Staff Development and Performance Management Policy & Procedure

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1 Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure has been developed to ensure fair and equitable management of staff. Therefore all staff in QAHC are entitled to an annual formal structured staff review process. The performance management process is based in a developmental model. Goal The goal of QAHC s Staff Development & Performance Management procedure is to support and improve staff performance and effectiveness. This involves: Developing agreed realistic expectations in relation to the staff member s position description and work plan, against which assessment of performance can be made; Seeking common ground for ways to improve employee performance where needed; Discussing and documenting how the staff member is performing from their point of view and from their supervisor s point of view; Identifying strengths in skills and knowledge and consider if these can be better utilised; Providing a formal means by which achievements can be recognised; Identifying weaknesses or problems in performance from the point of view of the staff member and their supervisor; Identifying training needs and discussing other forms of support and on-the-job development which is required; and Reaching agreement on any specific actions to be implemented in the period following the assessment. Principles The QAHC staff development and performance management procedure is based on the following principles: Staff development reviews should not be used as a substitute or de facto grievance procedure or as a mechanism for these matters; Proper staff development and performance reviews are part of the responsibilities of the organisation to its staff; Reviews must involve active participation of the staff member (including self evaluation and dialogue) in conjunction with their supervisor, and in the case of the General Manager, a Board representative;

2 Staff development reviews are part of a continuous planning and review process, and do not replace regular reporting on work or supervision; As part of the organisation s planning and review process, the staff development reviews link staff work plans to the QAHC Operational & Quality Improvement Plans and the Strategic Plan; The reviews provide staff with a means of expressing views about the organisation, as well as providing feedback on their own performance; and Reviews are confidential and records will be kept on the staff member s personnel file. Probationary Reviews At the end of the initial probationary period, a staff development and performance review will be conducted, in the same manner as the annual review. In addition, the outcome of the probationary review also includes a recommendation to either (a) confirm permanent appointment, (b) extend the probationary period, or (c) terminate employment. The General Manager will make the final determination, on the recommendation of the supervisor. Salary Increase While salary increases are not the focus of the staff development and performance review, QAHC s Certified Agreement provides for an increase in salary on the anniversary of appointment, subject to a favourable performance review. Staff are given an overall rating by their supervisor on their performance, based on their actions, results and competencies. The following scale is used: 1. Meets and exceeds all the requirements of the position. 2. Meets some requirements of the position adequately, and exceeds in some other areas. 3. Meets all the requirements of the position adequately. 4. Meets most of the requirements of the position, with some important areas for improvement. 5. Fails to adequately meet the requirements of the position. Staff who receive an overall rating from their supervisor of 1, 2, or 3 will progress to the next point within their pay level (up to the highest point in that level). Any such increase will be effective from the anniversary of commencement in their position. Staff who receive an overall rating of 3 or 4 will have their review period extended by up to six months. During this time a structured performance improvement plan will be established and closely monitored. At the end of this extended period, the staff member s performance will be reviewed again and if rated 1, 2 or 3 they will progress to the next point within their pay level from the date of the review. Such extended appraisal periods will not effect the due date for the subsequent annual review. Disputes As far as possible the outcomes of the staff development review, including overall rating, should be agreed by the supervisor and staff member. In the event that a staff member disagrees with the determination of the supervisor, she/he will be entitled to note the nature of the disagreement on the Staff Appraisal Report. The General Manager will then determine whether this requires further resolution or whether it simply remains as a documented divergence of views. The staff member is also entitled to use standard dispute procedures to resolve the disagreement and, ultimately, to dispute the General Manager s decision.

3 Review Procedure Step 1 The first review will take place at the conclusion of the Probationary Period (normally 3 months after appointment) then annually thereafter, close to the anniversary of the staff member s appointment. Supervisor and staff member are to agree a mutually convenient date, time and location for the review meeting. Around two to three weeks notice should be given, to allow time for preparation. Step 2 Staff member and supervisor to agree at least 5 stakeholders (other than coworkers) to be approached to complete the online Staff Competency Feedback Survey. These people should provide a representative sample of stakeholders who have experienced the staff member in one or more areas of their work over the past year. People may include volunteers, staff in partner organisations, clients, community members and business people. Supervisor to set up survey in Survey Monkey and identified stakeholders & QAHC co-workers an invitation to complete the online Staff Competency Feedback Survey. Step 3 Staff member to complete the Staff Self Appraisal Form and pass to supervisor at least 2 days before the review meeting. Staff member to gather documentary evidence of their actions & results. The supervisor should then prepare their own review comments in preparation for the meeting along with a summary of the feedback from the online Staff Competency Feedback Survey. Step 4 Staff member and supervisor to hold review meeting. The meeting should: identify what the staff member s done in the past year (actions & results) describe how the staff member s done it (competencies & behaviours) review job description and work plan identify work environment & practices that may need changing discuss training & development needs and action plan Step 5 Supervisor to prepare Staff Development and Performance Review Report, on the basis of the review meeting, including giving an overall rating. This should be signed by the supervisor and staff member as an accurate record of the meeting (this does not necessarily mean the staff member agrees with the appraisal). A copy should be given to the staff member, held on their personnel file and provided to the General Manager. Step 6 Staff member and supervisor to review progress on training & development plan and any other actions agreed in the Staff Development and Performance Review Report, during regular supervision.

