Module 2 An Introduction to. The Performance Appraisal System

Size: px
Start display at page:

Download "Module 2 An Introduction to. The Performance Appraisal System"

Transcription

1 Module 2 An Introduction to The Performance Appraisal System

2 Introduction THE PERFORMANCE APPRAISAL SYSTEM: We all want to get better results from the work we do - as individuals, as teams and as an organisation. Understanding and managing the way we work is key to doing it better. The Performance Appraisal System (PAS) will help by providing an agreed framework of planned objectives, standards and competencies that bring clarity to each job, it will; show clearly how organisational, team and individual objectives are linked so that we can all focus on what we have to achieve to make a real difference to how our organisation performs; be open so we can all see what is expected of us and how each of us can work as a member of a team; encourage effective communication between you and your manager about the job to be done; help you and your manager to agree on areas where further training and development can help you achieve your full potential. The system is based on the understanding that an organisation achieves only through its people and encourages managers to: keep talking with jobholders throughout the year and not just when the PAS is being completed; be open and approachable, recognising and appreciating each contribution; take responsibility for helping to nurture talent and develop and motivate people; identify jobholders who are not performing well and to work with them to improve this; provide a climate in which jobholders feel safe about questioning basic assumptions about how we work, and suggesting better ways of working. PAS is not an optional process for the Job Holder or for Reporting Officers. Each participant in the process has individual responsibilities that they will be expected to discharge. The purpose of this booklet is to provide you with more information about the Performance Appraisal System; the various stages to be undertaken each year and the roles and responsibility of you and your manager. We therefore strongly advise that you familiarise yourself with the information in this booklet to ensure that you fully understand your responsibilities. All employees have a right to a fair and impartial appraisal of their performance. In assessing and commenting on staff performance, reporting officers must not discriminate on grounds of gender, marital status, ethnic or national origin, disability, sexual orientation, age, part-time status or other factors unconnected with their performance at work. 1

3 Part 1 PERFORMANCE APPRAISAL SYSTEM PAS will operate on and annual cycle and requires you and your manager to devote time to complete the activities described at each of the key stages illustrated below. Stage Three End of Year Performance Review Stage One Prepare and Agree an Annual Job Plan Informal review (as appropriate) Informal review (as appropriate) Stage Two Mid-year Performance Review The activities required at each stage illustrated above, will be carried out by you and your immediate line manager. To ensure fair and consistent standards are applied and properly recorded a countersigning manager will review the activities as each stage is completed. This responsibility will normally be allocated to the head of the Directorate or Service Unit. The remaining pages in Part 1 provide more information of what is required of you and your manager at each stage of the process. From time to time, disagreements may arise as jobholders and managers undertake each of the stages described below. In the event of a disagreement arising, your manager will explain the process for resolving the dispute. 2

4 Stage One: Prepare and Agree Your Personal Job Plan You and your manager should work together to discuss and agree your personal objectives for the year ahead. This will form your Personal Job Plan. In agreeing the Personal Job Plan, you and your manager should; clarify the purpose of the job; identify around eight personal objectives covering every significant element of the job, making clear links to the overall operational objectives of the Directorate or Service Unit; identify desired and achievable results for each personal objective; be sure there are individual performance standards for each objective; and discuss and identify the core competencies that require action to ensure jobholders can performance to their full potential. Parts 2 & 3 respectively, describe the process involved in identifying and agreeing personal objectives and using competencies to improve effectiveness. If you are also a manager, you will be expected to deliver a mandatory management objective. This is to emphasise that good management is crucial in a modern Public Service. Once agreement has been reached, the plan is formalised in the form of a written annual Personal Job Plan. The Personal Job Plan will be the basis for future discussion and evaluation about your performance over the year. Appraisal forms are structured to help you and your manager prepare the Personal Job. Plan. Stage Two: Mid-year Performance Review Recognising and giving feedback on the performance achieved at regular intervals is an essential management practice. It helps both you and your manager assess your progress, discuss problems and issues that might be obstacles to achievement. You and your manager must complete at least one formal mid-year review to check progress against your Personal Job Plan. You will be expected to; discuss and agree any necessary changes to personal objectives that may have resulted from unforeseen circumstances and make sure these are recorded; examine your progress against the agreed set of personal objectives; and assess your performance against the core competencies and check progress against agreed action. At this stage, you will be told your provisional box marking. In particular, you must be told if your box marking is likely to be unsatisfactory (i.e. if you have consistently failed to meet your agreed objectives). Any agreed action to improve performance must be recorded. 3

