The Bexley Performance Management Scheme HR Service January 2014

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "The Bexley Performance Management Scheme HR Service January 2014"

Transcription

1 The Bexley Performance Management Scheme HR Service January 2014

2 LONDON BOROUGH OF BEXLEY THE BEXLEY PERFORMANCE MANAGEMENT SCHEME 1. The Benefits of the Performance Management Scheme London Borough of Bexley operates a performance management scheme to ensure that all individuals understand how their work contributes to achieving organisational objectives and plans. It ensures that individuals are clear about their specific goals/objectives and how their performance will be measured. It also decides how individuals should be rewarded for their achievements, taking into account the financial and other circumstances of the Council. The scheme: Ensures each individual knows what is expected of them in their role through effective objective setting and being clear about how their performance will be measured, including how well they have met the High Performance Indicators (HPI s) relevant to their role. Determines whether individuals meet the criteria to receive a bonus or increment in recognition of their achievements during the year Reviews individuals performance on a regular basis. Identifies what support and development the individual needs to ensure success. Provides a formal mechanism for two way feedback between the individual and their line manager. Our performance management scheme is vital to drive high performance and its focus is on creating arrangements for line managers and individuals to improve the way they deliver their services. These arrangements are also used to determine any financial rewards for excellent performance. 2. The Process to be followed Regular 1:1 performance review meetings or supervision between the line manager and their members of staff are at the heart of the scheme. The outcomes of these meetings result in shared understanding of progress, identification of achievements and any gaps, with action planning to ensure progress going forward, and a review of objectives. The information gathered and recorded at these meetings feeds into an annual assessment of performance and is evidence to support the final performance ratings. The appraisal year and our performance planning process is based on the financial year. Appendix 1 summarises the details of the timeline. The following are the key steps. Step 1 Service Planning Bexley s Business Process is the Council s approach to business planning. This process starts in October when Directors and Deputy Directors work with members to identify council wide priorities. This process is aligned to the financial planning timetable and the priorities are translated into objectives and actions between January and March when senior managers and their teams develop service and team plans. Step 2 Initial Discussion Following completion of these plans each employee has a 1:1 discussion with their line manager during April/May. These discussions are designed to ensure:

3 a) Agreement of the objectives for the forthcoming year This aspect of the discussion focuses on the future role of the individual, their goals/objectives, the measures that will be used including relevant high performance indicators. The London Borough of Bexley s Performance Assessment Framework uses high performance indicators to describe the expectations for each role. These indicators express the ways of working that link to high productivity. Each role is aligned to a job family to ensure consistency of expectation across the organisation. There are different levels of expectation across all the job families. During the objective setting process managers should choose the 3 or 4 that are most important as a measure whilst recognising that all should be met. Details of the high performance indicators are included at Appendix 2. The setting of objectives at the start of the appraisal year provides an agreed and accepted basis for reviewing and discussing performance results. They reduce misunderstandings between the manager and the employee about what performance results are expected. They specify each employee s role in accomplishing things that are important for the team, department and the Council. In addition, they help the employee to self-monitor progress by providing clear performance targets. Guidance to help in defining objectives is set out in Appendix 3. b) Agreement of the support required to ensure that the objectives are met This element of the discussion will focus on any personal development, support from the line manager or other team members, or any issues that need to be addressed to ensure success. This is also an opportunity to consider what may prevent the successful delivery of the goal/objective and for the individual and the line manager to plan how to mitigate any risks. It is likely that this will include: Personal development related to a particular objective or HPI requirement Agreeing the frequency of progress reviews regular meetings between individuals and their managers to discuss progress should be taking place and these will inform the final appraisal discussion. Opportunities to work with other colleagues to develop knowledge or confidence in undertaking new duties or ways of working. Aspects of the working relationship between the individual and their line manager Aspects of the working arrangements across the wider team. Relationships with other teams. Any development that is agreed must be realistic and affordable, with clear timescales and an agreed approach as to how development needs will be achieved. It should also take into account any local priorities for development. c) A review and assessment of performance from the previous year This review is likely to be conducted in the same meeting and is further described later in this process. d) Recording the discussion The scheme requires only 2 forms to be completed. Form 1 (Appendix 4) is the suggested format for the recording of the key objectives, plus agreed measurements including the HPI s required and what needs to be in place to ensure success. The following parts should be completed at the initial discussion:

