PERFORMANCE MANAGEMENT POLICY

Transcription

1 PERFORMANCE MANAGEMENT POLICY Updated July

2 CONTENTS Page 1 Purpose 3 2 Scope of the policy 3 Policy Framework 4 Roles and Responsibilities 5 Introduction to performance management in HelpAge International 6 The benefits of performance appraisal 4 7 Performance Management Process 5 8 Handling Disagreements 8 9 Record Keeping 10 Monitoring the Performance Management Process 9 11 Performance Management Forms Preparation form for the appraiser 11 Preparation form for the appraisee Feedback Form 13 Performance Appraisal From 14 Appendix I : Policy Frame Work 16 2

3 1. PURPOSE The purpose of the policy is to ensure a shared understanding throughout the organisation of the performance management process clarifying the purpose, roles, responsibilities and expectations. 2. SCOPE OF POLICY The broad principles of the policy apply to all staff employed by HelpAge International (UK based, international and national staff). The specifics of the policy will apply to UK appointed international and UK based staff only. 3. POLICY FRAMEWORK The policy is underpinned by HAI vision, mission and values and principles (see Appendix 1) and good management practice. 4. ROLES AND RESPONSIBILITIES Human Resources: - Ensuring that the policy is implemented consistently throughout the organisation. - Supporting managers and staff in the interpretation and implementation of the policy. - Advising on all aspects of performance management. Line Managers: - Implementing and adhering to the policy, principles and procedures. All staff: - To participate in the process. - To adhere to the policy and principles. - Maintain confidentiality. 5. INTRODUCTION TO PERFORMANCE MANAGEMENT IN HELPAGE INTERNATIONAL Performance management helps to create a shared understanding throughout the organisation of it s objectives and values, it also helps to focus teams and individuals on the achievement of these. Fundamental to the approach is: - An agreement between the staff member and manager about what is to be achieved, to what standard, how and by when, by setting clear objectives. - An agreement between the staff member and manager in relation to the skills, knowledge and competencies needed to achieve these objectives and support from the manager to ensure the development of these. - Regular, joint review of progress against the above to ensure continual improvement of performance. 3

4 Aims: The aims of performance management in HAI are to: - Promote good management practice and reinforce our vision, mission and values in our management practice. - Ensure HAI s work is of a consistently high quality. - Deal promptly and effectively with performance issues and improve individual s performance and understanding of the role. - Encourage and support personal development and organisational learning. 6. THE BENEFITS OF PERFORMANCE APPRAISAL If carried out effectively, a performance management process will provide benefits for the individual, the line manager and the organisation. Benefits of appraisal to the individual employee The employee receives valuable feedback on their performance. The employee can discuss in depth precisely what is expected of them. The employee gains recognition of his or her efforts. Any problems restricting the employee s progress can be recognised and addressed. The employee has the opportunity to formally discuss their development and training needs. Benefits of appraisal to the line manager The line manager s relationship with the employee can be strengthened. Information from the employee may contribute to improvements in the job design. Focus on each member of staff as an individual, and agreed actions to develop each individual s performance, can contribute to better overall performance in the line manager s area of responsibility. Benefits of appraisal to the organisation Problem areas can be highlighted and possible solutions discussed Line managers have the opportunity to review how each employee s strengths can best be utilised within the organisation. Discussion of employees ideas and expectations enhances communication in general. Line managers are provided with a forum to communicate the aims and future direction of the department and organisation. 4