5 Stage Three: End of Year Performance Review The key aim of the end of year review is to determine to what extent you have contributed towards the overall objectives of the Directorate or Service Unit in which you work. At the end of the financial year, a formal review between you and your manager will take place. The review should; compare actual performance against the agreed personal objectives, targets and standards; identify reasons why performance either, succeeded or failed to achieve the agreed objectives, targets or standards; measure, in light of 1 and 2 above, the overall performance and support this assessment with reasons; consider your remaining development needs and possible changes in job for development purposes; and record to what extent you and your line manager agree on the appraisal and any remaining disagreements. The assessment referred to above will be graded in one of four categories as follows; Box 1 Far Exceeded An outstanding performance where the job holder far exceeded agreed objectives and in addition took on and succeeded in extra activities that significantly contributed to the organisation s improvement. Box 2 Exceeded Highly effective performance where the job-holder met all of the agreed objectives and exceeded in some Box 3 Met A satisfactory performance where the job-holder met almost all objectives Box 4 Did not Meet An unsatisfactory performance where the job-holder consistently failed to meet agreed objectives. Note: Informal reviews PAS also makes provision for informal reviews between jobholders and their managers. These reviews are intended to provide the opportunity to discuss progress and overcome obstacles that stand in the way of success. Managers are encouraged to adopt this good management practice in order to keep closely involved with the people they manage and gain a better view about progress. After all, it makes little sense to wait to the formal review stage if problems arise earlier. The extent to which managers undertake informal reviews will differ from jobholder to jobholder and are likely to be required more often for people new to a job or were there are obvious deficiencies in performance. 4

6 PART 2 SETTING OBJECTIVES Objectives are a set of statements about what you, your Directorate and your organisation intend to achieve with the resources available. These statements in effect become to targets against which you, your Directorate or organisation s performance can be measured in terms of either succeeding or failing to deliver. The PAS process is an important part of achieving our objectives and making sure everyone is clear about how their work fits into the wider picture. The process of setting objectives is undertaken at three levels; High level objectives objectives relating to what the Organisation intends to achieve; Operational objectives objectives that each part of the organisation needs to achieve if the organisation is to be successful; and Personal objectives objectives you will need to achieve if your part of the organisation is to make a positive contribution to the organisation s mandate. Operational Objectives Personal Objectives High Level Objectives Contribution required by each Unit in the organisation Contribution required by Jobholders in each Unit What the organisation is seeking to achieve Ministry Operational Objectives Contribution required by each Unit in the organisation Personal Objectives Contribution required by Jobholders in each Unit Directorates or Service Units Jobholders PAS enables everyone to link and relate their personal objectives to the operational objectives set for their Directorate or Service Unit which in turn link up to organisational objectives. Work to establish objectives for your organisation has already been undertaken and further activity is currently in progress to establish the objectives for the Directorate or Service Unit in which you work (operational objectives). When this task is completed, your manager should be able to explain to you; which high level organisational Objectives(s) your Directorate or Service Unit supports; and how your personal objectives fit into this wider picture. 5

7 Identifying personal objectives You and your manager should work together to discuss and agree your personal objectives for the year ahead using the operational objectives established for the part of the organisation in which you work. This will form the major part of your Personal Job Plan and needs to be undertaken with care. This process will be time consuming until both you and your manager become familiar with PAS, however, investing time at the beginning of the year helps to ensure everyone is clear about their contribution to organisational success. In agreeing the your personal objectives, you and your manager should; clarify the purpose of your job and its main components; identify around eight objectives covering the main components of the job, making clear links to the overall operational objectives set for your Directorate or Service Unit; identify the aim of each main activity and the desired results expected of the you, and; be sure there are individual performance standards for each of your objectives. In discussing your objectives, it is important that each significant element of the job as set out in the job description is reflected in an objective. As a working guide, about eight objectives would be the most that could be tracked properly. If you are also a manager, you will be expected to deliver mandatory management objectives. These are crucial to good management practice and relate specifically to two areas as follows; the application of management techniques that motivate and enhance performance; and managing in a way that encourages and develops staff to achieve their full potential. Your manager will guide you through this process and ensure that your objectives are Specific, Measurable, Achievable, Realistic, Time limited, Evaluated and Reviewed (SMARTER). Measuring Personal Objectives Measuring objectives (in terms of quality, quantity, time and money) will make it easier for you and your manager to assess whether or not they have been achieved and also enable you to monitor your own performance. Setting and agreeing standards for personal objectives is part of a two-way process between you and your manager and is aimed at reaching a shared understanding of what is achievable and realistic, and identifying likely barriers to delivery. Your manager will tell you the Directorate or Service Unit s standards which will form the basis for agreeing your individual performance standards and the information needed to measure them. 6