4 Staff Self Appraisal Form Staff Member s Name: Staff Member s Position: Supervisor s Name: Date of Appraisal Meeting: Project Area Linked to Workplan and/or Position Description Key Actions & Results Self Rating 1 to 5 1= poor 3 = fair 5 = excellent What aspects of the job do you like best or have provided you with the greatest satisfaction over the appraisal period? What aspects of the job gave you difficulty over the appraisal period?

5 Does your current Position Description adequately reflect the duties that are or should be undertaken in your job? Are there any issues in your current Work Plan which you think need addressing in this appraisal? What professional development activities have you engaged in over the past 12 months? What professional development activities do you feel would be beneficial to you and your position over the next 12 months? Do you have any suggestions for changes to the management or work environment or procedures at QAHC, so that they better meet your needs? Are there any other aspects of your situation or performance which should be addressed in this appraisal? Do you have any other comments or feedback you d like to make?

6 Staff Competency Feedback Survey (to be made available online) Staff Member s Name: Staff Member s Position: From your knowledge and experience of the staff member concerned, please rate the level to which they meet the following competencies (based on the national Employability Skills Framework). If you have any particular feedback to give, please enter it into the comment boxes provided. Unmet Poorly Met Meets Well Met Exceeds Unknown Communication that contributes to productive and harmonious relations across staff, volunteers, clients and community members. Listening and understanding Speaking clearly and directly Writing to the needs of the audience Demonstrating literacy and numeracy Persuading effectively Establishing and using networks Being assertive Sharing information Teamwork that contributes to productive working relationships and outcomes. Working across different population groups including age, gender, race, sexual orientation, religion or political persuasion Working as an individual and as a member of a team Coaching and mentoring skills including giving feedback Problem solving that contributes to productive outcomes. Developing creative, innovative and practical solutions Showing independence and initiative in identifying problems and solving them Applying a range of strategies to problem solving Resolving client or community concerns in relation to complex projects or issues Self-management that contributes to employee satisfaction and growth. Having a personal vision and goals Evaluating and monitoring own performance Having knowledge and confidence in own ideas and visions Articulating own ideas and visions Taking responsibility Planning and organising that contributes to long and short term strategic planning. Managing time and priorities setting time lines, coordinating tasks for self and with others Taking initiative and making decisions

7 Establishing clear project goals and deliverables Allocating people and other resources to tasks Predicting weighing up risk, evaluate alternatives and apply evaluation criteria Technology that contributes to effective execution of tasks. Having a range of basic IT skills Using IT to organize and present data Using IT appropriately to communicate Being willing to learn new IT skills Life-long learning that contributes to ongoing improvement and expansion in employee and organisation operations and outcomes. Using a range of mediums to learn mentoring, peer support and networking, IT, courses Having enthusiasm for ongoing learning Being willing to learn in any setting on and off the job Being open to new ideas and techniques Acknowledging the need to learn in order to accommodate change Initiative and enterprise that contribute to innovative outcomes. Adapting to new situations Developing a strategic, creative, long term vision Being creative Identifying opportunities not obvious to others Translating ideas into action Generating a range of options

8 Staff Development & Performance Review Report Staff Member s Name: Staff Member s Position: Supervisor s Name: Date of Appraisal Meeting: Supervisor s Overall Comments Supervisor s Overall Rating 1. Meets and exceeds all the requirements of the position. 2. Meets some requirements of the position adequately, and exceeds in some other areas. 3. Meets all the requirements of the position adequately. 4. Meets most of the requirements of the position, with some important areas for improvement. 5. Fails to adequately meet the requirements of the position. Competency Summary Communication Teamwork Problem Solving Self-Management Planning & Organising Technology Lifelong Learning Initiative & Enterprise Avg. Score Training & Development Plan Skill/Knowledge Area Training or Development Activity Due Date

9 Agreed Actions Action (e.g. changes to work environment, work plan or position description) Who Due Date Signatures Staff Member: Date: Supervisor: Date: Staff Member s Comments

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