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APPRAISAL & DEVELOPMENT Achieving Success & Developing People 2005 PowerPoint Presentation
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APPRAISAL & DEVELOPMENT Achieving Success & Developing People 2005

APPRAISAL & DEVELOPMENT Achieving Success & Developing People 2005

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APPRAISAL & DEVELOPMENT Achieving Success & Developing People 2005

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  1. APPRAISAL & DEVELOPMENT Achieving Success & Developing People 2005

  2. PROGRAMME • 1.PERFORMANCE MANAGEMENT : - The Council Priorities 2004-7 - Defining performance management - Why it fails - Test your culture - Making performance breakthroughs

  3. 2. APPRAISAL : - What it’s about - The Appraiser role - The Appraisee role - Preparation - Managing the appraisal discussion

  4. 3. PERFORMANCE COACHING : - The coaching experience - A personal coaching session - Principles & skills - Using the GROW model - Review

  5. 4. RESOURCES : - Questions that help - Guidelines for feedback - Constructive criticism - Development planning

  6. 1.PERFORMANCE MANAGEMENT

  7. Bradford’s Corporate Priorities 2004-7 • Enhancing opportunities for young people through education and life long learning. • Creating a more prosperous district. • Developing more cohesive and safer communities. • Improving waste management and the environment – cleaner. • Delivering social care for vulnerable people. • Transforming customer service, using e-government to the full.

  8. PERFORMANCE :TWO MEANINGS • GETTING THE JOB DONE - Results/Objectives achieved - BUSINESS • HOW IT’S DONE - Competence demonstrated/developed - CAPACITY

  9. PERFORMANCE MANAGEMENT • A process for establishing sharedunderstanding about what is to be achieved • An approach to managing people • To increase the probability of achieving job related success • A CHANCE TO CATCH YOU DOING SOMETHING RIGHT (Aquarius Consulting, November 2000)

  10. “… it’s about getting results. Getting the best from people and helping them realise their potential….. An approach to achieving a shared vision of the organisation. It’s concerned with teams and individuals realising their potential whilst recognising their role in contributing to the goals of the organisation. ( Pam Jones, The Performance Management Pocketbook 1999)

  11. ‘PERFORMANCE BREAKTHROUGHS : IMPROVING PERFORMANCE IN PUBLIC SECTOR ORGANISATIONS’2002 Audit Commission report based on their work in 12 organisations in local government, the health service & the emergency services

  12. “ The mechanics – targets, indicators, & plans – are only a small part of the whole process, & they are easy to deal with in comparison with getting the right focus, leadership & culture in place” “The benefits remains strong : organisations that work at managing performance know what they need to do & how to do it”

  13. WHY MANAGING PERFORMANCE IS DIFFICULT • Leaders aren’t interested • There’s no time to learn • There are too many priorities • People don’t understand that what we do has to change • The system doesn’t help • Some people don’t perform

  14. LEADERS AREN’T INTERESTED • Leaders not making it clear to staff that managing & improving performance is important • Without this,managers can’t sustain this message • Staff unlikely to feel supported in trying to improve

  15. THERE’S NO TIME TO LEARN • Structured approach found difficult & is avoided: - no confidence that problems can be solved - looking at personal problems difficult - skill in designing & delivering sessions poor • Taking feedback is uncomfortable • No time or space is made available for it • It takes time, focus & energy away from other important matters

  16. THERE ARE TOO MANY PRIORITIES • No one at the top has translated the many & complex demands from the outside world into a clear direction that makes sense to staff • Don’t blame others, take control! • If you’ve done the thinking, communicate the results clearly • What are the priorities, & what can be dropped?

  17. PEOPLE DON’T UNDERSTAND THAT WHAT WE DO HAS TO CHANGE • Tough choices about services, to back new priorities, not made • How to motivate people to change not understood : people don’t change easily or quickly • Staff should be involved in developing priorities, so that they are prepared to make the changes needed to achieve them • What you say about improving performance must be put in plain language • People don’t how what they do contributes to improving performance

  18. THE SYSTEM DOESN’T HELP • It’s only a system : it can help organise an approach but can’t do the hard thinking & decision making you need to undertake • Does the system reflect the needs of the organisation, & can it change with changing needs? • Is it clear that the system will help measure what is important or just what is measurable?