8 PART 3 USING COMPETENCIES What are competencies Competencies are the skills and attitudes that need to be displayed to do a job effectively and are used extensively in modern management processes including performance appraisal. Research into the skills and behaviours that civil servants will need to display in order to perform effectively has been undertaken in TRNC involving many civil servants themselves as well as their managers and other key stakeholders. The outcome of the work has enabled the development of competency frameworks for; Senior Civil Servants Line Managers Operational Staff For those who provide leadership, manage people and other resources at Director level and above. For those civil servants in jobs below Director level who are involved in the management of other civil servants. For all those civil servants below managements levels involved in the delivery or support the delivery of services. For each of these groups, competency frameworks have been developed that set out the 6 core competencies essential to deliver an effective performance. They are intended to describe what effective performance looks like. Competencies are used to identify strengths and weakness and to assist in this process, each core competency includes examples of some of the positive and negative behaviours that might be displayed. Using Core Competencies As part of the Personal Job Plan preparation, you and your manager should use the appropriate competency framework and; discuss how each of the core competencies will contribute to your ability to achieve each objective, identify your strengths and weaknesses based on current performance, agree on action to be taken to overcome any weaknesses. record agreed action in the Personal Work Plan During discussion, the focus will inevitably be on equipping the jobholder for their current job and current personal objectives. But it is also important to address their long-term development needs to enable them to take on greater responsibility (if they want it) and for their future career. The result of these discussions and any agreed action should be recorded in the Personal Job Plan. This will give the jobholder an idea of how well they are doing and help them to plan their development. 7

9 Competencies for Operational Staff 1 Problem Solving and Delivering Results Demonstrates a planned approach to work, taking responsibility for resolving problems within their own scope of responsibility; displaying energy and drive to achieve the necessary results. Positive Behaviour Displays determination to achieve personal objectives and desired outcomes. Takes the initiative when coming up with solutions to problems; weighing up different alternatives to identify the best result. Plans and prioritises activities and delivers a value-for-money service and meets personal deadlines. Negative Behaviour Unreliable, easily knocked off course and lacks the determination to meet personal objectives and targets. Does not take the initiative, and lacks ideas to deliver effective solutions to even the most routine problems. Requires constant supervision; lacks consistency and self-discipline and, unable to deliver to deadlines. 2 Customer Focus Demonstrates a desire and a willingness to meet the needs of external and internal customers and a commitment to continuously improve the service provided. Positive Behaviour Knows who their external and internal customers are, workings with them to understand and meet their needs. Demonstrates a willingness to deal promptly with a customer enquiry, giving 100% of their attention to the customer. Demonstrates a determination to give the correct guidance to customers, including passing them onto the right contact point if they are unable to help. Demonstrates through own personal behaviour that all customers are treated fairly, objectively and with dignity regardless of age, gender, religion, rank or disability. Negative Behaviour Displays little awareness for their customers and is ineffective in meeting their needs. Slow and unenthusiastic response; fails to meet the standards the organisation is seeking to achieve. Unhelpful and reluctant in giving comprehensive advice; failure to overcome the barriers for the customer to access services. Personal behaviours present an unprofessional image of the organisation; is unhelpful, discourteous impatient, demonstrating little awareness of customer service skills. 3 Communication: Demonstrates that all written and oral communications with colleagues and customers is clear, accurate and understood. Positive Behaviours All written and oral communication is clear and understandable and conveys a professional image of the organisation. Demonstrates ability to follow written or oral instruction; listens carefully and seeks clarification when in doubt about what is required. Information is shared with everyone who needs to know it. Negative Behaviours Does not use plain language; uses jargon unnecessarily and without explanation Fails to grasp all but the simplest of instructions; requires constant prompting of the action to take. Retains information that should be given to others. 8

10 4 Working Together Demonstrates the genuine intention to work productively and co-operatively with others; to be part of a team working together rather than separately or competitively. Positive Behaviour Displays a high standard of professional and ethical behaviour both publicly and privately, treating others with respect. Maintains a positive, can-do attitude to the task at hand. Demonstrates a willingness to be flexible; willingly helps out when colleagues are under pressure or are in difficulty Negative Behaviour Fails to meet satisfactory standards of behaviour; is disrespectful to others resulting in discord within the team. Lacks commitment and enthusiasm in tackling the job. Is not a team player; performs to a minimum standard, is inflexible and unwilling to contribute to team tasks. 5 Manages Other Resources Effectively Demonstrates through own performance that effective and efficient use is made of the resources available to them (e.g. time, finance, people and equipment) in order to carry out their job function. Positive Behaviour Uses time, material and other resources available to best effect. Adept at applying knowledge and skills in utilising available computer and telephone technology to carry out their work. Is open to learn and apply changes in technology that are introduced in the workplace. Negative Behaviour Fails to allocate time effectively to tasks and is wasteful of materials and other resources. Displays serious weaknesses in using available technologies in every day activities. Inflexible and slow to utilise technology initiatives 6 Continuous Improvement Seeks continually to improve personal skills, knowledge and performance. Positive Behaviour Is open to new ways of working and adapts flexibly to change. Regularly reviews personal training and development needs and takes action to meet these needs. Willingly participates in vocational training and puts learning into practice. Shares learning from training programmes with colleagues. Seeks opportunities to improve professional and academic qualifications related to their job and keeps up to date with developments in their own field of expertise. Negative Behaviour Is resistant to new ideas and avoids taking on challenges. Does not recognise own development needs or accept the need to improve. No detectable improvement following training, fails to apply new learning in the workplace. Is unwilling to support and assist with the development of others. Weaknesses in performance through failure to keep abreast of developments in own field of expertise. 9

