managing performance process guide draft
DESCRIPTION
Key principles to guide you through the process of Managing PerformanceTRANSCRIPT
Managing Performance Process
KEY PRINCIPLES
Why have a process for managing performance?
The benefits of a process
The performance review criteria and tools
Annual review and performance rating
Important Dates
Preparing for meetings
Expectations and responsibilities
Outputs from the review meeting
QRG 11
1. Why Have a process for managing
performance
Managing individual performance is at the heart of every successful organisation as it links individual effort
and output to overall success.
The key messages
Managing individual performance is not a mechanistic process that takes place once a year. The assumption is that managers and colleagues will routinely be reviewing progress on an informal
basis so there should be no surprises.
The performance review meeting provides an opportunity to have greater confidence and credibility to asses
individual effort and achievement
This Guide outlines the benefits, the
approach and the responsibilities.
The aim of managing performance
• To unite everyone behind our
organisation’s goals and drivers and
our way of working
• To improve overall performance through the alignment of objectives
and the development of our people
• To increase motivation by adopting a fair, focused, transparent and
consistent approach
• To recognise achievement
2. The benefits of a process for
managing performance
To the Organisation
The process for managing performance
is a management tool for:
• Managing the performance of our
organisation
• Focusing attention on areas that “add
value”
• Communicating explicit expected
standards of performance
• Developing Performance
• Rewarding achievement
• Transparent decision making
• Greater clarity and career
progression
• Identification of individual strengths
To the Individual
• Shared understanding of what is
required
• Clear links between individual and
business objectives
• Clear focus
• Enables constructive feedback on
performance
• Aligns training and development with
the business
• Provides performance criteria to assess achievement in a fair and
objective way
3. The performance review criteria
and tools
If your work is going to be reviewed then it makes sense to clarify
expectations. You need to know:
• What the standards of output and
quality are
• What the desired behaviours are
• What resources you can use to help
you
• What resources you can ask for
• What support and development
opportunities are available to you
Core Qualities Framework
We have established a Core Qualities Framework that sets out the behaviours
expected of all employees:
Self-Awareness – is self-aware, learns continuously and effectively adapts behaviour in response to feedback.
Personal Effectiveness – Makes things happen, operates with resilience, flexibility and integrity.
Communication – Shares and listens
to information, opinions and ideas using a range of effective approaches.
Service Delivery – Understand customer needs and demonstrates our
Brand.
Making expectations explicit
In addition to behaviour frameworks, we also use individual objectives. An objective identifies the specific
achievements to be reached by the organisation, department, team or individual. For example, “Achieve a
50% reduction in customer complaints
within 3 months”
The number of objectives is not set but is likely to be between I and 5 business objectives probably increasing in
relation to seniority. Individuals are also likely to have personal development
objectives.
4. Annual review and performance
rating
Performance descriptors
One of the key outputs from the formal appraisal meeting is the allocation of a
rating based on defined performance descriptors that capture how well an individual has performed against the
set and agreed criteria.
To ensure fairness and transparency performance assessment decisions need to be supported with examples of achievement rather than subjective
opinion.
5. Important milestones
i. agree objectives
ii. development review
iii. performance review
In the time between these there
should be regular ongoing dialogue
including:
• Feedback
• Listening
• Reviewing
• Coaching
• Supporting
• Adjusting objectives
6. Preparing for meetings
Ideally manager and staff member will have an initial discussion to agree a
date for the formal review meetings and
clarify:
• The key criteria to assess achievement – performance
descriptors, objectives
• Underlying principles and benefits of
the approach
• The process and documentation
• Roles and responsibilities
7. Expectations and Responsibilities
The individual being reviewed
Take a bit of time to get ready for the
meetings:
• Consider how well you’ve done against the performance descriptors
and objectives
• Evaluate any development activity you have undertaken and consider how well they have enabled you to achieve
more
• Think about future training and development needs and how these
will improve performance
• Consider your potential career
aspirations
• Give yourself an overall performance
rating
• Identify examples to support your
thinking
The Manager
• Make the performance requirements
explicit
• Talk about performance needs
informally
• Assess achievement against the
criteria agreed
• Consider what development could
improve performance and enhance
the person’s career
• Give a performance rating and support your decisions with examples
and observations
• Draft new objectives which are
cascaded and SMART
The Senior Team
Give advice and guidance on:
• Objectives to be set
• Performance descriptors required
• Available resources and training and
development interventions
• Investigate what training and
development is available
• Future career opportunities
Ensure fair play and appropriate rewards
by:
• Maintaining standards and consistency by taking an overview of how well
everyone is doing
• Ensuring all performance decisions are
supported with examples of
achievements
8. Outputs from the review meeting
• Completed form
• Agreed performance rating
• New objectives
• Revised or new training and development record
Stratagem Learning and Development Ltd Tel: +44 (0)1962 848630 Fax: +44 (0)1962 870080 E-mail [email protected] Registered No: 2822632