4 1. Goal/Objective: Briefly describe each goal/objective and when it should be met or accomplished. 2. Measurement: How will the goal/objective be evaluated? How will impact be assessed? What are the relevant HPI s and professional/technical capabilities required. 3. Ensuring Success: What support, development, monitoring, planning needs to take place to ensure the successful delivery of the outcomes. Step 3 Reviewing progress during the appraisal year Regular 1:1 meetings should be scheduled well in advance, and at least every three months, with a formal record of progress in June/July, September/October and December/January. The timescale and frequency of the 1:1 s should reflect the needs of the individual, nature of objectives agreed and the likelihood and impact of any risks associated with the delivery of the objective. The meetings should be a balance between reviewing progress against the tasks and also exploring any issues that may affect future success. This is the individual s opportunity to formally record progress against the goals/objectives and the measures agreed at the initial discussion. It is also the opportunity for both parties to review any issues that may affect the successful delivery of the objectives and take action to get back on track. It is an opportunity to note good performance and to address shortfalls in performance. Form 1 in Appendix 4 provides space to record the achievements and any areas of development: 4. Achievements: Record here the progress to date against each of the objectives including details of the measurements and demonstration of the High Performance Indicators. (This will be completed on an ongoing basis by the employee for discussion at the regular 1:1 meetings) 5. Areas for Development: Record here any gaps in expectations related to the goal/objective or measurement plus plans for addressing the gaps. These can then be the focus of the next review meeting. Step 4 Review and assessment of performance at the end of the appraisal year a) A review and assessment of performance from the previous year. The end of the performance management year brings us back to the beginning of the planning process for individuals. A review of the performance records completed during the year at regular 1:1 s will enable an informed assessment of performance b) Recording the outcome of the discussion Form 1 provides a means of recording a summary of the discussion and this should be completed at the end of the discussion, taking account of the exchange of views. Both the individual and their line manager should then sign the form as a record of the discussion. c) Considering whether Performance Related pay should be awarded The discussions between managers will provide an assessment against objectives. Form 2 provides a mechanism to record the assessment of performance. In considering whether an increment or bonus should be awarded, line managers will consider to what extent they believe the individual has satisfied the criteria set out in the table below.

5 The table is designed to assist managers in determining whether PrP should be recommended for individuals. Managers will need to consider not just whether key objectives have been achieved but the manner of how they have been achieved. Performance will be assessed against all areas of job accountability, even if not specifically referred to in the key objectives and against the HPIs or professional/technical capabilities (e.g. management of the budget, equalities, staff development etc) required for roles at that level. The benchmark against which performance is judged must recognise the Council s need to balance affordability with the priority that the Council gives to delivering excellent services to residents. Awards should only be recommended when clear and consistent evidence can be produced to justify a Performance Rating of 1 or a Bonus. The performance ratings are described below: Performance Ratings 1 Excellent Overall performance materially exceeds requirements. The employee s performance and associated behaviours provide an excellent model for others. 2 Fully Proficient Overall performance consistently fulfils requirements. The employee is proficient in achieving not only their objectives but also the expected behaviours as defined in the High Performance Indicators. 3 Performance below the required standard Performance falls below requirements either overall or in one or more respect. Improvement is required. Increment X X Performance below the required standard: If performance is assessed as being below the required standard then the individual and line manager must be clear about how performance fell short of what was anticipated and record this. This might include not meeting accountabilities, or not satisfying the way of working set out in the HPI s. Any line manager who considers that performance is falling below the required standard should at the earliest stage possible make sure that the requirements are clearly defined and understood by their member of staff, that sufficient time is given to master new objectives and that appropriate development and support is provided. If these steps have been taken, then it is appropriate to consider if formal capability procedures should apply. Bonus Payments A bonus payment of 5% of the grade rate may be awarded where overall performance fulfils job requirements and, in addition, the employee has demonstrated exceptional performance for the benefit of the Council or its residents in the appraisal year. Recommendations for performance related pay awards should not be disclosed to individuals until the review process described below has been fully completed. The manager is then required to complete Form 2 (Appendix 4) and forward to the grandparent for their consideration. The effective date for the payment of PrP, where it is awarded, is 1 st August. Transitional arrangements will apply as the scheme is introduced.

6 Step 5 Review by the Grandparent The grandparent is the line manager of the individual s manager. The main role of the grandparent is to ensure consistency and fairness in objective setting, assessment of performance and in recommendations for the award of increments or bonuses. Step 6 Review of recommendations All PrP recommendations will be reviewed by the relevant Deputy Director, by management teams and Management Board as considered appropriate by the Chief Executive. The review will consider whether awards are appropriate and justifiable and reflect a proper application of the scheme in all the circumstances. The review will also seek to ensure that recommendations re fair and equitable across all individuals and service areas. 3. Guidance on the Scheme Guidance on the scheme is available through the Senior HR Advisors or the OD Service. Notes on how to get the best out of performance management conversations are in Appendix The Appeals Procedure The Appeals Procedure is set out at Appendix Eligibility for inclusion in the scheme Individuals will be managed using the performance management scheme immediately they commence employment in post. Performance management meetings during the probationary period take place after 4 weeks, 3 months and 5 months to provide support, guidance and monitoring during the first 6 months of employment with Bexley. After this time, the normal performance management timetable is used. The key goals/objectives and measures including the required HPIs set shall be those normally agreed for a full 12 month assessment period and will necessarily mean that opportunities to earn PrP (Performance Related Pay) in the first appraisal year cycle will be less than if a full year has been worked. 6. Arrangements for members of the Management Board Members of Management Board are appraised by the Chief Executive whose recommendations are considered by a Member Panel appointed for the purpose of determining any awards. Appeals against that Panel s decision are to the Member Employee Appeals Panel.

