Performance Review Completion Notes

Transcription

1 Directorate of Education & Lifelong Learning Performance Review Form Notes Performance Review Completion Notes These completion notes have been prepared to assist line managers to engage in a quality Performance Review discussion. They are not exclusive to managers and will form a good basis for preparation for all employees prior to their performance review meeting. A quality performance review (discussion and writing up) takes time so do remember to set aside a reasonable amount of time for each member of your team. It is good practice to write up the notes from the discussion as soon after the event as possible.

2 *Performance Management Review *Performance Review and Development (*delete as appropriate) Year 20 /20 Employees Name: Job Title: Manager s Name: Service/Unit: Time in Post: Position: (E.g. Team Leader, Head of Service) Complete as appropriate: Does the employee have management/leadership responsibility? Yes (Refer to definition on page 3 of Introduction section) No Leadership/Management Appendix One completed If a manager of people how many staff responsible for Budgetary responsibility? Yes No Amount *Environment responsibility (*Applicable to all staff) This relates to having an awareness of our working environment in terms of recycling where possible (e.g. printer cartridges), not over ordering stationery, turning off electrical equipment when not in use (e.g., computer screens at the end of the day) For teachers, is the teacher in their induction year? Yes No Equal Opportunities statement: This procedure must be applied fairly and consistently to employees irrespective of their race, colour, nationality, ethnic or national origin, religious beliefs, gender, marital status, responsibility for dependants, disability, sexual orientation, transsexuality, age, trade union or political activities, social class, residential location or spent convictions. Part One: Previous Year s Summary Line Management Summary Briefly summarise the performance aspects of line management discussion in the previous 12 months (may be a shorter period if mid-term reviews are conducted). In preparation for the PRD and this part in particular refer back to line management notes picking out a couple of points to start the discussion. Ask open questions to encourage a discussion for example: How have you found the last year; What were you particularly pleased with; What do think could have been better; What have you learnt? 1

3 Acknowledge and reward success for example I was particularly pleased with Your help here means that we. Review of Objectives set at the last Performance Review meeting for period Objective Summary of performance against objective This is where performance against the objectives set for the previous year is explored. For each objective similar questions will be asked. Listen to the responses to enable you to ask specific and probing questions in relation to what is being said. Questions that will help with the discussion on each objective may be: What were you particularly pleased with? How do you feel about the overall result? What do you think could have been done better? What support do think I could have provided? (Responses to this type of question will give you some feedback about your performance as a manager) What other support do you feel could have been offered? In what specific areas could you have improved the results? With hindsight how do now feel about it? What prevented you from I was particularly pleased with Your contribution means that These are examples only and not an exhaustive list. Review Job Description (JD) Job description to be reviewed and updated as necessary for new period. Where the direct line manager is not responsible for the JD review comments should be forwarded to the relevant person after the PRD discussion. An updated copy is to be attached to this form. To review the job description on an annual basis will ensure that you and your employee have a good understanding of the role as an individual and within the team. Grading issues are not part of the PRD process (although it may highlight issues) and should be dealt with separately. 2

4 Part Two: New Review Year Review Preparation The following lists areas of importance that staff at different levels throughout the Directorate will need to have varying levels of awareness/understanding/knowledge. (For example a senior manager may need an in depth understanding of the Community Plan whereas a junior member of staff may need an awareness). Each area will need to be reviewed to determine the influence they may have on objectives and what additional actions (e.g. training) are necessary. This may contribute to objectives for the coming year. As you talk through each subject, tick alongside. If you feel you do not have the background knowledge to explain how some of these subjects influence the work of your service or team, take the opportunity to do some research or talk through them with your line manager BEFORE you begin your performance review discussions. Community Plan & Council Plan ( ) Directorate Strategic Plan ( ) Team Objectives/Plan ( ) Making the Difference Assessment ( ) Technical/Professional/Legal developments ( ) Environmental Issues/Policy ( ) Key Objectives for New Review Year Discuss and agree a minimum of 3 and maximum of 6 objectives for the new review year. (Where agreement is not reached, the employee may comment under part 5 of this form) Ensure you objectives are written in a way that is: Specific Measurable Achievable Realistic Timely Here is where discussion takes place about the contribution the individual will make towards the team/service objectives and success over the next 12 months, taking into consideration any changes that may be happening. Asking the question where would you like to focus? will help you to have an understanding of personal aspirations and to check whether the employee is not at odds with needs of the team/service. These objectives should demonstrate the individual s contribution to the team/service plan which ultimately links to the broader aims of the Directorate Strategic Plan and Council Plan. Ultimately they are a measure by which you can both judge what a good job looks like. Objectives for year 200_ /200_ & associated training and development needs 1. Objectives should be negotiated with the employee. They should be challenging but not out of reach. A minimum of 3 and maximum of 6 objectives can be considered, one of which may relate to personal development. Objectives will centre on quantitative and qualitative measures and will be the basis on which you will both judge whether a good job has been done or a 3

