Christian Carter Performance For All @ University of Bristol

1. Can we improve organisational performance? Christian Carter Performance For All @ University of Bristol

2. Absolutely..! The Performance For All Project

3. The Challenge “The challenge that we face, alongside the rest of the ‘public’ sector, is how to maximise the performance potential of every member of staff, so that we as an organisation are able to meet the demanding strategic objectives that we face both in the immediate and long term future”

4. Higher Education Challenges... • Move from ‘tax’ to ‘consumer’ funding system • Changing demands (customers, clients and stakeholders) • Competition (inc HE in FE) and increasing role of the private sector in provision • Internationalisation / Brand / Reputation • Opportunities presented by technology and social media • Changing needs of a modern workforce • Elimination of the ‘job for life’ culture • Rise of the ‘knowledge worker’

5. What have we been doing? • Annual appraisal (no evidence it adds value) • 1:1’s (sometimes, but vague) • Job Descriptions (moment in time – out of date) • Grades and profiles (essentially a JE tool) • ‘Performance management’ process (stick for the few) • Training programmes (‘scatter gun’ at best) • Luck (probably a big slice of) • Pretty much the same as always

6. How people tell us “its not working” • “Our Staff Review and Appraisal Process is seen as box ticking” • “We find it difficult to communicate our plans so our people are engaged” • “We need a way to embed new behaviours with staff” • “We have poor links between staff training needs and strategic objectives” • “Our reward strategy needs to recognise excellence better” • “We want to know where our ‘emerging talent’ is” • “We want to introduce our new staff better to the organisation” We want to be better

7. Greater than the sum of parts

8. Factors affecting individual performance?

9. Need a change of practice? • Currently…

10. A change of practice? • The future…

11. PFA thinking differently to offer a way forward • Automate ‘process’ from the centre via web • Significantly improving the quality and impact of goal setting • Link individual, team, department and organisational goals. • Ensure that people, teams and the organisation are ‘on target’ • Use Management data to automatically start the right conversations • Communicate, monitor and highlight training in areas • Promote competency and behaviour frameworks that add value • Deliver better corporate succession planning • Provide ‘dashboard’ for future local metrics, tools and KPIs • Offer a tool that is simple and good value to purchase with no training • Create something ‘bespoke’ to different internal audiences

12. Project overview • Co-ordinated by University of Bristol (est. Aug 11), open to HE (and FE) internationally. • Steering Group of 6 HR Directors • Developing the requirements for an education specific Performance Management system. • Exploring the challenges to create a realistic and achievable implementation path. • Supported by IT/OD Specialists

13. Return on investment? • 34% of time at work is spent on tasks that have limited impact on organisational goals • 2% productivity improvement would equate to an efficiency saving / reinvestment opportunity here of £446k p.a (Based on £22m staff costs) • Effective objective setting can improve productivity by up to 56%

14. Local Evaluation • 85% do not want to return to the ‘old’ process • Understanding dept goals rose from 38% to 68% • 68% of people found the new process helpful in supporting the setting of goals • 76% of people found the new process helpful in understanding essential training

15. PFA Partners Receive • Share best practice, ideas and resources • Networking events • Web resources • Membership contact details • The software – user, developer, partner • A Simitive client account manager

16. The Project Team • Our Partners