Performance Management System Employee Training. July 2011

Transcription

1 Performance Management System Employee Training July 2011

2 Agenda Housekeeping and WOWs Objectives of the Day Performance Management Competency Framework Individual Development Plan Feedback Performance Ratings Performance Improvement Plan Getting Started Auditing the Process Ongoing Support Practicalities

3 Housekeeping Morning Session Plan to finish at 12:30 Tea breaks 10 mins at 11:00 Fire exits etc Afternoon Session Plan to finish at 4:00 Tea breaks 10 mins at 2:30 Fire exits etc Ways of Working - WOWs All contributions are welcome and valid The more you put in... Questions as we go along or at the end either are fine Any you would like to add?

4 Objectives for the Day OBJECTIVES FOR THE DAY

5 Objectives for the Day Candidates will: Gain an understanding of Niamh s Performance Management System Paperwork, Process, Timelines, your Responsibilities within the cycle (as an employee) Set an individual objective Rate themselves against the competency framework Set a development objective Leave with handouts (including all of these slides)

6 Overall Premise This is the start of a learning process for everyone The primary focus in the new performance management process is developmental Discussions about performance are no longer an annual event but an on-going process This is not something that should be seen as additional to what we do currently, just a different approach and one which is central to your role

7 Performance Management PERFORMANCE MANAGEMENT

8 Benefits of Performance Management POST-IT EXERCISE Write down 2 benefits of high quality Performance Management for both: The individual The organisation 5 minutes to complete

9 Benefits of Performance Management INDIVIDUAL Clear goals Regular feedback Job Satisfaction Better understanding of strategy Motivation Personal Development Improved Communication with manager ORGANISATION Clear process for performance management Motivated workforce Staff more likely to stay Continuous improvements Employees working towards strategic and operational plans Consistency

10 Niamh Process Let s take a look at the new Niamh Process

11 Niamh Process 3-stage process 1. Planning 3. Annual Review 2. Interim Review With ongoing feedback throughout the year

12 Niamh Performance Review Cycle March/ April April - May October- November INPUTS Annual Performance and Development Review Objective Setting & Personal Development Planning Interim Review OUTPUTS Annual Performance Profile Agreed objectives Agreed competence profile Agreed actions Understanding of future aspirations Personal Development Plan Update of objectives Action planning revised Ongoing Measuring and Feedback throughout the year

13 Setting Objectives SETTING OBJECTIVES

14 Setting Objectives First critical element of Performance Management is setting objectives A number of you will have covered this as part of the Social Care training, in terms of setting objectives for Support Plans This section is very much focussed on setting individual performance objectives for yourself

15 Setting Objectives Business related Individual Objectives should: Contribute to the achievement of organisational strategy Represent an improvement in the performance of the individual Be SMARTER Specific Measurable Agreed Consist of some measures: performance indicators the current baseline targets and timeframes Realistic Time bound Extending Regularly Reviewed

16 Setting Objectives Measures It is important that our objectives include measures, however we do not want to solely focus on those things that are easy to measure......we need to focus on those things that are important to do

17 Setting Objectives Measures Are we measuring the right things? Not everything that can be counted counts and not everything that counts can be counted Albert Einstein People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing the right things. Stephen Covey Re-enforces the importance of taking time and getting the measures right at the start of the process. They should include tangible measures and intangible ones This provides the optimal balance of what gets done and how we do it

18 The Paperwork THE PAPERWORK

19 Stage 1 - Planning Objective Setting and Development Planning Form 1, Section 1 What will I Contribute to the organisation? How will I learn and Grow? 4 parts to Section 1: Part 1 Individual Objectives

20 Setting Objectives In Niamh s process the objective is split into 4 parts: Objective Overall description of what is going to be achieved Performance Indicator Specific (Measurable) Actions that will be taken to deliver the overall objective Targets and Timeframes Baseline, Target and Timeframe against each of the Performance Indicators Strategic Objective Supporting Alignment to Group or Departmental Strategy

21 Sample Objectives Copy of some sample objectives

22 Setting Objectives Exercise Based on the strategic objectives for your department for this year ( ) write down a business related Individual Objective for yourself Review with a partner and be prepared to present back! Do they stand the SMARTER test? Do they contribute to the achievement of organisational strategy? Do they represent an improvement in the performance of your job?