5 The organisation s training needs can be analysed. 7. PERFORMANCE MANAGEMENT PROCESS The following is a broad outline of the key aspects of the performance management process.. Objective setting at the start of employment At the start of the employment objectives will be discussed and agreed with the individual and their line manager based on their job responsibilities and the departmental objectives. At the time of the Performance Appraisal these objectives will be discussed and it will be recorded if the individual has met these objectives. Probationary Period New employees have a probation period with a view to reviewing performance at the end of the probationary period by means of a formal meeting between the employee and the manager. The employee is either confirmed in post or it may be deemed necessary to extend the probationary period for a reasonable period of time. It is essential that there is regular dialogue between the employee and their manager during the probation period to discuss any problems that the new employee may be experiencing with a view to identifying the cause and finding a workable solution. Performance Appraisal Form This is an agreement developed by the manager and the individual and usually includes the individual s overall objectives for a 12 month period and measures or indictors of success. The individual s objectives must be developed in the context of overall organisational, departmental and/or team objectives and the job responsibilities. They must be specific, measurable, achievable, realistic and time bound. Indicators of success should be objective, related to results and within the job holder s control so that these can then provide the basis of feedback and review. Training and Development Plan (part of the Perfomance Appraisal Form) This plan is developed jointly by the manager and the individual. The skills and knowledge needed to achieve the objectives set should be agreed and then compared with the individual s current skills and knowledge, thus highlighting the areas for further support and development. As well as the work objectives, when considering development issues, it is also important to take into account the individuals strengths, interests and aspirations as addressing these will ensure continued commitment and motivation in relation to the job and HAI. Once the development needs have been agreed, ways of meeting these needs and timescales should also be agreed. When discussion the individual s development needs it is important to explore other ways in which the employee can gain the skills and experience they need and not limit this to attending training courses. Development needs can be met from attending meetings, office/programme visits, taking on new responsibilities etc. The primary responsibility for development rests with the individual. The manager s role is to provide the necessary support (e.g. coaching, time, funding) to ensure the needs are met. 5

6 Continuous Management Continuous management is a process of regularly monitoring progress against the performance agreement and the development plan through the annual appraisal and regular reviews throughout the year. The process involves: - Regular and constructive feedback from the manager on progress against objectives, adjusting the objectives if necessary and identifying the actions needed by the individual and/or manager to ensure the objectives are met. - Actively learning from experience through the analysis of what went well or what could have been improved, why and what needs to be done differently in the future. - Dealing with performance problems as and when they arise, so that they can be resolved quickly and effectively. The Continuous Management Cycle The continuous management cycle in HAI is as follows: Annual Appraisal Regular Reviews/Feedback Regular Reviews/Feedback 6 Monthly Review Annual Appraisal Annual appraisal is the opportunity to consider performance over the previous 12 months against the performance agreement and progress against the development plan and then to develop an agreement and plan for the next 12 months. 6

7 6 Monthly Review / mid term review Mid way through the 12 month cycle, this is an important opportunity to review and monitor overall progress, to identify and deal with any performance issues, provide feedback and to adjust priorities, plans, workloads and timescales to ensure the achievement of the objectives in the next 6 months. This is not a full appraisal but it should follow the same format and principles. Regular Reviews These are vital to ensure ongoing monitoring, review and continuing improvement of performance and contribution, by ensuring shorter term objectives are being met through proper management of workloads and priorities and provision of support as and when needed, without losing sight of the longer term objectives. The manager and the individual should agree the regularity of these meetings and hold them as often as necessary eg. daily, weekly or monthly depending on the nature of the work and the support and supervision needed. Timing All appraisals should be submitted to HR by 15 April. Ideally appraisals should take place between January and April to fit with the annual planning cycle. For staff on fixed term contracts: For staff on contracts of less than 12 months, the same principles will apply as for those on longer term/permanent contracts as described above. As a minimum there should be: - a review of the probationary period - opportunities for regular review, feedback and support including a mid term review - a review at the beginning of the notice period when the decision to extend or terminate can be discussed. For international staff based overseas, reporting to London: To help to overcome some of the difficulties of managing and being managed at a distance, the principle of agreements, plans, reviews and on going support is critical. Particular attention needs to be paid to: - Clarifying and agreeing the roles, responsibilities and expectations of the individual and equipping them to work effectively at a distance eg. by being clear about the levels of decision making and authority; ensuring a proper understanding of relevant policies and procedures and providing access to information and resources. - Developing, agreeing and monitoring a framework for communications and support including issues such as the frequency and timing of visits, written reports and telephone contact. 7