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Performance Review and Development Scheme for Support Staff Policy

Performance Review and Development Scheme for Support Staff Policy Performance Review and Development Scheme for Support Staff Policy Policy Reviewed by Resource committee Autumn 2013 Reviewed policy shared with staff on: Autumn 2013 Policy to be reviewed again on: Autumn

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

Financial Services Core Competences

Financial Services Core Competences The Sector Skills Council for financial services, accountancy and finance National Occupational Standards for the Financial Services Sector Financial Services Core Competences Final version approved September

More information

Performance Appraisal Handbook

Performance Appraisal Handbook Performance Appraisal Handbook Know it, understand it, do it well www.haringey.gov.uk A P P R A I S A L H A N D B O O K 00 Contents Getting started 01 What is a performance appraisal? 02 What are my responsibilities?

More information

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning

More information

Competency Based Recruitment and Selection

Competency Based Recruitment and Selection Competency Based Recruitment and Selection A Handbook for Managers 2010 March 2010 v2 1 March 2010 v2 2 Table of Contents Introduction...4 1. What are competencies?...4 2. Why use competencies for recruitment

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

JOB DESCRIPTION. Contract Management and Business Intelligence

JOB DESCRIPTION. Contract Management and Business Intelligence JOB DESCRIPTION DIRECTORATE: DEPARTMENT: JOB TITLE: Contract Management and Business Intelligence Business Intelligence Business Insight Manager BAND: 7 BASE: REPORTS TO: Various Business Intelligence

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Job Description. 8.29-8.79 per hour (equates to 16,000-16,968 per annum) Programme Manager: Inclusion and Progression Workers

Job Description. 8.29-8.79 per hour (equates to 16,000-16,968 per annum) Programme Manager: Inclusion and Progression Workers Job Description Job Details Post Title: Department: Learning Support Assistant (Term-time only) LLD/D and Inclusion Job Ref: as per advert Grade: Responsible to: Key Purpose: 8.29-8.79 per hour (equates

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

National Occupational Standards. Compliance

National Occupational Standards. Compliance National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Guide to the Performance Appraisal System in the Civil Service and Local Authorities (2008)

Guide to the Performance Appraisal System in the Civil Service and Local Authorities (2008) Guide to the Performance Appraisal System in the Civil Service and Local Authorities (2008) INTRODUCTION GUIDE TO THE PERFORMANCE APPRAISAL SYSTEM (PAS) 1. The Performance Appraisal System is a critical

More information

Evaluation System for Classified & Management Support Staff

Evaluation System for Classified & Management Support Staff Evaluation System for Classified & Management Support Staff August 2012 Grant Wood Area Education Agency extends equal opportunities in its employment practices, educational programs and services, and

More information

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING IN EDUCATIONAL PSYCHOLOGY DATE: 22 ND FEBRUARY 2010 Date for review: February

More information

Civil Service Competency Framework by Grade Band S1, S2 and S3. FCO Values

Civil Service Competency Framework by Grade Band S1, S2 and S3. FCO Values Civil Service Competency Framework by Grade Band S1, S2 and S3 Setting Direction Seeing the Big Picture Changing and Improving Making Effective Decisions Delivering Results Achieving Commercial Outcomes

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #:

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: JOB TITLE: REVIEWED BY: UNIT: DATE OF REVIEW: REVIEW PERIOD:

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal of Scientific and Research Publications

Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal of Scientific and Research Publications International Journal of Scientific and Research Publications, Volume 3, Issue 11, November 2013 1 Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal

More information

WILTSHIRE COLLEGE JOB DESCRIPTION. Curriculum Administrator fixed term for 1 year. BSS Grade 3-16,528 per annum pro rata