23 Competency Framework COMPETENCY FRAMEWORK

24 Competency Framework A competency framework is a list of behaviours that Niamh values and believes will help us to achieve our long-term goals It attempts to outline both the expected outcomes of an individual s efforts and the manner in which these activities are carried out Niamh has developed a Competency Framework relevant for all Staff Employees in the Group This gives rise to certain challenges in terms of it being appropriate for this broad spectrum of employees, and I would ask you to bear this in mind as you use it

25 Competency Framework The Niamh Employee framework has been defined within the scope of the 8 competencies at SMT and Manager level: 1. Communicating Effectively 2. Taking ownership of personal development and performing to the best of their ability 3. Situational Leadership 4. Customer and Client Focus 5. Results Delivery 6. Strategic Focus 7. Professionalism 8. Team and Partnership Working

26 Competency Framework Currently there are no technical or specific competencies although, there is certainly scope for this in future iterations of the framework IFF References: Against certain statements you will notice some references to the Induction and Foundation Framework (IFF) It is important to note that this is a developmental framework and as such there may be certain statements in the framework which you currently feel that you couldn t demonstrate competence against It is in those areas that you will focus your developmental objectives, thus improving your overall competence against the framework

27 Competency Framework - Rating As part of the Performance Management Process it will be necessary to assess yourself against this framework This review will form part of the preparation for your objective setting meeting You need indicate how you feel you rate against each of the 8 competencies:

28 Competency Framework Ratings EXCEEDS EXPECTATIONS (EE) Frequently demonstrates behaviours and skills above those that are expected from someone at this level FULLY MEETS EXPECTATIONS (FME) Consistently demonstrates most behaviours and skills that are expected from someone at this level

29 Competency Framework Ratings APPROACHING EXPECTATIONS (AE) Demonstrates some behaviours and skills that are expected from someone at this level but not consistently. Further development is required in one or more area. DOES NOT MEET EXPECTATIONS (DME) Does not demonstrate behaviour and skills that are expected for someone at this level. Significant and continuous development is required in one or more areas

30 The Paperwork THE PAPERWORK

31 Stage 1 - Planning Objective Setting and Development Planning Form 1, Section 1 What will I Contribute to the organisation? How will I learn and Grow? 4 parts to Section 1: Part 2 Developmental Objectives and Development Plan A review tool has been designed to support you with establishing these ratings

32 Worked Example Worked example of a self review

33 Competency Framework Rating Tool USING THE TOOL: Consider each statement in turn and ask yourself: Do I demonstrate this yes or no Be honest with yourself Can you provide examples of where you have demonstrated it? Can you think of times where you haven t? Once you have reviewed all of the statements under a competency, then you need to consider an overall rating This rating then gets transferred to the paperwork

34 Competency Framework Exercise Exercise 1: Carry out a self-review against the Competency Framework Even at a basic level yes or no 10 minutes Review one of the competency areas e.g. Communicating Effectively, and give yourself an overall rating, i.e. Consider do you: Exceed Expectations Fully Meet Expectations Approach Expectations Not Fully Meet Expectations 5 mins

35 Development Objectives Copy of some sample objectives

36 Competency Framework Exercise Exercise 2: Based on your self review against the competency framework write down one Developmental Objective for yourself Review with a partner and be prepared to present back! Does it stand the SMARTER test? Does it contribute to the achievement of organisational strategy? Does it represent an improvement in how you perform your job?

37 Individual Development Plan INDIVIDUAL DEVELOPMENT PLAN

38 Individual Development Plan Copy of a sample IDP

39 Individual Development Plan All individuals must have a Development Plan in place targeted to address their areas of development This consists of: Developmental Objectives against the Competency Framework Individual Development Plan The Individual Development Plan captures all other Training and Development requirements It should outline, where possible, the activity, the timeframes and the support required Development should include on the job and experiential learning as well as formal training programmes

40 The Paperwork THE PAPERWORK

41 Stage 1 - Planning Objective Setting and Development Planning Form 1, Section 1 What will I Contribute to the organisation? How will I learn and Grow? 4 parts to Section 1: Part 3 Future Aspirations Part 4 Comments and Conclusions

42 Feedback FEEDBACK

43 Feedback The PMS provides a structure for quality conversations between an employee and their line manager and having these transforms it from a process to an enriching experience Honest and constructive feedback plays as big a part in the Performance Management System as completing the paperwork Feedback should not be kept for PMS meetings or Supervision, but should form part of your ongoing dialogue with your manager

44 Feedback As part of this process you need to be open to receiving feedback (both positive and developmental) However, this can be difficult sometimes... Honest criticism is hard to take, particularly from a relative a friend, an acquaintance, or a stranger Franklin P Jones I want to encourage you to consider the benefits of receiving feedback and how this provides insight into your overall performance both from a positive and a developmental perspective

45 The Paperwork THE PAPERWORK

46 Stage 2 Interim Review Progress review against 7 objectives Form 1, Section 2 How am I progressing? 2 parts to Section 2: Part 1 Individual and Developmental Objectives and Development Plan Part 2 Additional Comments / Actions Plans

47 Stage 3 Annual Review Annual Performance and Developmental review against the 7 objectives, the entire competency framework and the Development Plan Form 2 How have I done this year? 4 parts to Form 2: Part 1 Individual and Developmental Objectives Part 2 Competency Profile