7 December/January 3rd Review Meeting Record progress against targets, measures and objectives January - March Service Plan agreed following team input Performance Management March Timeline Final Review Meeting Record progress against targets, measures and objectives April - May Performance Management Scheme Discussion Assessment of the previous year using performance data collected at regular 1:1 and setting objectives for the future year. Agreement of objectives, outcomes, measures, obstacles and support Appendix 1 September/October 2 nd Review Meeting Record progress against targets, measures and objectives Performance improvement plan put in place if performance is judged to be below standard May August Payments to individuals from 1 st August Decision relating to evidence of exceptional performance recorded and passed to grandparent for PrP processes July Deadline for TOPS Payroll to receive PrP information Individuals informed of PrP awards June/July 1 st Review Meeting Record progress against targets, measures and objectives

8 Appendix 2 Performance Assessment Framework High Performance Indicators Level A Level B Level C Level D Level 0 Change & Innovation Willingness and ability to challenge status quo and take an innovative approach I welcome change I am willing to implement new ways of working I respond flexibly to changing demands I am open to new information and ideas I am willing to question existing practice I create new and innovative practices to meet the needs of the team and customers I present change positively to others I anticipate and take action in the short term to create opportunities or avoid a crisis I actively seek new ideas and opportunities to challenge the status quo, I generate solutions to improve performance I help others to adapt to and implement change I borrow good ideas from other organisations and adjust them to my customer or service area I design change to meet organisational needs I adapt strategy to meet changing demands I use networks to develop ideas for future direction / strategy I engage and enthuse others in new ways of working I ignore/ resist change I am unwilling to try anything new I am unable to adapt my plans when faced with unexpected circumstances Communication & Influencing Engaging, persuading and enthusing others, using their understanding of individuals or the context, to deliver results for Bexley I communicate clearly and concisely I take account of different peoples needs regarding communication channels and use the most appropriate I listen to others and ask questions to ensure I understand their views I acknowledge other peoples viewpoints I demonstrate well reasoned arguments I present facts and ideas clearly I collate and interpret detailed information I adapt my style to the audience and their needs I formulate proposals and make recommendations based on research I convey excitement and enthusiasm I use a range of influencing techniques, sometimes using more than one to work towards my goal I prepare and present information anticipating questions and problems I convey complex information to a varied audience I emphasise risks / benefits I actively build strategic relationships or networks to be able to influence over the longer term I present organisational strategy and goals to internal / external audiences I am unable to vary my communication style I am unwilling to listen to others opinions I fail to question people if I do not understand their views I am often misunderstood

9 Achievement, Drive & Ownership Proactively takes responsibility for achieving objectives, personal development needs and continuous improvements. Tenacity and drive to achieve results I work hard and show persistence to achieve goals I draw on my own energy and resources to stay active and motivated I take personal responsibility for meeting established work and personal development objectives I recognise where I need support and seek out help / advice where needed I ask others for feedback I take personal responsibility for dealing with issues or problems I measure and track my performance against identified goals I take opportunities to develop myself I show persistence in overcoming obstacles I balance competing demands on my time I continuously ask how could I make this better? to ensure I adapt and make improvements I actively seek opportunities to develop myself I set myself stretching targets I look ahead and identify potential problems and take actions to manage them I make decisions based on an understanding of risks and benefits I balance competing demands on personal and organisational resources to get things done effectively I anticipate new skills and knowledge required to meet future organisational needs, and take action to develop them in myself I fail to achieve my goals If faced with a problem I do not take steps to resolve it or ask for assistance I fail to listen and give consideration to feedback about myself I fail to review progress against goals Customer Orientation Ensuring the customer is at the heart of what they do. Providing excellent customer services through identification, understanding and prioritisation of internal and external customer needs.. I put customers first I recognise and respect diversity issues I identify and develop effective ways of working with internal & external customers I see issues from the customer perspective I treat customers as individuals, all with different needs I am responsive to customers, and follow through on queries or complaints I monitor customer feedback and level of satisfaction with the service they receive I make myself available to customers, ensuring they know how to contact me I take responsibility for correcting customer concerns promptly, without judging others I offer ideas to enhance the development of customer centred services / solutions I seek to build and maintain positive relationships with customers I actively consult with and involve customers on an ongoing basis to establish service priorities, develop the service or pre-empt customer needs I think up and implement new ways to engage with hard to reach groups I radically re-shape services in line with customer needs to deliver significant and clearly specified improvements I implement ways to empower customers through up-to-date information and guidelines to enable them to make informed decisions I treat all customers in the same way I do not view situations from a customers perspective I fail to follow up customer queries or complaints I have pre-conceived ideas and opinions about customers