5 task complete. Qualitative measures can be less clear-cut and more difficult to word than numerical targets but equally as important. For example; A number target of x pieces of work to be cleared on x basis means nothing if all that is done is inaccurate and has to be reworked or the service user suffers poor service as a consequence. 1(a). What support is required to support this objective? Record here what is needed to support the employee in meeting the objective. Some examples - may be training and development need, it may mean taking more responsibility, it may be learning new knowledge through a colleague. Be specific about what the needs are for example IT skills covers a multitude of possibilities what exactly is needed e.g. to be able to develop spreadsheets an Excel Basic course is required. People management covers a huge range of skills; again what exactly is required? If you are not specific then the likelihood is that training/development will not take place, leaving the individual unsupported. Not everyone will have an identified need - this should be recorded here and on the Personal Development Plan. 2. Remember this is living document and can be amended at any time during the year at the request of you as line manager or the jobholder. Objectives may need to be adjusted or rewritten completely to take account of influences and changes within the team or service. Objectives should always be relevant and appropriate. Line management sessions are a proactive way for both of you to actively discuss performance against these objectives throughout the year, discussing issues (strengths and improvements) as they arise. 2(a) 3. 3(a) Part Three - Complete Appendix One as applicable for leaders/managers (see definition of Leader) Page 8 of this document refers 4

6 Part Four Training and Professional Development Consider areas of particular strength and/or talent and comment on how they may be used either within the Team, Division or wider Directorate This part gives you the opportunity to find out about the individual, what their ambitions and aspirations are, how we may (or not) be able to support them. Is there an area of skill or knowledge that is not being utilised at present that could benefit the individual and organisation You may identify training and development needs that have not be raised when discussing objectives under part 2 of this form Complete Appendix Two; Personal Development Plan detailing future training & development needs, a copy of which should be forwarded to the appropriate Training & Development Officer. Part Five Accredited Qualifications & Management Competency Programme Where an employee is being sponsored by the Directorate in gaining an accredited qualification (e.g. any further or higher education course, NVQ etc) or has joined the Corporate Management Competency Programme include a brief summary covering the following headings: progress and estimated completion time; benefits of participation for the individual and the Directorate; how the knowledge and/or skills gained are being used how the knowledge and/or skills gained have improved the employee s performance. This section is appropriate to those employees who are being supported financially or otherwise in gaining an accredited qualification. In supporting an identified training and development need we have a responsibility to monitor progress to ensure that the individual is receiving adequate support and is committed to the completion of the activity. We should be prepared in providing time to consolidate the learning and to discuss how the new skills/knowledge will be integrated into day-to-day work. 5

7 Part Six Employee s Comments: This part does not have to be completed, unless there is a disagreement with objectives. Once the discussion has been written up, this gives the employee an opportunity to comment as they see appropriate about the content of the discussion, the manner in which it was conducted, the style of the discussion and potentially to raise issues about the objectives that have been set. Completion of this section is not mandatory. Employee: Line Manager: (signature). Print name: (signature). Print name: Date: Date of review meeting if required: Monitoring and Evaluation This section exists to give the line manager s line manager an opportunity to consider the quality of PRD. Permission from the jobholder should be obtained beforehand. To assist in monitoring the effectiveness of the performance review procedures it would be helpful if you would agree to your line manager s line manager having sight of the completed review form. I have been asked for permission to allow the 2 nd tier line manager have sight of this completed form. Yes No If you give you permission please sign below. Signature: 2 nd tier line manager: Signature: Job Title: Print name: Date: Where permission is given by the individual for 2 nd tier line managers to have sight of the form, a quality check should be performed. Some of examples of what to look (the list is not exhaustive) for are: 6