WILTSHIRE COLLEGE JOB DESCRIPTION. Curriculum Administrator fixed term for 1 year. BSS Grade 3-16,528 per annum pro rata WILTSHIRE COLLEGE JOB DESCRIPTION Job Title: Salary: Location: Responsible to: Curriculum Administrator fixed term for 1 year. BSS Grade 3-16,528 per annum pro rata Lackham Director of Campus and Curriculum

More information

Registered Nurse Southlands Person Specification and Competencies

Registered Nurse Southlands Person Specification and Competencies Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation

More information

A guide to customer care

A guide to customer care A guide to customer care putting you at the heart of what we do Our commitment to you We want to make sure: 2 You get a service you can use easily; You have a say in how we provide our service to you;

More information

2. To support the Management Team through the assessment of learners work and assist in moderation where required.

2. To support the Management Team through the assessment of learners work and assist in moderation where required. Job Description Job Title: Lecturer Location: Sutton College Group: People s Directorate / Sutton College Post Number: S314655 Grade: Lect Mgt Spine 7 15 Department: Curriculum Responsible To: Assistant

More information

Candidate Support Pack HNC Management. Management: Plan, Lead and Implement Change [DV8C 35]

Candidate Support Pack HNC Management. Management: Plan, Lead and Implement Change [DV8C 35] Candidate Support Pack HNC Management Management: Plan, Lead and Implement Change [DV8C 35] Sample Activities Plan, Lead and Implement Change INTRODUCTION It is important for you to complete the activities

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors Writing and Conducting Successful Performance Appraisals Guidelines for Managers and Supervisors Performance reviews are like compasses They give your exact position and provide direction Office of Human

More information

Employability Skills Summary

Employability Skills Summary s Summary Monday, 22 November 2010 10:55 AM Version 1.2 s Summary Page 2 Table of Contents BSB10107 Certificate I in Business... 3 BSB20107 Certificate II in Business... 4 BSB30107 Certificate III in Business...

More information

Group Manager Line management of a local team of 5-7 fte staff

Group Manager Line management of a local team of 5-7 fte staff Practice Manager Children s Social Care Role Profile: Practice Manager Grade: Grade 12 Accountable to: Accountable for: Role Context & Purpose Group Manager Line management of a local team of 5-7 fte staff

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

Role Context & Purpose

Role Context & Purpose Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information

JOB DESCRIPTION. Chief Nurse

JOB DESCRIPTION. Chief Nurse JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of

More information

Social Media and Digital Marketing (England)

Social Media and Digital Marketing (England) Social Media and Digital Marketing (England) Latest framework version? Please use this link to see if this is the latest issued version of this framework: afo.sscalliance.org/frameworkslibrary/index.cfm?id=fr01743

More information

Staff Development and Performance Management Policy & Procedure

Staff Development and Performance Management Policy & Procedure 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

More information

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being Child Care Occupational Standard MQF Level 5 CDC 501 Establish and develop working relationships CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

More information

As part of our VC2020 Lectureship programme, we are looking for an outstanding new Lecturer in Information Systems.

As part of our VC2020 Lectureship programme, we are looking for an outstanding new Lecturer in Information Systems. FACULTY OF TECNOLOGY School Of Computer Science & Informatics Lecturer (VC2020) in Information Systems Full Time, Permanent Grade F: Salary Range 32,277-35,256 As part of our VC2020 Lectureship programme,

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: EMBA EXTERNAL RELATIONS MANAGER EMBA EXECUTIVE DIRECTOR Background The Executive MBA (EMBA) is a major teaching programme of Cambridge

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Policy The success of the University is dependent on its most important resource, its staff. It is therefore vital that all employees are encouraged to work to the best

More information

Project Leader Job Profile

Project Leader Job Profile Project Leader Job Profile (This role requires an enhanced DBS disclosure with barred list checks) The purpose of this role is to: You will provide leadership and day to day supervision within specific

More information

Information Sheet 9: Supervising your Staff

Information Sheet 9: Supervising your Staff Shaw Trust Direct Payments Support Services Information Sheet 9: Supervising your Staff Sheet Outline: Conducting an Appraisal interview Discipline and Grievances Outcome: To increase awareness of the

More information

River Clyde Homes: Officer Service Desk Analyst

River Clyde Homes: Officer Service Desk Analyst Job Role: Officer Service Desk Analyst Directorate: Business Support Role reports to: ICT Manager Roles Reporting to this role: N/A Total number of team members within team: 5 Grade: River Clyde Homes

More information

PERFORMANCE DEVELOPMENT PROGRAM

PERFORMANCE DEVELOPMENT PROGRAM PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator

More information

JOB DESCRIPTION. Job Title: Pre-registration Pharmacist. Band: 5. Hours: 37.5 hours per week. Responsible to:

JOB DESCRIPTION. Job Title: Pre-registration Pharmacist. Band: 5. Hours: 37.5 hours per week. Responsible to: JOB DESCRIPTION Job Title: Pre-registration Pharmacist Band: 5 Hours: Responsible to: Accountable to: Professionally Accountable to: 37.5 hours per week Principal Pharmacist: Clinical Governance & Risk

More information

Tendering to Public Sector Organisations

Tendering to Public Sector Organisations Tendering to Public Sector Organisations Introduction Authorities have to meet contract regulations and must ensure they provide equal opportunity and achieve the best value for money. Other factors include

More information

Performance objectives

Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants. They also outline the values

More information

General Guidance on the National Standards for Safer Better Healthcare

General Guidance on the National Standards for Safer Better Healthcare General Guidance on the National Standards for Safer Better Healthcare September 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous

More information

The post is based at Headquarters. Flexible working hours are required to meet the needs of the business.

The post is based at Headquarters. Flexible working hours are required to meet the needs of the business. Facilities Service Desk Assistant Role Profile Grade: Scale 3 Reports to: Facilities Service Desk Administrator Role Code: 4 08 13 Location: Essex Police Headquarters Responsible for: No Staff Supervisory

More information

Performance Management in the Scottish Government Main bargaining unit

Performance Management in the Scottish Government Main bargaining unit Performance Management Performance Management in the Scottish Government Main bargaining unit Performance Management is a process which brings together many of the elements which go to make up the successful

More information

Performance Evaluation. August 20, 2013

Performance Evaluation. August 20, 2013 Performance Evaluation Discussion Points for University Support Staff August 20, 2013 Performance Evaluations method to assess job performance. A PSU system would include the following: 1. University Support

More information

Our promise to you. Court Users Charter

Our promise to you. Court Users Charter Our promise to you Court Users Charter April 2015 Introduction Our Court Users Charter sets out our standards of service and our commitments to you. We recognise that attending court is an unfamiliar experience

More information

Performance Review (Non-Exempt Employees)

Performance Review (Non-Exempt Employees) Performance Review (Non-Exempt Employees) Name: Department: Campus ID Number: Title: Review Period: - Job Description Review: I. Essential Job Requirements: (Consider employee s knowledge of duties, responsibilities

More information

NOS. Supply Chain Management Occupational Standards

NOS. Supply Chain Management Occupational Standards NOS National Supply Chain Management Occupational Standards Contents Unit Supply Chain Management National Occupational Standards - Technical T1 Maintain operational relationships within the supply chain

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Faculty Performance Appraisal System Akamai University

Faculty Performance Appraisal System Akamai University Faculty Performance Appraisal System Akamai University A. University Position Statement Akamai faculty supervisors and the administration conduct periodic performance appraisals of all members of the faculty

More information

North East Ambulance Service NHS Foundation Trust. Job Description

North East Ambulance Service NHS Foundation Trust. Job Description North East Ambulance Service NHS Foundation Trust Job Description Job Title Patient Experience Clerk A4C Band 3 Accountability Complaints Manager Directorate Clinical Care and Patient Safety Date September

More information

TOR. Developing Database System for the NGOs Directorate. National Consultant. 180 days (over a period of 6 months)

TOR. Developing Database System for the NGOs Directorate. National Consultant. 180 days (over a period of 6 months) TOR Developing Database System for the NGOs Directorate National Consultant Period of assignment/services: Duty Station: 180 days (over a period of 6 months) Baghdad Estimated Starting Date: 1 May Contract

More information

Equality & Diversity Strategy

Equality & Diversity Strategy Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,

More information

Lifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy

Lifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy Lifestreams Christian Church (LCC) Child Care Centre Educator/Staff Performance Management Policy Policy Number: /2013 Rationale and Policy Considerations The education and care service understands that

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: SALES AND BUSINESS DEVELOPMENT MANAGERS X2 DIRECTOR OF OPEN PROGRAMMES Background Executive Education is a major activity in Cambridge

More information

Doctor of Clinical Psychology

Doctor of Clinical Psychology Doctor of Clinical Psychology Programme of study for the degree of Doctor of Clinical Psychology 1. The following may be accepted as a candidate for the degree of Doctor of Clinical Psychology: Graduates

More information

Job Description. PAY BAND Circa NHS AFC Pay Bands: Band 2, Points 2-6. Chief Executive Officer. Head of Research, Evaluation & Technology

