Version No: 2 Target audience All Healthwatch Bury staff and members/champions. 1 Original policy Draft

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1 POLICY Title Annual Performance Appraisal and Personal Development review Purpose and summary of To provide support and supervision for Directors, staff and policy members to undertake their roles and duties Ratified by and when Healthwatch Bury CIC Chair and Board Review date June 2016 Date of Equality Impact May 2014 Assessment Document control Version : 2 Target audience All Healthwatch Bury staff and members/champions Change control Date Author Version Change description/ Reviewer Carol Twist Chair Carol Twist Chair 1 Original policy Draft Document status 2 Approved by members Approved This is an electronic version of the approved version and paper copies are only valid as of the last update. Please refer to the master copy or the document's author if you are in any doubt about the currency of the documents content. 1

2 CONTENTS 1. Introduction Page 3 2. Purpose Page 3 3. Process Page 4 4. Documentation Page 4 5. Duties and responsibilities Page 4 6. Assuring competencies Page 5 7. Related policies Page 5 8. Review Page 5 9. Appendices Page 6 i. Equality Analysis Impact Tool ii. Appraisal documentation 2

3 1. INTRODUCTION Healthwatch Bury is committed in supporting its Directors, staff and members by providing a framework and mechanisms of supervision, personal development, access to appropriate training for their roles and line management supervision. In line with Healthwatch Bury Constitution in the delivery of its day to day business, all Directors, staff and members will: have a clear understanding of their roles and responsibilities and the part they play in their team and in the Company by; Directors having a generic job description with identified individual portfolios, All staff members have a clear job description and person specification, All members that have volunteered to a specific area of interest, have a role description/champion role. 2. PURPOSE The purpose of this document is to ensure that all members have the required level of support and supervision when it is deemed necessary for a particular role they are undertaking. It is to also ensure that all staff members have access to an annual performance appraisal and development review with regular supervision meetings to monitor delivery of objectives by: Promoting performance assessment to improve the capability and capacity of staff; Focus on objective setting to improve individual performance, quality and productivity; Agreeing Personal Development Plans; Embedding the values and behaviours and reinforces professional standards expected by the Company through the appraisal process; Being in accordance of the Constitution. To ensure that the corporate objectives are linked in a meaningful way into the daily delivery of the Directors, staff and members objectives to: Improve service quality and delivery; Deliver new service opportunities; Improve capability and capacity; Fostering innovation. 3

4 3. PROCESS The appraisal process is to provide support and supervision and to demonstrate how the Company values the dedication, skills, education and expertise of all its Director's, Staff and members. This will be delivered as follows: 3.1 The process for members is to: Identify a members interest in a specific area, skill or role; Utilise an existing specific or generic role description; Set objectives against the role description; Identify any training requirements; Agree the type, level and frequency of support/supervision required. This can either be individual or group supervision i.e. Enter & View Champions. 3.2 The process for Directors and staff is that the performance Appraisal and Development review process has four parts: 1. Reviewing the performance of the Director/member of staff based on current agreed objectives and determining their performance level against these objectives. 2. Reviewing development against the present job description and person specification. 3. Setting objectives for the next 12 months. 4. Identifying any development needs of the individual Director/member of staff. To support the above process, it will be agreed between line manager/supervisor and the appraisee the frequency of supervision sessions. 4. DOCUMENTATION All Directors, staff and members engaging in the appraisal process must have an up-todate job description, person specification, and portfolio or role description. Documentation to be used in the annual performance monitoring, personal development plans and regular appraisal supervision sessions are contained within the appendices. 5. DUTIES AND RESPONSIBILITIES The Chair is responsible to ensure that there are clear lines of management/supervision responsibility for Directors, staff and members as follows: The Chair will be line managed by Commissioners/Healthwatch England The Directors will be line managed by the Chair The Chief Officer will be line managed by the Chair. The operational staff will be line managed by the Chief Officer. The Directors and Operational staff will provide support/supervision for members. Directors, staff and members may wish to seek external support, mentoring, coaching or supervision at their own expense. 4