48 Stage 3 Annual Review 4 parts to Form 2: Part 3 Individual Development Plan Part 4 Development Profile Summary

49 Performance Rating PERFORMANCE RATING

50 Performance Rating 4 Point Rating Scale Does not Meet Expectations - DME Approaching Expectations - AE Fully Meets Expectations - FME Exceeds Expectations - EE Distribution Everyone is not dreadful or wonderful, an example distribution should aim for: 0 5 % DME 15 % AE 65% FME 15% EE

51 Performance Rating Does not Meet Expectations - DME Employees who are not always able to contribute at the level that the role requires Performance against agreed objectives or delivery of one s areas of responsibility have fallen below expectations......or they may not be meeting expectations in terms of their behaviour versus Niamh competencies

52 Performance Rating Approaching Expectations - AE Employees who have met some agreed objectives but not consistently Further development and support is required in one or more areas.

53 Performance Rating Fully Meets Expectations - FME Employees will have delivered on their individual objectives and their behaviours are in line with Niamh competencies There may be some areas where the person has gone beyond expectations and some areas where there is a need to improve, but overall the person delivered a solid performance This represents a good performance and the majority of employees will be rated FME

54 Performance Rating Exceeds Expectations - EE Employee consistently over performs in their areas of responsibility and against objectives; and they demonstrate the values and leadership qualities at a level that strongly differentiates their contribution compared to their peers Only a small proportion of people will be rated as Exceeds Expectations and they will represent the very best contributors within the organisation

55 Performance Rating The rating must reflect and assessment of: What was delivered: performance against the key areas of responsibility of the core job and performance against the agreed objectives How the results were delivered demonstration of the competencies

56 Performance Rating Development Profile Staff to self assess and rate themselves in advance of the annual performance and development review meeting Managers are required to assess each individual s achievement and performance against their Objectives and their Competencies and rate the overall performance accordingly If there is disagreement then this is noted on the form and referred to Line Manager s Manager The overall development profile should summarise the manager s view of the employees performance over the entire review period

57 The what : Personal Objectives Performance Rating Development Profile Exceeds Expectations Fully Meets Expectations Approaching Expectations Does not meet expectations Does not meet expectations Approaching Expectations Fully Meets Expectations Exceeds Expectations The how : Competencies/ Behaviours = High Performance = Fully meets standard for the role = Coaching and development required in specified areas = Performance Improvement Plan required

58 Ongoing Performance Rating If an individual is rated as Approaching Expectations then it is expected that they will be rated as Fully Meets Expectations at their next Review If the individual does not achieve this standard at the following review, they will automatically be rated as Does Not Meet Expectations and a Performance Improvement Plan should be put in place This is to ensure formal support is given to employees to help them achieve the required standards

59 Performance Improvement Plan PERFORMANCE IMPROVEMENT PLAN

60 Performance Improvement Plan New Niamh Approach being developed currently In general a Performance Improvement Plan... Should be supportive in nature States performance to be improved States the level of work performance expectation and that it must be performed on a consistent basis Identifies and specifies the support and resources you will provide to assist the employee Outlines your plan for providing feedback to the employee Specifies meeting times, with whom and how often Specifies the measurements you will consider in evaluating progress Specifies possible consequences if performance standards are not met

61 Getting Started GETTING STARTED

62 Getting Started Hold an appraisal meeting reviewing against last year s objectives using the old system By end of July (if not already done) Hold a meeting to set objectives for with your line manager: Setting Individual Objectives Review against the Competency Framework Setting Developmental Objectives

63 Auditing the Process AUDITING THE PROCESS

64 Auditing the Process In order to ensure there is consistency in the quality of objective setting, performance planning and reviews across the organisation, there will be sample checks made throughout the year by HR The overall rating distribution will be monitored each year by HR Senior Management Team will have their Review conducted by the CE and signed off by the ARC Committee

65 Ongoing Support ONGOING SUPPORT

66 Ongoing Support Slide Pack Peer network Your line manager HR Department

67 THANK YOU FOR YOUR TIME AND INPUT INTO THE SESSION ANY QUESTIONS?

68 Practicalities PRACTICALITIES (AS AN EMPLOYEE)

69 Practicalities - Preparation OBJECTIVE SETTING: Agree the date, time and place for conducting the discussion with your manager Complete the paperwork (form 1): Set your own individual objectives, Review and rate your self against the competencies Set your own development objectives Outlines Future Aspirations and returns to your manager

70 Practicalities During the Meeting OBJECTIVE SETTING: Engage with the discussion these are your objectives, it is about what you will contribute to the organisation Ensure you are going to be developing in the role: Set extending individual and developmental objectives Contribute to the review against the competency framework Have a balanced discussion regarding future aspirations Agree an overall Development Plan

71 Practicalities After the Meeting OBJECTIVE SETTING: Capture key points as soon as possible after the meeting Any necessary amendments to the form should be made and the form should then be signed off by both parties to confirm that it is a fair and accurate reflection of agreed objectives and development plans Copy held by employee and line manager