8 Overall tone of the PRD Are the objectives SMART? What development opportunities have been identified and why Is there anything you feel has been missed In addition you could ask the jobholder and manager separately what their view of the discussion was and how they felt during the meeting and how they feel now given time to reflect. This will help you to understand if there any development needs for your managers in terms of conducting PRDs and so improving quality and value of the process. 7

9 Performance Review and Development (PRD) - Management Appendix Appendix One Achieving excellence in leadership and management is a critical success factor for Dudley MBC. Leaders and managers are recognised as being role models within the organisation and, when appropriate, externally in the community. They ensure things stay on track and are actively engaged in developing, maintaining and improving performance. One definition of leader is anyone with line management responsibility at any level. It also applies to individuals who take a leadership role on behalf of the organisation with stakeholders. This may include individuals who manage projects or those who take responsibility for promoting and developing specific issues or concepts, e.g. staff development, quality, etc. As part of the PRD process for leaders or managers both parties are required to consider the values (set out below) and behaviours for each value (detailed overleaf). You may use the space provided to record specific examples of good practice, areas for improvement and identified development needs. To assist with development needs, you are advised to refer to the leadership part of the improvement site on the Intranet. Leadership: For each of the headings refer to the definition template to draw together with your leader/manager comments under each of these key areas, noting examples and referring to evidence as appropriate. Where a development need is identified this should be included in the personal development plan. Integrity: Good Stewardship: Democracy: Empowerment: Inclusion: Partnership: Fairness: 8

10 Leadership: Have vision and provide a source of direction and energy to achieve objectives. Set out clearly what needs to be done and to what standard. Share Power and involve others in problem solving and decision-making. Prepare to confront difficult issues that might get in the way of success. Stimulate in others a sense of being valued and part of something, which is exacting and worthwhile. Integrity: Be truthful about what you can and cannot do. Respect confidentiality and the beliefs and values of others. Lead by example. Treat people respectfully. Accept responsibility. Act in an honest and open way. Good Stewardship: Continuously improve and encourage innovation. Look at long-term benefits as well as short-term goals. Effective and efficient use of all resources. Value, develop and care for people. Review and challenge current practices. Democracy: Promote an open culture. Review, develop and act on feedback from employees, the community and service users. Empowerment: Recognise, develop and value the skills and contributions of all others. Promote management support including appropriate resources and personal development. Be accountable for action and inaction. Promote a blame free culture. Promote an environment where people can make decisions in their own work area. Inclusion: Promote and develop team work. Ensure services provided are relevant and accessible to a diverse range of Identify and overcome barriers. service users. Ensure equal opportunities at all times. Know and value people s skills, abilities, motivation and contributions. Partnership: Seek out and manage internal and external partnerships to shape and deliver services. Work to common goals and outcomes. Reconcile conflicts and differences. Fairness: Recognise and acknowledge good performance. Manage under performance. Work to clear ethical standards. Promote and develop teamwork. Take ownership to build and maintain relationships. Share rather than compete. Manage individual differences fairly. Challenge unfair practices and behaviours. Deploy an equitable and consistent approach. 9

11 Personal Development Plan Appendix Two Name: Service/Unit/Team: Job Title: Review Year: 20 /20 Copy the plan to the appropriate Training & Development Officer. Because the PRD is discussion and subsequent written work is confidential between employee and line manager, you should summarise the training and development needs. This information forms the framework for the DELL Training & Development Plan only; a separate formal activity request from the Line Managers is required for identified courses. 1. Training/Development Need (the skill and/or knowledge to be gained): Describe the skill/knowledge that is to be learnt or refreshed. Be specific with what the need is as this information will inform the training plan and influence how budgets may be spent. Include on the job type development here too Suggested activity to meet need: Explain exactly how the need may be satisfied. You may need to seek advice about the options available and the most suitable activity before you can complete this section Support and resources required: This form is for the individual, yourself as well as the Training Team therefore be clear about the support required. Where the development is on the job commit to the resources that will be required 2. Training/Development Need (the skill and/or knowledge to be gained): Include any training/development need that is not directly linked to objectives and may be specifically mentioned in the objectives section but will have an effect on performance. Include identified needs from the leader/manager section and be specific, general statements e.g. people skills, IT skills, management skills are not sufficient. Suggested activity to meet need: Support and resources required: 10