10 Partnership Building The ability to work together with other colleagues, Members, internal and external customers and partner organisations to reach common goals. I recognise the different partners involved in my work I work towards a win win solution I show respect for others and value their contributions I build relationships that generate mutual trust and peace of mind I share relevant ideas and information with others I co-operate with others in achieving targets set for the service or organisation I help ensure there is a common understanding of responsibilities / expectations I recognise the right solution, regardless of who initiated it I encourage contributions from others to help reach the best conclusion I work to promote positive working relationships with others I facilitate conflict resolution between others I monitor the progress of formal and informal partnership arrangements I develop services by recognising the needs of both external and internal partners I build an environment which values individual differences I continually build both internal and external partnership relationships to achieve goals and joint problem solve I model and promote a culture of co-operation through partnership and teamwork I work towards achieving my ideas and disregard those of others I will not compromise to come to a solution I fail to recognise or build constructive relationships with partners Leadership Providing the direction, guidance, development and inspiration to others in order to deliver high quality services Contributing to the development of an enabling, performance driven culture I ensure individuals / teams understand their role, objectives and how they fit in with broader organisational goals I keep the team informed about what is happening I explain the reasons for decisions I monitor performance standards, and take action as appropriate I set a clear direction and maintain focus I translate strategies into understandable objectives and action plans I work with individuals to set clear performance objectives I encourage and support team members to solve problems I openly celebrate our achievements within our team and with others I use a range of leadership and management styles to get the best out of people I demonstrate a clear sense of purpose and personal conviction, inspiring confidence in the vision I inspire others to stretch beyond what they thought they could do I encourage action without relying on authority I am willing to take difficult decisions I create and communicate a clear and compelling vision, encouraging enthusiasm and excitement I create a long term strategy taking account of both external and internal environments I lead by example, building a climate of trust and respect I identify the skills and talents required to deliver current and future objectives and take actions to develop them I do not communicate broader organisational goals I fail to link team goals to the bigger picture for team members I keep information to myself I tell people to do things and give no explanation why I fail to gain the buy-in of my team to decisions or changes I use coaching to help others critically and honestly assess their performance, to develop others and to encourage ownership I provide timely feedback I ensure the team supports wider organisational objectives, and take corrective action where appropriate I provide constructive and

11 to others on performance and progress motivational feedback I ensure development needs are met Political Awareness Able to understand the political dimension through recognition and sensitivity to the political agenda and protocols I understand the formal structure and roles of Members and officers I understand and comply with rules, regulations and policies including political protocols and the political agenda My personal actions promote positive images of Bexley I recognise organisational and group norms and customs I apply my understanding of how things are done to deliver services and work effectively with others I deal with Members queries appropriately I reinforce political protocols with others, where appropriate I understand the politics with both a large and a small p in Bexley and partner organisations I work with others to ensure Members queries are dealt with appropriately I am aware of other organisations political agendas and how they relate with Bexley I provide advice and guidance to staff to enable them to work within political protocols I engage with members to understand their issues I deal with Member challenge in a calm and rational manner, providing professional advice appropriately I apply my knowledge of the politics at a local and national level, their interrelationship, and their influence on services and strategies I break rules and procedures I do not follow recognised protocols I do not recognise and / or work within the established political framework Breakthrough Thinking Applies an open mind, creative and evidence based approach to challenge the status quo, creating innovative solutions and strategies to meet Bexley s goals and customer needs I identify potential problems or issues through recognising simple patterns in information, or through cause and effect I make decisions and address issues based on analysis of available information I recognise the importance level of a decision, and ask for additional advice and support when necessary I take a fresh look at situations to identify potential opportunities or issues I conduct research to gain evidence prior to making a decision I make decisions and clear recommendations based on a range of information I probe to find the underlying cause of an issue I look for gaps or inconsistencies in information, and investigate further to clarify the situation I analyse information to determine patterns and trends in information I produce strategies and solutions based on evidence gathers from different sources I ask what if? to develop fresh thinking and innovative approaches determine new solutions to current issues I step back from complex situations to gain a high level understanding of issues I communicate the big picture to others to encourage creative I constantly scan the environment to stay alert to emerging trends and gain an understanding of context and how changes in these might affect the Council. I use information to think proactively about issues that may cause a problem in the future I harness new technologies and/or approaches from other environments to develop radical service propositions for customers I do not see problems coming, or take time to anticipate issues I fail to consider all information when making decisions I fail to seek advice on difficult decisions

