms of appointment — often incorporate service level commitments that translate directly into measurable KPIs for fee earners.

Ethics and Rules of Conduct angle

Rule 3 of the RICS Rules of Conduct requires members and firms to provide a good standard of service. A firm that links its appraisal system to client care KPIs actively discharges that obligation at an institutional level. Rule 2 (competence) is also engaged: appraisals should identify skills gaps and trigger CPD, ensuring surveyors work within their competence. A firm where KPIs focus exclusively on revenue, with no client satisfaction metrics, risks a culture at odds with Rule 3. Candidates who identify this tension demonstrate how governance and ethics interact.

APC-style Q&As

Q (Level 1)What does SMART stand for in the context of setting appraisal objectives?

SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. Objectives that meet these criteria are clear enough to be assessed objectively at the end of the review period, which makes the appraisal conversation more productive and reduces the risk of disputes about whether a target was met.

Q (Level 1)Give two examples of KPIs that directly measure a surveyor's client care performance.

Client satisfaction score from post-instruction surveys and the average number of working days from instruction to report delivery. Both are directly linked to the client's experience of the service and are measurable without subjective judgement.

Q (Level 2)Why is it important to include client care metrics in a surveyor's KPIs alongside financial targets?

Financial targets alone can create an incentive to maximise fee income at the expense of service quality. Including client satisfaction scores, complaint rates, and response time targets alongside billing metrics ensures that surveyors are accountable for how they serve clients, not just how much they earn. This alignment is necessary to meet the obligations of Rule 3 of the RICS Rules of Conduct at both individual and firm level.

Q (Level 2)What legal obligations must a manager be aware of when conducting a performance appraisal?

The manager must ensure that appraisal criteria are applied consistently and do not disadvantage employees because of a protected characteristic under the Equality Act 2010. If the appraisal leads to a performance improvement plan or dismissal, the Employment Rights Act 1996 requires a fair process, including the right to be accompanied at formal meetings. Appraisal notes should be retained securely in line with the firm's data protection policy under UK GDPR.

Q (Level 3)A junior surveyor in your team receives a low client satisfaction score for the second quarter in a row. How do you address this through the appraisal process while maintaining a positive working relationship?

(example) I would arrange a one-to-one meeting promptly, present the data neutrally, and ask the surveyor to share their view on why the scores were low. Together we would identify the root cause, whether a skills gap, workload pressure, or communication style, and agree a development plan with measurable goals and a review date. I would document the meeting notes and agreed actions and follow up at the next one-to-one. If the pattern continued despite support I would escalate to a formal performance management process, ensuring throughout that it was fair, documented, and consistent with the Equality Act 2010.