  19. SOME PEOPLE DON’T PERFORM • Managing people who perform inadequately is challenging & therefore avoided • If this is not done higher up the organisation, why should you feel under any pressure to do it? • You may not have been adequately trained & supported to spot under performance, understand & deal with it • How do you help people do their jobs to the best of their ability? • Do systems (eg rewards), processes (eg levels of delegation) culture(accepted norms of behaviour) help people to perform well?

  20. TESTING YOUR HIGH PERFORMANCE CULTURE : QUIZ

  21. EIGHT WAYS TO BREAK THROUGH 1.Make it clear that performance matters 2. Join up your thinking & learn 3. Take action on what matters most 4. Make national agendas work for you 5. Sign up your staff 6. Find your own framework 7. Measure what matters 8. Help people to perform

  22. 1. MAKE IT CLEAR THAT PERFORMANCE MATTERS • Champion this, set an example • Leadership throughout, not just at the top • Don’t just say the right things, do things differently • Show sustained commitment from the top • Visit staff & speak to them about performance issues • Show strength, enthusiasm

  23. 2. JOIN UP YOUR THINKING & LEARN • ‘A learning organisation is…where members of the organisation question the operations continuously, to find mistakes or differences & fix these themselves by restructuring their organisation & operations’ Chris Argyris • Question operations continuously • Take time out in management teams regularly in well facilitated sessions • Get feedback from others about what they feel works/could be improved

  24. Use good performance information, which reflects specifically the results of the decisions you have made • Reflect on what you need to do differently, as an organisation, as a management team, & as individuals • Share this with the organisation, to guide action & reflection • Combine this with encouraging people to experiment, try new ways of doing things • Accept that some things will not work – but make sure you learn from your mistakes • Take an hour out with a colleague to ask “what is really going on here?”

  25. 3. TAKE ACTION ON WHAT MATTERS • It’s only possible sustain focus on a limited number of issues • Focus on priorities & do something • Get the right people involved : clarify top priorities by talking to local people • Put resources behind what matters most : allocate & re allocate

  26. 4.MAKE NATIONAL AGENDAS WORK FOR YOU • Make them mean something, rather than a burden to work round • How do national targets fit onto your agenda? • The primary focus is to change what you do to improve services to customers • Don’t be a victim!

  27. 5. SIGN UP YOUR STAFF • You may redesign, reconfigure, reorganise for efficiency, but it is the performance of people in everyday jobs that cause an organisation to work well • It is easy to create systems to manage performance but much harder to make people want to use them to bring about change • Consult staff about how best to improve services • Allow people to take responsibility & make them accountable

  28. People will perform better if they feel responsible for something • Stop upwards delegation! • Use plain language to describe what good performance should be • ‘Jargon & ambiguous language can work against you by creating confusion & resistance’ Peter Senge • Communicate well

  29. 6. FIND YOUR OWN FRAMEWORK ‘… the moment performance management turns into a system, the battle has been lost’ Tom Lester • Show a clear ‘line of sight’ from corporate objectives to the jobs that people do • Teams & individuals then understand what they personally have to do in order for the organisation to achieve it’s aims • Force any conflicts between objectives out into the open, to help you manage better

  30. Common Problems • Failing to think through why you want a new framework, & what you want it to do • Taking an off the shelf system & not tailoring it • Focusing too much on the mechanics, rather than the purpose – to improve services • ‘Paralysis by analysis’ – collecting more than the important information • Making the system too complicated instead of working to keep it simple • Expecting the framework to do the hard thinking for you

  31. Failing to give high enough priority to getting the framework right • Failing to involve staff or prepare them for change • Not being prepared to update the framework continuously

