With programmes like 'The Apprentice' being very popular at the moment, how someone performs (whether under pressure or scrutiny or not) is always a huge factor in how successful they are at getting promotions, more responsibility, and ultimately, more money for their work.

If you're in the position of assessing performance, it can be very hard to distinguish between certain aspects of performance. Some elements can't be measured, such as if someone cheerfully gets on with their work, as opposed to being miserable and negative, but still producing the same tangible results. Here are three ways of examining performance, rather than what's "on paper" when you're looking at appraising your staff.

Performance as an Individual

This is the most common focus during appraisals - usually because managers think that's all they have to go on. Obviously, you are looking at if the person fulfilled their role according to the job description - if they didn't, then you need to work with them at creating new goals and getting new skills or training to get them up to scratch. Sometimes people need a little development - it doesn't mean they can't or won't perform, sometimes it's up to you as a manager to bring out the best in them.

If they are fulfilling their role, take a look at other aspects around it. How is their work ethic? Do they get the job done, but only because they're working late every night? Do they have a positive attitude, or are they a morale-sapper who just "gets on with it" because they want the monthly cheque?

Another aspect you need to look at is if they are looking to work their way up in the company. Some employees stay in the same role for years, because they feel unqualified to go further. The onus is also on you, as a performance manager, to help them plan their career. This doesn't mean handing them a promotion, but it means perhaps offering them more responsibility or skills training to get them on to the next rung of the ladder.

Performance in a Team

The next element of measuring performance is looking at how an individual operates within a team. This depends on the job description, of course - sometimes we have to work alone, unsupervised and dedicated to certain types of tasks. However, teamwork is unavoidable, so you should look at how your employees interact.

Are they a follower or a leader? Have they been known to cause fractions within teams, or bring and gel people together? Can they improve on their team skills? Do they need team-building training? These are things you should keep an eye on when appraising an individual - they may be a champion of sales on their own, but to the detriment of everyone else.

Performance in a Task

A more flexible way of appraising and managing performance is straight after a major task or project. Whatever the outcome, you can analyse whether your employee performed their role (even if it was outside their scope or normal comfort zone), and how they "fit" into the success and making or breaking of the task. Sometimes, a task can come apart because of one individual being the cog in the wheel that makes everything else go out of synch.

These are three ways you can start to manage performance from an angle that encompasses more than just looking at if an individual is 'doing their job'. If you have a team player who performs well in their role and any task given to them - you're onto a winner, and should start to think about promotions. If someone isn't so perfect, at least you can now give feedback in three different areas as to how, and why, you see they can improve.