Job Description. PAY BAND Circa NHS AFC Pay Bands: Band 2, Points 2-6. Chief Executive Officer. Head of Research, Evaluation & Technology Job JOB TITLE Assistant PAY BAND Circa NHS AFC Pay Bands: Band 2, Points 2-6 WORK PROGRAMME BASE RESPONSIBLE/ACCOUNTABLE TO SUMMARY Services Winterley Grange, Sandbach Head of Services To work within the

More information

IQ Level 3 NVQ Diploma in Management (QCF) Specification

IQ Level 3 NVQ Diploma in Management (QCF) Specification IQ Level 3 NVQ Diploma in Management (QCF) Specification Regulation No: 600/6699/4 Page 1 of 94 IQB/0.2/115 Version 1.0 10/10/2012 Author CZ Contents Page Introduction... 4 About this Qualification (Description,

More information

Clinical Specialty Midwife/Nurse (CSM/N) Quality & Risk Women s Health

Clinical Specialty Midwife/Nurse (CSM/N) Quality & Risk Women s Health POSITION DESCRIPTION Clinical Specialty Midwife/Nurse (CSM/N) Quality & Risk Women s Health Date Produced/Reviewed: November 2012 Position Holder's Name : Position Holder's Signature :... Manager / Supervisor's

More information

POLICY STATEMENT AND REGULATIONS

POLICY STATEMENT AND REGULATIONS POLICY STATEMENT AND REGULATIONS Number 100.16 EXEMPT STAFF PERFORMANCE APPRAISAL POLICY POLICY: All exempt District staff shall have their performance reviewed 1) twice during any probationary period

More information

SECTION I GENERAL JOB RESPONSIBILITIES

SECTION I GENERAL JOB RESPONSIBILITIES NIPISSING UNIVERSITY ADMINISTRATIVE EMPLOYEE EVALUATION The purpose of this employee evaluation is to assess performance/skill levels, improve communication and pin-point strengths and weaknesses identified

More information

National Qualifications Framework for Higher Education in Thailand IMPLEMENTATION HANDBOOK

National Qualifications Framework for Higher Education in Thailand IMPLEMENTATION HANDBOOK National Qualifications Framework for Higher Education in Thailand IMPLEMENTATION HANDBOOK November 2006 National Qualifications Framework for Higher Education in Thailand Implementation Handbook Table

More information

Standards of conduct, ethics and performance. July 2012

Standards of conduct, ethics and performance. July 2012 Standards of conduct, ethics and performance July 2012 Reprinted July 2012. The content of this booklet remains the same as the previous September 2010 edition. The General Pharmaceutical Council is the

More information

JOB DESCRIPTION. Specialist Community Practitioner School Nurse (Child and Family Health)

JOB DESCRIPTION. Specialist Community Practitioner School Nurse (Child and Family Health) JOB DESCRIPTION Title: Specialist Community Practitioner School Nurse (Child and Family Health) Band: Band 6 Location/Base: Designated Locality within the Trust Directorate/Dept.: Children s Provider Services

More information

JOB DESCRIPTION TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIBRARY INFORMATION SERVICE THAT SUPPORTS OUTSTANDING LEARNING AND TEACHING

JOB DESCRIPTION TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIBRARY INFORMATION SERVICE THAT SUPPORTS OUTSTANDING LEARNING AND TEACHING JO DESCRIPTION POST TITLE: POST REF: REPORTS TO: LEARNING RESOURCES ASSISTANT LRCA3 COMPUTER SERVICES OFFICER DATE: JANUARY 2015 JO PURPOSE: TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIRARY INFORMATION

More information

Direct Marketing Officer Recruitment Pack

Direct Marketing Officer Recruitment Pack Direct Marketing Officer Recruitment Pack About Us CBM UK CBM is the largest charity dedicated to disability work in the world s poorest countries, supporting around 30 million people globally each year.

More information

JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6

JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6 JOB DESCRIPTION SYSTEMS DEVELOPMENT OFFICER - Grade 6 Title: Contract type: Systems Development Officer Fixed Term 12 Months Grade: Grade 6 Location: Reporting to: Carmarthen or Lampeter Campus Information

More information

JOB DESCRIPTION. To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk.

JOB DESCRIPTION. To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk. Job Title: Service Desk Analyst JOB DESCRIPTION Job Holder: Date: Overview of role To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk.

