Dealing effectively with difficult people issues

1. Dealing effectively with difficult people issues

2. Learning Objectives • To equip ourselves with the tools needed to manage performance • To understand the range of leadership and management tools available • Recognising the benefits of early intervention • Consideration of your leadership and management style and approach in dealing with such issues

3. Trust Objective To provide successful and effective delivery of services to patients by ensuring performance at work is maintained at a high level. To manage and resolve employee capability and capacity issues at work consistently, fairly and empathetically to balance the needs of both the individual and the needs of the service.

4. Performance Management • Supports the business strategy • Is values based • Enables employees to manage own performance • Sets out expectations (clarifies roles and responsibilities) • Creates partnership between management and employee

5. Performance Management • Emphasises importance of measurement, feedback, and reinforcement • Empowers employees • Getting work done through others • Manager’s performance is only as good as his/her employee’s performance

6. Our processes - Personal Responsibility Framework Policy & Procedure • Appraisal Policy (Individual Performance review) HR46 • Managing Performance and Capability (HR21) • Disciplinary procedures (HR24 ) • Medical Appraisal Framework (HR64) • Procedure for dealing with cases involving conduct, capability and concerns about health for medical and dental staff (HR42) Governing bodies • Maintaining High Professional Standards (MHPS) • Professional Codes of Conduct

7. What about talking: • Could we resolve issues informally? • When to step in? • Who to talk to?

8. WHY Performance Manage • Achieve good level of Performance/Behavior • Plan for Future (promotion, transfer, career development) • Facilitate Decision-Making • Facilitate Human Resource Planning • Create Culture • Building Good Relationships • Increase Organisational loyalty • Think about impact on other staff

9. How shall we assess Performance? Traditional - Annual Review (Appraisal) Agreeing SMART Objectives linked to strategy Management-by-Objective Peer Review / Upward Feedback / 360 Degree Incidents or by exception Regular meetings (1-1) Personal Development Plan

10. WHO Should Assess Performance Managers or Supervisors Clinical Supervisor Peers Self Others

11. PROBLEM = Deviation from expectations Do something in a different way Not do something Do something not expected/needed

12. CAUSAL ANALYSIS Understanding the reasons why: When problem began What else has changed PARETO’S LAW: Rule of 20/80 “80% of any problem is caused by 20% of possible causes.”

13. Lack of motivation Team Dynamics Role boundaries/ clarity Leadership style Training/Induction Conduct/Behaviour Outside influences Lack of understanding of contract Disability Health Sickness Absence Substance Misuse Personal Circumstances Stressors Colleagues style Lack of understanding of role Contributing factors to poor performance

14. Personal ResponsibilityWhat is it? • Individuals bringing forward concerns or issues in confidence that will be dealt with appropriately and without over-reaction or formal process • Individually taking personal responsibility for demonstrating appropriate attitude/conduct or acts/omissions that impact on others

15. Personal Responsibility • Move away from punitive blame culture • Achieve a more constructive work environment • Develop a supportive approach to changing behaviour and practice

16. Personal ResponsibilityObjectives • Dealing with matters quickly and informally • Develop Culture • Reduce Disciplinary Cases • Change Behaviours/Attitudes • Improve Staff Side Relationships • Empower Staff and Managers • Improve morale

17. Personal ResponsibilityRemedial Action/Support • Specific training • Supervised practice • Staff support services • Mentoring • Research/project • Coaching • Relationship mediation • Reviewing policy/protocol • Local solution • Communication

18. Capability Policy & Procedure (HR 21)Informal Managers should:- • Conduct regular appraisals • Ensure when performance issues are identified immediate action is taken • Personal Responsibility Framework • Action Plan – Agree, Monitor and Review • Appropriate Referral to Occupational Health • Follow up, follow up • Communication

19. Support Mechanisms Mentor / Buddy Supervision Training 121 Coaching Modifications/ Adjustments Occupational Health advice Redeployment What should go on an Action Plan? Area of development Target for improvement Timeframe How it will be done? By Whom? The Action Plan

20. Formal Capability • Gross Incompetence • Serious Performance Issues Where the cause of poor performance is found to be wilful negligence; misconduct or a continuation of concerns the Trust’s Disciplinary Policy will apply

21. Referral to Professional Bodies • Clinical & Professional Staff are responsible for complying with relevant standards set by their professional regulatory body • All referrals to be discussed with the Senior Management Team who will make decision whether to refer to their Professional Body • Trust may take any action under Capability Policy regardless of and independent of the outcome of the referral

22. Formal Review Meeting • Inform the individual that their standard of performance is unacceptable – give examples • Allow the individual an opportunity to identify reasons for perceived poor performance. • Advise the individual of the standard of performance required and how that will be measured. • Advise the individual of the timescale for improvement (usually 4-8 weeks) and the consequences of failure to improve and maintain improvement. • Identify any further support or training required to assist the individual in achieving the required standard of performance, e.g. supervision, mentoring etc.

23. The Formal Review Meeting • Make it clear if the individual is being issued with a first or final written warning under the Capability Policy • The manager will make it clear to the individual what the consequences are of not meeting the required standard in the agreed timescale for example this may result in dismissal. • Review and amend Action Plan - monitor • Follow up letter within 10 days of meeting • Continuous review

24. Medical staffing • Appraisal • Revalidation - Good Medical Practice Framework • 360 • GMC Code of Conduct • HR42 policy - Procedure for Dealing with cases involving Conduct, Capability and Concerns about Health for Medical and Dental Staff

25. HR42 -Procedure for Dealing with cases involving Conduct, Capability and Concerns about Health for Medical and Dental Staff • Sets out the procedures to be followed in cases of conduct, capability or when handling concerns about a doctor’s health. • Written in line with: • Restriction of Practice and Exclusion from Work Directions 2003, • Maintaining High Professional Standards in the Modern NHS (revised February 2005) • Trust disciplinary procedure.

26. Support from Human Resources • Coaching • Advice on policy interpretation • Provision of Template Letters & Resource Pack to Guide Managers • Quality checking complex letters • Involvement in meetings • Advising on options and assessing risk • Assisting with the case presentation

27. Records • Where held and kept • Release of documents and information • Keeping notes/records Remember it’s good to talk