8 - Planning overseas visits in time for specific reviews (probationary period, mid term review or before notice period). Where visits are not possible alternatives should be considered e.g. a review by telephone and followed up in writing. 8. HANDLING DISAGREEMENTS During the continuous management process If at any point in the process there are disagreements, or issues affecting the working relationship, between the manager and the individual these should be raised in the first instance in the review meetings and a commitment and plan agreed to resolve them. Progress should be jointly monitored and reviewed. If the matter cannot be resolved in this way, the grievance procedure should be used. Appraisals In exceptional cases where there is a difficulty in communication between the manager and the individual, it may be helpful during the appraisal process to involve an objective observer. The observer may be the line manager s manager, the HR Manager or another colleague who both the individual and line manager find acceptable. The observer s role may vary depending on the issues of concern but is likely to involve observation and/or facilitation of the process as necessary. The role, expectations and remit should be agreed among all parties beforehand. 9. RECORD KEEPING Good record keeping is a critical part of performance management for a number of reasons: - To be able to monitor progress over time against objectives and development plans. - To ensure any agreements made are clear and open to scrutiny if necessary, for example, in cases of disagreement, management of poor performance and the use of disciplinary and grievance procedures. - As a point of reference when considering reward decisions Necessary records Records should be kept of all review meetings as follows: - Appraisals: The annual appraisal forms should be completed, agreed, and once signed by all relevant parties and a copy sent to HR. - 6 monthly review: Minutes of the 6 monthly review, including feedback, agreed actions, adjustments to the work plan. 8

9 - Regular reviews: Notes of the regular review meetings should include feedback and action points and must be kept by both the manager and the individual for reference. For all staff a copy of the appraisal, will be kept in the personal file, held by the HR. For those international staff, not reporting directly to London, copies will also be kept in country by the relevant Regional Representative or Country Programme Director. 10. MONITORING THE PERFORMANCE MANAGEMENT PROCESS HR will review the appraisals to ensure they are carried out in line with the policy and following up with managers any issues of concern in relation to the process as well as drawing out organisational staff development issues. When all appraisals have been submitted by 15 of each month HR will monitor this to ensure all the appraisals have taken place and appraisal forms submitted. 11. PERFORMANCE MANAGEMENT FORMS Preparation Form (optional) Purpose The purpose of the form is to aid the planning of the review meeting, if you feel this is necessary. It provides a format for both the appraiser and appraisee to identify and think through the issues which each would like to discuss at the appraisal. Using the form Both the appraiser and the appraisee must complete and exchange the forms at least a week before the appraisal meeting, so that each has time to consider the issues to be discussed. When preparing, it is important to remember that the review is of performance over the last 12 month period, as it is easy to focus on recent events. The form must not be used as a way of giving feedback in writing. The purpose is solely to highlight points for discussion. The forms do not need to be kept after the appraisal. Performance Appraisal Form Purpose The forms provide a basic structure to the appraisal meeting, highlighting the main areas for discussion, focussing on setting objectives and identifying training and development needs. Using the form The sections and questions should be used as prompts for discussion. It is important to work through each section although it may not be necessary or appropriate to 9

10 spend the same amount of time on all of them. This should be agreed between the appraiser and appraisee. Completing the form The form can be completed by either the individual or the manager. The agreed and completed form should clearly reflect the discussion and agreed objectives. It should not be a verbatim report. Both the appraiser and appraisee (and the observer, if any) must sign the form indicating agreement that it is a summary of the discussion and a commitment to the future objectives and development plan. 360 Feedback Form (optional) Purpose The form is for the appraiser to invite relevant structured feedback from key others. Using the form The appraiser should request feedback using the 360 feedback form, from no more than 5 people. Agreement will need to be reached between the appraiser and appraisee on who will be approached for feedback. They can be internal or external to the organisation. The feedback is more effective if a broad spectrum of people are asked to provide feedback e.g. managers, peers, people line managed by appraisee. The appraiser will then verbally provide the feedback from other to the appraisee during the performance review meeting. Completing the form The completed 360 feedback forms are kept by the appraiser as they are only verbally communicated to the appraisee. Specific comments can be recorded on the performance appraisal form. 10

11 PERFORMANCE APPRAISAL PREPARATION FORM FOR THE APPRAISER Name: Please complete this form and copy it to the appraisee in advance (at least a week) of the review meeting. The appraisee will do the same. The purpose of the form is to ensure that both you and the appraisee know the issues/points the other would like to discuss so that: - both have the opportunity to talk about the issues important to each of you - both can then prepare in advance for the discussion - there is an effective use of the time Please note that form does not need to be retained after the appraisal. Objectives Please note here the issues that you would like to discuss in relation to the appraisee s progress against the objectives set last year and possible objectives for next year. Development and Training Please note the main issues that you would like to discuss further in relation to the progress against previous development objectives and possible future training and development needs. Review of Job Description Please note for discussion, any issues related to changes or developments to the job description. Working Relationships Please note any comments or issues regarding the appraisee s working relationships with his/her colleagues and yourself. Other issues Please note any other issues you would like to raise which have not already been identified 11