5 5.1 Directors, staff and members have a responsibility to ensure that they prepare for their appraisal and development review and that it takes place. This is achieved by: Agreeing a date for the appraisal meeting; Provide the present job description and person specification against which the objectives are to be set or; prepare a summary of evidence of their performance over the previous 12 months against the agreed set of objectives; Consider their personal development needs that will support them to improve their performance in their role, this includes mandatory and statutory training; Regularly attending supervision and being open to constructive feedback; Undertake any appraisal training for staff to which they are nominated; Being aware of how their individual performance and behaviour affects the performance of the team, Board and Company and being accountable for their own actions. 5.2 The Human Resource support provider will: Provide and Staff/Members Handbook Assist in the development, implementation and review of this policy; Provide expert advice on any issues arising from the implementation of this policy; Advise the Company of any Employment Law issues. 6. ASSURING COMPETENCY FOR TASKS AND TRAINING All staff delivering appraisal management will receive training. 7. RELATED POLICIES Implementation of this policy should be in collaboration of all other Human Resource related policies as applicable. 8. REVIEW This policy will be reviewed in two years, or sooner in light of company, legislative or other changes. 5

6 9. Appendices Appendix 1 : Equality Analysis Impact Tool 1 Does the policy affect one group less or more favourably than another on the basis of: Race Ethnic origins (including gypsies and travellers Nationality Gender Culture Religion or belief Sexual orientation including lesbian, gay and bisexual people Age Disability 2 Is there any evidence that some groups are affected differently? 3 If you have identified potential discrimination, are any exceptions valid, legal and/or justifiable? 4 Is the impact of the policy likely to be negative? Yes/ N/A 5 If so, can the impact be avoided? N/A 6 What alternatives are there to achieving the policy without the impact? 7 Can we reduce the impact by taking different action? N/A N/A Comments If you have identified a potential discriminatory impact of this policy, please refer it to the Chair of the Healthwatch Bury CIC Policy Development Working Group, together with any suggestions as to the action required to avoid/reduce this impact. 6

7 7

8 APPRAISAL DOCUMENTATION PART ONE: Objective setting Taking account of the relevant organisational vision, goals and objectives and the appraisee's likely area of work focus over the next 12 months, personal and work objectives can then be considered. Objectives should be recorded on this appraisal documentation and they should be SMART: Personal information: Specific state what needs to be achieved Measurable could someone else measure that you have achieved it? Aligned is the objective aligned to the needs of the organisation? Realistic does it assist the company in achieving its goals? Time Related make sure it is an achievable date Appraisee's name:... Job position/title... Appraiser's name:... Date:... 8

9 LEAVE ENTITLEMENT TAKEN REMAINING Annual leave Sick leave Compassionate leave Carer's leave Unpaid leave Topic Attendance Time Management Comments Generally an individual should have no more than 5 7 objectives. Objectives Expected outcome/measure of achievement Timescale (by when) Any support/action by manager or others 9

10 PART 2: Personal development plan This should be used to inform discussion on development... It should be updated whenever there has been a change - either when a goal is achieved or modified or where a new need is identified. Fire Annual Statutory & Mandatory Training requirement Date training received Review date First Aid What development needs have I? Explain the need. 1. How will this relate to organisational and/or personal needs? Explain how this may fit in with your personal needs and within those of the organisation How will I address them? Explain how you will take action, and what resources you will need? Date by which I plan to achieve the development goal The date agreed with your appraiser for achieving the development goal Outcome How will your practice change as a result of the development activity? Completed Agreement from your appraiser that the development need has been met 10

11 etc PART 3: Final agreement We agree that the above is an accurate summary of the appraisal discussion and agreed action, and of the agreed personal development plan. Checklist of activities: Activity Yes/no Comments Appraisal completed Job plan objectives have been set/met Demonstration of competencies achieved Developmental needs identified Appraisee:. Appraiser:(Manager/Supervisor).. 11

12 Date: Copies of this document must be signed and sent, in confidence to the Board and Human Resource support. 12

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