12 I integrate risk and contingency into decisions and plans problem solving and a new outlook I encourage risk taking and trying out of new ideas Technical HPI s See relevant standards for your area See relevant standards for your area See relevant standards for your area See relevant standards for your area See relevant standards for your area Using Technology I use relevant technologies to my role I use relevant technology to improve my own work productivity I identify areas of work where technological tools could improve productivity, standards and / or service I keep abreast of new technological developments and identify potential applications I do not use technology to it s best advantage Professional Knowledge I am able, with supervision, to perform specified areas of my own professionalism I am independently able to perform some areas of my own professional specialism I have sufficient knowledge of my own area to guide others I am able to perform all areas of my own professional specialism I keep up to date on developments I have an in-depth knowledge of my own professional specialism I act as a mentor / guide to others I do not perform areas of my own specialism Understanding Regulatory Requirements I have a basic awareness of Bexley policy and procedures I knows where to access further information I understand Bexley policy and procedures, and relevant external regulations I keep abreast of internal requirements and external legislation changes as they relate to work / service, and assess the likely impact I make appropriate changes to policies / procedures and ensures implementation throughout relevant service areas I have no understanding of Bexley policy and procedures

13 Setting meaningful objectives Appendix 3 1. Types of objectives Objectives are used to describe what it is that individuals are required to achieve within their role across a specific period of time. There are a number of ways that these requirements can be expressed and below are some examples of the types of objectives managers could consider. It is important to make the objective meaningful and appropriate for the employee s specific job for the upcoming performance period. Short range objectives can generally be accomplished within appraisal year. Long range objectives might require a full appraisal year or longer to complete and may be split into two or three objectives, or spread over several milestones. Organisational objectives contribute directly to the wider organisation (such as establishing new ways of working within a team or department) Problem-solving objectives can be set to improve performance that has slipped below acceptable levels. Innovation objectives are created to stimulate creativity or new thinking, or take a fresh approach. Personal development objectives are meant to enhance the employee s development and their long-term performance results. 2. Making objectives SMART What ever the type of objective they should be SMART: S Specific: The accountability or goal clear must be clear to both parties so that they know what is expected. M Measurable: This needs to enable both the individual and the line manager to determine whether the activity took place and how well it was done. A Achievable: The accountability or goal must be within the individuals control and can be achieved in a reasonable amount of time. R Relevant: Each accountability or goal should be related directly to the job, departmental objective, organisational outcome or strategic plan T Time Based: Both parties should be able to track progress against specific target dates and timescales 3. Making objectives measurable Performance expectations specify the ways that both parties can measure whether the goals or objectives have been reached and how well activities have been performed. They are the how or how well of the objective. These will include: Quality: How well an activity is performance or to what standard the task is completed. This includes accuracy, appearance of work, usefulness, effectiveness and impact. Quantity: How much or how many of the results are produced or performed. Numbers or percentages may be used to measure quantity. There may be systems in place to ensure quantity standards are accurately tracked and measured. Timeliness: How fast a result is produced or performed. Manner: The way or style in which a task is performed or produced. This should include our HPI s and any professional/technical capabilities required. Method: The polices, procedures and technical considerations that are applied to complete the task. Cost: The effective use of resources including human, organisational and physical resources to complete the task.

14 Appendix 4 London Borough of Bexley Performance Management Scheme Form 1 Name: Job Title: Manager: Department: Review period: Initial discussion date: 1 st Goal/Objective: Measurement: Ensuring Success: Achievements: Areas for Development: Review 1 Review 2 Review 3 Final Review 2 nd Goal/Objective: Measurement: Ensuring Success: Achievements: Areas for Development: Review 1 Review 2 Review 3 Final Review

15 3 rd Goal/Objective: Measurement: Ensuring Success: Achievements: Areas for Development: Review 1 Review 2 Review 3 Final Review 4 th Goal/Objective: Measurement: Ensuring Success: Achievements: Areas for Development: Review 1 Review 2 Review 3 Final Review 5 th Goal/Objective: Measurement: Ensuring Success: Achievements: Areas for Development: Review 1 Review 2 Review 3 Final Review

16 End of year summary - Manager Managers Signature: Date End of year summary Employee Employee Signature: Date

17 Form 2 Assessment of performance Name: Job Title: Manager: Department: Excellent Fully Proficient Performance below the required standard Assessment of performance Overall performance materially exceeds requirements. The employee s performance and associated behaviours provide an excellent model for others. Overall performance consistently fulfils requirements. The employee is proficient in achieving not only their objectives but also the expected behaviours as defined in the High Performance Indicators. Performance falls below requirements either overall or in one or more respect. Improvement is required. Tick as appropriate Recommendation for Reward: PRP Tick if agreed Bonus where overall performance fulfils job requirements and, in addition, the employee has demonstrated exceptional performance for the benefit of the Council or its residents in the appraisal year % Line Managers Signature: Grandparents Signature: Date: Date:

18 Appendix 5 Getting the best out of Performance Management Discussions 1. Preparation for the discussion is the key to success Both parties should prepare in advance of discussion relating to performance if a successful outcome is to be achieved. This should include reflecting on what has gone well, what has not gone as well as anticipated, what factors have affected performance both those within and outside of the individuals control, ideas on how performance can be improved and high performance built on. The manager should: Consider how well the individual has performed since the last meeting. Assessment should be against agreed targets and objectives Think about the feedback to be given at the meeting and the evidence that will be used to support it. Review the factors that have affected performance both those within and outside the individual s control. Consider the points for discussion on the possible actions that can be taken by both parties to develop or improve performance The individual should be encouraged to assess and analyse their own performance as a basis for discussion and action. They should consider the following points: What they have achieved during the review period, with examples and evidence. Any examples of objectives not achieved with explanations. Any aspect of the work in which development is required and how this might be achieved. What level of support and guidance they require from their line managers 2. Getting the best from the discussion A good and constructive performance management discussion is one in which: The individuals do most of the talking. Managers listen actively to what they say. There is scope for reflection and analysis. Performance is analysed not personality. The whole period is reviewed and not just recent or isolated events. Achievement is recognised and reinforced. Ends positively with agreed action plans. A bad discussion: Focuses on a catalogue of failures and omissions. Is controlled by the manager. Ends in disagreement between both parties.

19 This is about exchanging views a frank exchange of views about want has happened, how the individual can improve their performance, the support they need from their managers to achieve this. 3. The role of the manager The role of the line manager during performance management discussion is to ask the right questions, listen actively and provide feedback. Open questions are general rather than specific; they enable people to decide how they should be answered and encourage them to talk freely. Examples include: How do you feel things have been going? How do you see the job developing? How do you feel about that? Tell me, why do you think that happened? Probing questions dig deeper for more specific information on what happened or why. They should support the individual s answer and encourage them to provide more information about their feelings and attitudes and they can also be used to reflect back to the individual and check information. Examples would be: That s very interesting. Tell me more about? To what extent do you think that? Have I got the right impression? Do you mean that? Good listeners: Concentrate on the speakers and are aware of behaviour, body language and nuances that supplement what is being said. Respond quickly when necessary but don t interrupt. Ask relevant questions to clarify meaning. Comment on points to demonstrate understanding but keep them short and do not inhibit the flow of the speaker. Feedback should be based on facts not subjective opinion and should always be backed up with evidence and examples. The aim of feedback should be to promote the understanding of the individual so that they are aware of the impact of their actions and behaviour. It may require some corrective action where the feedback indicates that something has gone wrong. However, where possible feedback should be used positively to reinforce the good and identify opportunities for further positive action. Feedback will work best when the following conditions are met: Feedback is related to actual events, observed behaviours or actions. Feedback is built in to readily available information on the individual s performance and progress. Feedback describes events without judging them. Feedback is accompanied by questions soliciting the individual s opinion why certain things happened. People are encouraged to come to their own conclusions about what happened and why.

20 There is understanding about what things went wrong and emphasis on putting them right for the future. Feedback is about Positive reinforcement emphasising what has been done well and making constructive criticism about what might be improved. 4. Managing performance This is the most important element of the performance management scheme. Both parties need to communicate about performance expectations, to provide feedback to each other and to identify ways to maintain high performance or improve if problems occur. The individual s responsibilities Committing to goal achievement Soliciting performance feedback and coaching at regular 1:1 meetings Communicating openly and regularly with the manager Collecting and sharing performance data at least quarterly Preparing for performance reviews The manager s responsibility Creating conditions that generate motivation Observing and documenting performance at least quarterly Update, revise initial objectives, performance standards and relevant HPI s Providing feedback and coaching through regular 1:1 meetings Coaching for improved performance Providing developmental experiences Reinforcing effective behaviour and progress towards objectives

21 Appeals Procedure Appendix 6 1 Grounds for appeal The appeals procedure is only concerned with matters specific to the individual and which relate to their final assessment. Two grounds of appeal are allowed: (i) (iii) that the content of the relevant documentation does not accurately reflect the year s performance. that the award is inconsistent with the documentation. The appeal must be submitted in writing to the grandparent under the scheme within ten working days of the individual being formally notified of the decision arising from the annual performance management assessment. An appeal may be lodged by the individual or on their behalf by an appropriate trade union. Anyone has the right to be accompanied at the appeal hearing by a fellow worker or trade union representative. 2 Appeal Hearing The appeal will generally be heard by the manager of the grandparent or another manager at an equivalent level to the grandparent. A Human Resources Adviser will also attend the appeal hearing. The manager hearing the appeal will hear the case from the individual or their representative, and the response from management. The manager s decision will be made in writing within five working days of the date of the hearing. The decision reached will be final. The timescales contained within this appeals procedure may be varied by mutual consent, for example where the manager hearing an appeal needs to undertake further investigations that cannot be completed within the timescale prescribed. Details of any extension will be communicated to the individual and (where applicable) their representative. 4 Appeals for members of Management Board Separate appeal arrangements apply for members of Management Board. These are available from Democratic Services.