  32. 7. MEASURE WHAT MATTERS • If measures reflect the organisations strategy, people understand better what they have to do • This is important when facing new external challenge, or there are improvement programmes • Some just collect what is collectable, or just what is specified nationally • Others discuss what constitutes good performance with stakeholders, ie focus on outputs as well as inputs & outputs • Large amounts of data may feel comfortable but do not of themselves improve anything • Interpretation must be intelligent

  33. 8. HELP PEOPLE TO PERFORM ‘Actually, you can’t empower people : you can only create a climate in which they can empower themselves’ M.D., Engineering Company • Develop, train & support people to do a well defined job • Create a culture which motivates staff & gives them responsibility • Give honest, critical feedback the those whose performance you are not happy with

  34. Give feedback which is honest about problems but supports individuals • This discussion takes thinking & courage from both parties • If the employee sees feedback as accurate & useful, it can lead to a breakthrough in their performance & their relationship with their manager • Managers need to pursue poor performance issues, & not wait for someone to leave or someone better will join

  35. Separating the person from their performance enables you to work with the performance of those you do not like • Also,concern about racial &/or sexual harassment can prevent people being honest & open - honesty & robust evidence from the manager are especially important here

  36. 2.APPRAISAL

  37. WHAT IT’S ABOUT • An opportunity for managers & employees to have a dialogue about their key work objectives & how their work contributes to the achievement of organisational priorities • The means through which performance standards can be agreed & feedback provided on performance against them • Emphasising & developing continuous improvement

  38. Supporting individuals to achieve objectives & standards as agreed • Supporting the development of competences required by the organisation • Helping individuals to maintain a wide range of skills in their personal portfolio

  39. THE AIMS OF P.A.D.S. • Share views on work & performance • Discuss issues of importance concerning work & future career development • Establish & agree achievable performance targets in line with Unit/Divisional objectives • Praise & acknowledge work completed

  40. THE APPRAISER ROLE • To grasp the purpose, processes & procedures of performance appraisal • To understand the key objectives of the organisation, their Department & the priorities for their area of responsibility • To translate these goals into objectives for an individual • To communicate these proposals clearly

  41. Diagnose staff strengths & development needs • Formulate & agree a development plan • Coach staff on how to achieve performance objectives • Monitor staff performance & give feedback

  42. APPRAISEE ROLE • To prepare thoroughly – consider their workload & key priorities • To self assess & seek feedback on work performance • To consider what aspects of work & their working environment helps & hinder their effective performance • To check out expectations of them • To engage positively in the appraisal discussion

  43. THE APPRAISAL PROCESS

  44. PREPARATION • Give adequate notice • Consider performance: -what were last year’s objectives? -what supporting facts are there? -what affected appraisee performance (internal/external factors)

  45. Identify what needs achieving in the current business plan • Look for ways of improving organisational effectiveness • Make sure you are familiar with the requirements of the job • Review employee history:skills, training, experience, past jobs & performance • Note any personal development which may be needed based on any assessed competence • Allow for time & privacy

  46. MANAGING THE APPRAISAL DISCUSSION INTRODUCTION • Establish rapport • State objectives of session • Explain the process/procedure/approach you’ll take • Keep the atmosphere positive & informal

  47. MAIN BODY • Encourage the employee to talk from the start • Ask open questions to find out how they feel about the job • Use probing & behavioural questions to find out facts about how they have performed over the period, to gain evidence • Use reflective questions to encourage them to expand on their points • Use summaries to keep the session on line, point out the progress made & the way ahead

  48. INDIVIDUAL PERFORMANCE OBJECTIVES • SPECIFIC • MEASURABLE • ACTION FOCUSSED • REALISTIC • TIMEBOUND • ENCOURAGE DEVELOPMENT • REGULARLY REVIEWED

  49. FROM SERVICE OBJECTIVES TO INDIVIDUAL DEVELOPMENT • Select a service objective • Create a SMARTER objective for a team member • Work out any support they might need to achieve this • Specify any development methods which might assist

  50. ENDING & FOLLOW UP • Complete any forms & get the appraisee to sign them • Review the success of the session • Agree & diary date of next appraisal session & intervening review meetings • Take any action you have agreed to take throughout the year