More information

Managing poor performance policy and procedure

Managing poor performance policy and procedure Managing poor performance policy and procedure Final Draft - 1-27 October 2006 1 Introduction At the Information Commissioner s Office (ICO), we expect all employees to achieve a satisfactory level of

More information

Job Description. Chief Executive Officer. Head of Research, Evaluation & Technology. Business Support Officer

Job Description. Chief Executive Officer. Head of Research, Evaluation & Technology. Business Support Officer Job JOB TITLE PAY BAND Circa Hays Matrix, 17,769-21,003 WORK PROGRAMME BASE RESPONSIBLE/ACCOUNTABLE TO SUMMARY Services Winterley Grange, Sandbach Head of Services To work within the Services Team (BST),

More information

Human Resources Policy No. HR06

Human Resources Policy No. HR06 Human Resources Policy No. HR06 Maintaining High Standards of Performance Additionally refer to: HR10 Employee Appraisal/Development Review HR44 Knowledge and Skills Framework HR36 Disciplinary Procedure

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

Working in Groups BJECTIVES ONTENTS. By using this section you will be able to: Form effective groups. Devise action plans for group activity

Working in Groups BJECTIVES ONTENTS. By using this section you will be able to: Form effective groups. Devise action plans for group activity Working in Groups By using this section you will be able to: Form effective groups O BJECTIVES Devise action plans for group activity Set ground rules for group activity Delegate effectively Provide constructive

More information

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management Policy Name: Status: Staff Performance Management Policy and Framework Current Policy Number: 4 Version Number: 3 File reference: Compliance Level: Applies to: Category: Summary Related Policies: ADM/3132P02

More information

Queensmill School Occupational Therapy Service Job Description

Queensmill School Occupational Therapy Service Job Description Queensmill School Job Description and Person Specification Queensmill School Occupational Therapy Service Job Description Job Title: Grade: Base: Hours: Pay: Responsible to: Occupational Therapist Band

More information

Training trainee solicitors Guidelines on performance review and appraisals

Training trainee solicitors Guidelines on performance review and appraisals Training trainee solicitors Guidelines on performance review and appraisals Education and Training Unit Version 1 29/07/05 Page 1 of 7 www.sra.org.uk For alternative formats email, info.services@sra.org.uk

More information

Part Time Psychology Lecturer. 17.58-23.03 per hour. 33.5 hours per week. Sixth Form Centre. Cheltenham. Head of Sixth Form

Part Time Psychology Lecturer. 17.58-23.03 per hour. 33.5 hours per week. Sixth Form Centre. Cheltenham. Head of Sixth Form Post number: P017 Closing date: 10:00pm on Sunday 11 October 2015 Interview Date: Wednesday 21 October 2015 We are committed to ensuring all individuals are valued and work in a safe environment, promoting

More information

Employee Performance Management Policy

Employee Performance Management Policy Employee Performance Management Policy Contents 1. Policy Statement... 2 2. Scope... 2 3. Roles and Responsibilities... 3 4. Competency Based Performance Management... 4 5. Corporate and Service Priorities

More information

Town of Sunapee Supervisory Performance Evaluation. Employee Last First Middle. Probationary progress Conclusion of probation

Town of Sunapee Supervisory Performance Evaluation. Employee Last First Middle. Probationary progress Conclusion of probation Town of Sunapee Supervisory Performance Evaluation Date of Evaluation Evaluation Period: From to Employee Department Last First Middle Job Title Anniversary (hire) date Date of appt. to current position

More information

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG

More information

Performance Appraisal Scheme. Guidance

Performance Appraisal Scheme. Guidance Performance Appraisal Scheme Guidance TABLE OF CONTENTS INTRODUCTION... 2 BACKGROUND... 3 What is a performance appraisal?... 3 What does the performance appraisal scheme set out to achieve?... 3 What

More information

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: BUSINESS DEVELOPMENT & PROGRAMME MANAGER FOR THE MASTERS OF STUDIES IN SOCIAL INNOVATION HEAD OF EDUCATIONAL & TEACHING SUPPORT

More information

Job Description Job Title: Customer Services Team Prepared by: Mike Brean

Job Description Job Title: Customer Services Team Prepared by: Mike Brean Job Description Job Title: Team Prepared by: Mike Brean Leader Business Unit: Date: 27 March 2009 Purpose of the job: Responsible for the day to day management of a team of customer service officers within

More information

Guidelines on best practice in recruitment and selection

Guidelines on best practice in recruitment and selection Guidelines on best practice in recruitment and selection These guidelines are primarily designed to assist you in implementing effective and fair recruitment and selection processes, which will contribute

More information

InProc Quality Management System

InProc Quality Management System InProc Quality Management System Contents 1. Policy Statement 2. Introduction 3. Working with our clients and programme participants 4. Reviewing and feedback 5. Relationship Management File 6. Project

More information

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review

More information

Job description HR Advisor

Job description HR Advisor Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: PROGRAMME (PROJECT) MANAGERS X2 SENIOR PROGRAMME MANAGER (TEAM LEADER) Background Executive Education is a major activity in Cambridge

More information