Conducting an Effective Performance Appraisal

Conducting an Effective Performance Appraisal Conducting an Effective Performance Appraisal In this factsheet What is performance appraisal? Who assesses performance? How to conduct a performance appraisal Appraisal skills What is performance appraisal?

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

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

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

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

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

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

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

Achieve. Performance objectives

Achieve. Performance objectives Achieve 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.

More information

Job description People and Organisational Development Business Partner (Operations)

Job description People and Organisational Development Business Partner (Operations) Job description People and Organisational Development Business Partner (Operations) Main purpose of job The purpose of the People and Organisational Development (POD) directorate is to ensure the Society

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

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

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Performance Management Policy and Procedure 16 March 2006 TABLE OF CONTENTS Page 1 Introduction 3 2 Ongoing performance management

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

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia

Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia Success Through HR Professionals Competencies for HR Roles (AS Employees) Three competencies have been identified

More information

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: 10.16 NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance

More information

LEADERSHIP COMPETENCY FRAMEWORK

LEADERSHIP COMPETENCY FRAMEWORK LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for

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

Employee Performance Management Policy and Procedure

Employee Performance Management Policy and Procedure Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:

More information

Consultation and Engagement Strategy

Consultation and Engagement Strategy Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding

More information

Management and Business Consultancy. National Occupational Standards October 2009

Management and Business Consultancy. National Occupational Standards October 2009 Management and Business Consultancy National Occupational Standards October 2009 Skills CFA 6 Graphite Square, Vauxhall Walk, London SE11 5EE T: 0207 0919620 F: 0207 0917340 Info@skillscfa.org www.skillscfa.org

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

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

Head of Procurement and Contracting Contracts Managers x 8

Head of Procurement and Contracting Contracts Managers x 8 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly

More information

APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1

APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1 APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1 1 The appraisal scheme will be rolled out as follows: Phase 1 (2013/2014): Grades 8-11 Phase 2 (2014/2015): Grades 5-7 Phase 3 (2015/2016): Grades 1-5

More information

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1) Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Communications within the Council A strategy for improvement

Communications within the Council A strategy for improvement Communications within the Council A strategy for improvement Introduction People are the most valuable asset for the Council. It is through its people that Woking Borough Council delivers services and

More information

HEAD OF SALES AND MARKETING

HEAD OF SALES AND MARKETING HEAD OF SALES AND MARKETING Job details Reference number: GO-HOSM-2013 Job Title: Head of Sales and Marketing Supervisor: Managing Director Location: Kenya Job summary Reporting to the Managing Director,

More information

EXAMPLE WORKPLACE COMPETENCIES

EXAMPLE WORKPLACE COMPETENCIES EXAMPLE WORKPLACE COMPETENCIES ADAPTABILITY Changes behavioural style or method of approach when necessary to achieve a goal; adjusts style as appropriate to the needs of the situation. Responds to change

More information

Communicating and influencing

Communicating and influencing HR SLA Page 1 of 9 Communicating and influencing I communicate confidently, professionally, authoritatively and with clarity both verbally and in writing. I use a range of effective communication skills

More information

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT

More information

Gilbane s Leadership Competency Model

Gilbane s Leadership Competency Model Version 5.0 October 2013 These thirteen leadership competencies were developed to identify the specific skills, knowledge, and behaviors expected of high performing leaders at Gilbane now and in the future.

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

Foundation Level Competency Model

Foundation Level Competency Model Change Manager Foundation Level Competency Model The Change Manager Foundation competency model sets an independent industry benchmark for ENTRY LEVEL change management practitioners. This competency model

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

Performance Review Completion Notes

Performance Review Completion Notes 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

More information

Spire Healthcare Clinical Job Descriptions

Spire Healthcare Clinical Job Descriptions Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose To

More information

Performance Management Handbook. City of American Canyon

Performance Management Handbook. City of American Canyon Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core

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

West Dunbartonshire Council s Employee Recognition Framework

West Dunbartonshire Council s Employee Recognition Framework West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition

More information

General Employee Competency Model

General Employee Competency Model General Employee Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills COLLABORATION SKILLS 4. Working Together as a Team 5. Customer

More information

HAY JOB DESCRIPTION TEMPLATE. County Hall. Elected Members. Chief Officer

HAY JOB DESCRIPTION TEMPLATE. County Hall. Elected Members. Chief Officer HAY JOB DESCRIPTION TEMPLATE POSITION TITLE Chief Executive LOCATION County Hall REPORTING TO Elected Members POSITION NUMBER(S) EVALUATED GRADE DIRECTORATE/SECTION/SCHOOL Chief Officer DATE OF EVALUATION

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

Within each specialist area ensure all relevant statutory duties and legislative obligations are met.

