Recruitment and Retention Guidance Appraisal and 360º feedback

Transcription

1 Recruitment and Retention Guidance Appraisal and 360º feedback Page 1

2 The main purpose of an Appraisal is to assist employees to develop their performance which in turn will contribute to the overall development of the organisation and improve staff morale and efficiency. Employees need to know that they are doing a good job and they need to feel appreciated for all the hard work they put in during the year. Recognising achievement boosts morale and motivates the team which in turn will lead to a happy, motivated workforce and produce better working relationships. Appraisals are an opportunity for employees and their managers to have an open two-way discussion to recognise contribution, develop performance and clarify expectations and plan for the future. Appraisals can benefit both employers and employees by improving job performance, by making it easier to identify strengths as well as potential areas for development. The format for an Appraisal meeting should be looking back over the past year s performance, celebrating achievements where evident and planning for the future. This is also a good opportunity to review the job description, so make sure all employees have an up-to-date copy of their job description for the Appraisal meeting to ensure all areas are being met. In terms of how to go about planning the meeting should be about 20/80 split; 20% reviewing the past year s targets and 80% forward planning including setting new goals for the coming year. A successful Appraisal meeting is one where most of the preparation is done in advance of the meeting. The forms should be sent out and completed in advance, giving both parties time for reflection and preparation to enable thoughts and ideas to be written down to brought along to the meeting. Supervision records and past action plans can be used to help prompt both parties on progress and performance. It is essential to have written records of the appraisal to provide feedback to employees and to allow more senior managers to monitor the effectiveness of appraisals. All employees should know who their line manager is and where to go for advice if they have difficulties or problems. This system of accountability encourages employees to be reflective in their practice, to think about how they can improve performance where necessary and to have input into their own targets as well as the overall direction and vision of the organisation. The process should be empowering and should encourage employees to think about their professional development in terms of any future training. Appraisals may also be an opportunity for managers or employees to discuss whether they feel coaching or mentoring may be appropriate. Page 2

3 Above all an Appraisal meeting should be a positive experience for all those involved and it should aim to strengthen employees in their work, endorse good practice and set goals for the coming year ahead. The process should end with each employee having an action plan to take forward into the coming year so that there is a clear set of expectations that can be followed through in the regular Supervision meetings when they meet with their line manager. What are the advantages of appraisals for staff? Receive feedback on their performance Give clear picture of expectations Able to discuss priorities Opportunity to be heard and respected Receive constructive guidance on attaining agreed goals Take ownership of performance Help to construct personal development plans and targets What are the advantages for managers? Motivate job holder Opportunity to learn firsthand the way the job holder works and performs Get a better understanding of their potential and needs Develop consistent approach to guidance and encouragement Tackle problems more effectively Improve communications process Increase efficiency and productivity What are the objectives of appraisals? Assessment of past performance Assessment of the future goals Planning for training and development needs How often? Annually Every six months Who is to be appraised? Managers Supervisors Childcare practitioners Page 3

4 Who should carry out the appraisals? Immediate supervisor More senior manager Committee Member Managers Checklist Agree a mutually convenient date, time and place to meet employee The meeting should only be cancelled in exceptional circumstances Remind employee to complete Self Assessment Form Arrange the meetings in a private and quiet place where there will be no interruptions. Enough time should be allowed to conduct the meeting in an unhurried manner Where relevant, agree with the employee how to obtain 360-degree feedback from staff, peers and senior colleagues to inform the discussion Structure discussion, 20% is reviewing past performance and 80% is forward planning Facilitate an open, two-way discussion that actively encourages the employee to give their views, opinions and solutions Set up future Appraisal meetings with the employee Preparation for the appraisal meeting Read the employee s Self Assessment Form Reflect on their previous performance, strengths and contributions Use Supervision Notes to reflect on performance Think about how these strengths can be built upon Reflect on how the employee works. Think of specific examples to reflect their strengths and areas where they need to work differently Determine what key results and tasks have to be achieved in the coming year Determine what support and resources will be needed and how these can be most effectively and efficiently provided Review the job description or profile Consider development opportunities and career potential Use your staff training and development plan to record and prioritise training, this will help to inform your staff appraisals. Page 4