12 PERFORMANCE APPRAISAL PREPARATION FORM FOR THE APPRAISEE NAME: Please complete this form and copy it to your line manager in advance (at least a week) of the review meeting. Your line manager will do the same. The purpose of the form is to ensure that both you and your line manager know the issues/points the other would like to discuss so that: - both have the opportunity to talk about the issues important to each of you - both can then prepare in advance for the discussion - there is an effective use of the time Please note that form does not need to be retained after the appraisal. Objectives Please note here the issues that you would like to discuss in relation to progress against the your objectives set last year and possible objectives for next year. Review of approach to work Please note the main issues that you would like to discuss further in relation to the your approach to the work i.e. use of initiatives/ideas, teamworking, flexibility, communication, openness to criticism/change, commitment to equal opportunity etc. Development and Training Please note the main issues that you would like to discuss in relation to the progress against your previous development objectives, and possible future training and development needs. Review of Job Description Please note for discussion, any issues related to changes or developments to the job description. Working Relationships Please note any comments or issues regarding your working relationships with your colleagues and your line manager. Other issues Please note any other issues you would like to raise which have not already been identified 12

13 360 FEEDBACK FORM Feedback Provided for (Appraisee): Feedback Provided by: Date: You have been nominated to provide feedback on the performance of a colleague. Please reflect back over the last twelve moths and consider constructive feedback you wish to provide on the actions and behaviours of the individual in relation to the area outlines below. Please return back to the appraisee s line manager. Please note this form is confidential and the information on this form will be fed back verbally to the appraisee by the appraiser. Leadership Team skills Communication skills Results-orientation People Management (if appropriate) Problem-solving Any other comments 13

14 PERFORMANCE APPRAISAL FORM Name: Appraiser: Date of appraisal: Observer (if any): Job Title: Relationship: Date last appraisal: PERFORMANCE AGAINST OBJECTIVES Review progress against previously agreed objectives. Consider: What went well and what didn t? What helped and what hindered progress? What are the lessons learnt? Objective Was the objective met? How was the objective met (challenges and successes) NEW OBJECTIVES These are the new key objectives for the next 12 months. They must be developed in the context of the key job responsibilities as well as wider team, departmental and organisational objectives. Objective When will it be achieved? What will you need to achieve it? How will you know it has been achieved? REVIEW OF TRAINING AND DEVELOPMENT ACTIVITES Review the progress against the development and training activities identified and impact of this. Consider: Whether the development, training and support needs identified since the last review been met? If so, what improvements have been made to the work as a result? If not, why not? Training/development need? Was it met? How did it impact on your work? (Give examples) FUTURE TRAINING AND DEVELOPMENT PLAN This represents the development activities necessary to enable the achievement of the objectives, as well as personal development. Development/ training or support need? How will it be met? When will it be met? How will it impact on your work? (Give examples) 14

15 JOB DESCRIPTION Does the job description need to be revised: YES NO If yes, please note which aspects of the JD need to be updated or clarified. RELATIONSHIP BETWEEN LINE MANAGER AND APPRAISEE Review the management relationship and support provided. Consider: How effective is the relationship? What works well and what could be improved? What additional support can the manager provide? SUMMARY OF OVERALL PERFORMANCE Appraisee s comments: How would you describe your performance overall? Line managers comments: How would you describe the individual s performance overall? CONTINUOUS MANAGEMENT PROCESS The performance review meeting takes place every 12 months with a review at 6 months. There should be regular review meetings and the frequency of these needs to be agreed by the individual and their line manager. Date of next appraisal meeting: Date of 6 monthly meeting: SIGNED To indicate this is an accurate summary of the discussion and agreed objectives and development plan. Appraisee: Date: Appraiser: Observer (if any): Date: Date: 15

16 APPENDIX 1 POLICY FRAMEWORK HelpAge International is committed to translation of its core organisational values and principles into its management practice. The development and implementation of the performance management policy therefore reflects the vision, mission and values: Our vision Our vision is a world in which all older people fulfil their potential to lead dignified, active, healthy and secure lives. Our mission We work with our partners to ensure that people everywhere understand how much older people contribute to society and that they must enjoy their right to healthcare, social services and economic and physical security. Values The way we behave. Our staff is recruited and measured by these behaviours. 16

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