Department of Human Resources. Performance Management An introduction

Transcription

1 Department of Human Resources Performance Management An introduction 1

2 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check - A Manager s Self Assessment 2

3 1. What is Performance Management? Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. It is the main vehicle by which managers communicate what is required from employees and give feedback on how well they are achieving job goals (CIPD, 2009). It brings together many of the elements that make up the practice of people management, including in particular learning and development. Performance management establishes shared understanding of what is to be achieved and provides an approach to leading and developing people that will ensure it is achieved; as such it is an essential element of your role and will support your relationship with individuals in your team. Why manage performance? As a manager, you need to adopt performance management practices that will facilitate continuous review and ongoing development of your department/ team in order to deliver departmental/faculty and University objectives. The underlying assumption is that by managing the performance of the individual and team, departmental and organisational performance will follow and by raising individual and team levels of performance, organisational performance will also improve. Equally when performance of individuals is not managed, this can lead to frustration and discontent amongst team members. The department for Business Innovation and Skills recently calculated that disengaged employees cost the UK economy between 59.4 and 64.7 billion. 3

4 Why don t people do what they re supposed to do? Perhaps because they don t know why they should do it they don t know what they re supposed to do they don t know how to do it they think your way will not work they think their way is better they think something else is more important there is no positive consequence to them for doing it they think they are doing it they are rewarded for not doing it there is - or they anticipate a negative consequence for doing it there is no negative consequence to them for unacceptable performance they don t have the resources to do it obstacles beyond their control Performance management is a whole work system that begins when a job is defined as needed and starts from the assumption that most people want to perform well. Performance management is about helping your team to perform well and removing any obstacles to this. Managing your own performance To manage the performance of others, first you need to: Be aware and understand your impact on others Be clear about your priorities Manage your time Understand and manage your own levels of stress/workplace stressors 4

5 2 Key principles Performance management in its broadest sense exists when the following activities are embedded by managers: Recruitment Reward and Recognition Staff Development Communication, regular review and feedback are at the heart of good performance management systems Planning PDR Communication Performance management at MMU Key tools at MMU for managing performance include: Job descriptions, person specifications, competency profile and the recruitment process are utilised to define clear expectations for the role and select staff. Induction and probation are effective. The strategic planning process establishes annual priorities, targets and objectives linked to the university s critical success factors and corporate objectives. This also includes identifying training and development priorities to support achievement of objectives. Departments produce local operational plans and identify annual priorities, objectives and a staff development plan. The PDR process is the key mechanism for communicating performance targets and establishing objectives with individuals, including training and development objectives. Regular 1-1s to review progress and provide feedback on performance and achievements. Staff training and development takes place and opportunities for career progression exist. Staff feel valued and managers recognise and reward individual and team achievements and celebrate successes. 5

6 As a manager, you can also support the creation of a high performance, high commitment culture by ensuring that you have effective 2 way communication systems in place such as regular 1-1s, team meetings and cascade briefings, developing a culture of openness and trust where relationships are based on high levels of mutual respect. And Finally Make it clear that performance matters - As a manager you need to constantly reinforce the message that performance matters, ensure you reward and recognise high performers and achievements and try to avoid rewarding negative behaviours. Help people to perform well - As a manager you need to ensure that you utilise the MMU Planning and PDR process to provide clarity and direction, establish clear performance objectives and set expectations. This needs to be followed up with support, relevant staff development, regular review and constructive feedback. Engage your staff - A critical element of performance management is staff motivation; as a manager your role involves understanding and motivating your team. Motivated people not systems or processes will make the difference. Provide regular praise and recognition, celebrate individual and team achievements. Focus on the positives - catch people doing something well and build on individual strengths and successes. Join up thinking and learning - Continuous improvement is based on learning that comes from reflection and review, avoid running from one crisis to the next and make time for the team to complete the final stage of the plan-do-review cycle. Concentrate on and measure the things that really matter - Involve your staff in deciding what matters, communicate priorities well and allow your staff to take responsibility. Consult with staff on service and performance standards. If all the above good practices are in place, the need to follow a formal performance management process and to apply the University s disciplinary procedure will be minimal. Support and advice is available from the HR Department if you need to apply the formal procedure. and remember... effective communication, regular review and constructive feedback are at the heart of good performance management systems 6

7 Tools and Resources The Development & Training team offer a number of session that support effective performance management The following Management Essentials training courses are relevant: Recruitment & Selection Professional Development Review Training (PDR) Performance Management Sickness Absence Management Handling Disciplinary and Grievance Cases For more information see the University Staff Development Programme or speak to a member of the Development & Training Team HR Policies and guidance are available on the staff website and include: Recruitment & Selection PDR Staff Development Sickness Absence Stress Management Guidelines Discipline and Conduct Employee Engagement Strategy Other Resources Performance Management Pocketbook The Investors in People website/ IiP interactive has a section of resources at the following link: Pages/ManagingPerformance.aspx The CIPD has a range of resources at: 7

8 Performance Health Check Key 3 = Working well? = Unsure/could be improved 8 = Not working well Consideration 3? 8 Recruitment & Selection 1. All team members have up to date job descriptions and I regularly consider what is needed for the role each time we recruit 2. Robust recruitment processes are in place to ensure we get the right candidate for the job 3. Effective induction arrangements ensure new staff are aware of standards & expectations 4. I use the probation process to review progress and performance in the new role 5. Exit interviews are conducted to harness knowledge of the role & reasons for leaving Planning & Direction 1. I translate MMU/Department strategy, mission, vision & values to all team members 2. I ensure all team members understand what the Departments priorities & objectives are 3. I involve staff in identifying objectives and creating annual departmental plans 4. I regularly review team objectives to ensure we are on track and keep the team informed of progress and changes in priorities 5. I share my performance objectives with the team to provide clarity & direction PDR 1. I conduct annual PDR meetings with all team members 2. All team members have up to date challenging but realistic individual objectives (SMART) 3. All team members understand what the team/departmental priorities/objectives are and how their individual objectives contribute 4. I review objectives and outcomes with individuals regularly and whenever there is a change in circumstances 5. I discuss what support individuals may need and agree staff development needs/ objectives Action Needed By when 8

9 Key 3 = Working well? = Unsure/could be improved 8 = Not working well Consideration 3? 8 Staff Development 1. I identify and ensure that staff development priorities are aligned to team/departmental objectives 2. All team members have a personal development plan 3. I talk to team members about their likes/ dislikes, strengths and weaknesses and encourage them to identify their own development needs 4. I help my team to consider their individual learning styles and think creatively about different ways of learning 5. I have regular coaching conversations with individual team members Communication 1. I provide regular opportunities for constructive 2 way dialogue and feedback 2. Team meetings and team briefings take place on a regular basis 3. I have regular 1-1 meetings to review achievements and progress 4. Staff would say that they feel engaged and involved in making appropriate team decisions 5. I keep my team informed of what is happening at MMU Reward & Giving Recognition 1. I regularly review and communicate individual and team achievements 2. I personally ensure that individuals are thanked for their contributions and receive recognition 3. We always celebrate successes (Individual & Team) 4. I ensure staff are aware of MMU reward processes and benefits Action Needed By when And finally. I take appropriate action to resolve poor performance 9