5 Employees Checklist This checklist can be given to employees during their induction period alongside other appraisal information or when you arrange a new date for an appraisal with an employee Agree a mutually convenient date, time and place to meet with your manager Prepare before the meeting by completing the Self Assessment form or make notes on the areas you wish to discuss and share those with your manager. This will help you to reflect on your own contributions, performance, and motivation and to think through future areas of work, career aspirations and development needs. It will also help you and your manager to focus your discussions The appraiser should suggest ways in which the employee s good work can be continued and how he or she can achieve further improvement. Ensure that the discussion is relevant, effective and productive, providing you the feedback, direction and support you need to do the best job you can After the meeting take steps to put agreed actions into effect in your work A good appraisal meeting is one where: Preparation before the meeting has been carried out (forms completed) Appraisees do most of the talking Appraisers listen attentively to what is being said There is scope for reflection and analysis The whole period is reviewed not just recent or isolated events Achievement is recognised and reinforced Ends positively with an agreed action plan Before implementing an Appraisal system into your setting, hold a staff meeting to discuss the benefits to employees and hand out the self assessment template and guidance documents for staff to look at. The template below is designed to give an idea of the types of questions you might ask. Please adapt and use this to suit your particular setting selecting the questions most appropriate for your circumstances. If you are setting up an Appraisal system for the first time, it might be better to select a few questions to start with to give employees and managers a chance to embed the process. Page 5

6 It is also recommended that settings ask employees to sign to acknowledge there are no changes to their on-going suitability to work with children. It is the responsibility of all staff to inform employers of any changes to their circumstances that might affect the terms of their employment. Page 6

7 Employee Self-Assessment Template Please complete and send to your manager one week before your agreed appraisal Name: Post: Date: Recognising my contribution What areas of work have you most enjoyed over the last year? What successes have you made over the last year? How well do you contribute to the team? How successful have you been in meeting your targets over the last year? Developing my performance & motivation Which areas of work do you most enjoy/find interesting and how can these be built upon? How valuable and effective is the feedback and support you receive from your manager, colleagues and others? How can you and your manager make it more effective? Are there any areas in your job, which are unclear or need to change? Are changes required to your job profile? Are there any areas or aspects of your work you would like to improve? Page 7

8 What can you do to make these improvements happen and what support do you need from others? Clarifying expectations my future areas of work What do you see as your contribution to help improve the setting/team? What do you see as the key results you would like to make in the coming year? What support do you need to achieve them? Planning for the future my career How would you like to see your career developing? Are there gaps in your current experience or skills? What action would you like to take to progress your career? What support do you require? Planning for the future my development How have the development opportunities undertaken in the past year helped you in your work? What future development needs have you identified? Page 8

9 Comments List any other issues you would like to raise in the Appraisal Meeting Have you been cautioned, subject to a court order, bound-over, received a reprimand or warning or found guilty of committing any offence since the date of your most recent enhanced DBS disclosure? Has anyone that lives with you been barred from working with children (DBS)? Has anyone that lives with you been disqualified from working with children under the Childcare Act 2006? Have your own children been taken into care? Have are your children the subject of a child protection order? Do you have a medical condition that could affect your ability to work with children? Are you taking any medication or any other substances on a regular basis?" ACTION PLAN Recognise contribution. Look at performance against agreed targets, the settings values and other achievements and recognise the contributions made. Develop performance and motivation. Discuss what changes can be made to further support performance and motivation. Clarify expectations. Discuss and agree this year s targets, the standard of performance required and how that will be measured and reviewed Plan for the future. Discuss career aspirations and agree areas for personal development Page 9

10 Mutually agreed actions arising from this meeting Action By when Who Personal Job Targets Your targets must derive from the job profile and support achieving team/setting goals. Write SMART targets make them Specific, Measurable, Achievable, Relevant and Time-related Target Discuss and agree the level of priority and standard of performance required for each target Performance Measure How you or your parents/children know the targets has been achieved Completion Date Discussion of DBS disclosure: Date to carry out positive DBS risk assessment: Page 10

11 I declare that the information I have given on this form is complete and accurate. I understand that to knowingly give false information, or to omit any relevant information, could result in the withdrawal of any employment and possible criminal prosecution. This form needs to be signed by both the appraiser and appraisee. Post holder signature: Line Manager signature: Date: Comments: Page 11

12 360º Feedback for Appraisals This information is provided as guidance and must only be used if you have fully discussed and agreed to use this method of development and review with all staff within the setting. The questions below are examples, please adapt the questions to ensure you receive the information you need specific to your own staff and setting. 360 Degree feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. It is a method of supporting Appraisals when the Appraiser does not work directly with the staff member or feels that they need additional information from colleagues who work more closely with them. Committees, Area Managers, Owners and Managers are some examples of staff that do not always have close contact with employees they are Appraising. You can also use 360 degree feedback as a development tool to help staff become more effective within their current roles. Please think carefully before using this method of appraisal support and ensure that all staff involved in the process are in agreement with its use and the questions being asked. It is important to explain to all staff involved why this method has been chosen and offer support when completing the feedback questions. All feedback should be gathered and collated prior to the meeting. Example This feedback is for: Please return to: Please return by: Please describe three key strengths? Page 12

13 What one thing could they improve? What one piece of advice would you like to give them? Useful websites and resources: Surrey Early Years and Childcare Appraisal and Supervision Training Coaching and Mentoring Page 13