Within each specialist area ensure all relevant statutory duties and legislative obligations are met. HAY JOB DESCRIPTION POSITION TITLE LOCATION REPORTING TO Head of Human Resources County Hall, Exeter Chief Executive POSITION NUMBER(S) EVALUATED GRADE DIRECTORATE/SECTION/SCHOOL Corporate Services DATE

More information

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers Contents Page 1 Introduction 2 2 Objectives of the Strategy 2 3 Data Quality Standards 3 4 The National Indicator Set 3 5 Structure of this Strategy 3 5.1 Awareness 4 5.2 Definitions 4 5.3 Recording 4

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

College of Design. Merit Pay Rating System. Merit Rating System

College of Design. Merit Pay Rating System. Merit Rating System College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at

More information

Job description Customer Care Team Leader (Engagement)

Job description Customer Care Team Leader (Engagement) Job description Customer Care Team Leader (Engagement) Main purpose of job The Customer Care Team Leader will manage the day to day running of the internal Customer Care engagement team, ensuring it provides

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

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

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

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Job description. Terms of reference. Date: August 2015. Job title: Vacancy reference: Team/business unit: Base location: Reporting line:

Job description. Terms of reference. Date: August 2015. Job title: Vacancy reference: Team/business unit: Base location: Reporting line: Job description August 2015 Terms of reference Date: August 2015 Job title: Vacancy reference: Team/business unit: Project Team Leader PS15116 Pensions Administration Base location: Reporting line: Responsible

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

PERFORMANCE AND GOALS EVALUATION

PERFORMANCE AND GOALS EVALUATION PERFORMANCE AND GOALS EVALUATION Name: Date: Position: Supervisor: Appraisal: Annual Other Introduction These are the instructions for using the and Goals Evaluation forms. If you should have any questions

More information

SALES AND MARKETING MANAGER

SALES AND MARKETING MANAGER SALES AND MARKETING MANAGER Job details Reference number: TTEA/SMM01/14 Job Title: Sales and Marketing Manager Supervisor: Senior General Manager Fertilizer Department Location: Kenya Job summary Reporting

More information

Personal Development Record. An ICO guide.

Personal Development Record. An ICO guide. PDR guide September 2014 Personal Development Record. An ICO guide. How am I doing? What can we do to improve? What more can I do to develop? Revised May 2015 Introduction The performance of every member

More information

Director of Development and External Affairs (DDEA)

Director of Development and External Affairs (DDEA) JOB DESCRIPTION Post Digital Development Manager Job Family Specialist, Professional and Administrative Grade 6 Role code DDM001 Status Full-time Contract Type Permanent Reporting to Director of Development

More information

GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE. Responsible to: Performance Manager

GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE. Responsible to: Performance Manager JOB TITLE GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE Responsible to: Performance Manager Key Drivers (applicable to all jobs): Customer Care Equal Opportunities Best Value Financial Management Resident

More information

Executive Summary of the Organisational Development Resource Document for Local Government

Executive Summary of the Organisational Development Resource Document for Local Government Executive Summary of the Organisational Development Resource Document for Local Government Transforming your Authority Creating Real and Lasting Change Executive Summary Transforming your Authority, creating

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

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

Supervisor s Guide to Performance Evaluation

Supervisor s Guide to Performance Evaluation Supervisor s Guide to Performance Evaluation City of Newport News https://pedi.nngov.com Performance Evaluation Review Team h t t p s : / / p e d i. n n g o v. c o m Page 1 Table of Contents Introduction

More information

Evaluating teaching. 6.1 What is teacher evaluation and why is it important?

Evaluating teaching. 6.1 What is teacher evaluation and why is it important? 6 Evaluating Just as assessment that supports is critical for student, teacher evaluation that focuses on providing accurate evidence of practice and supports improvement is central for teachers. Having

More information

Central bank corporate governance, financial management, and transparency

Central bank corporate governance, financial management, and transparency Central bank corporate governance, financial management, and transparency By Richard Perry, 1 Financial Services Group This article discusses the Reserve Bank of New Zealand s corporate governance, financial

More information

Children, Schools and Families Directorate

Children, Schools and Families Directorate 1. JOB TITLE Job Title: Service Support Officer Reports to: Business & Development Manager Service: Grade: Children, Schools and Families Directorate SP8 2. JOB PURPOSE The Service Support Officer (SSO)

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

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

Job Description. Financial Planning & Analysis Accountant

Job Description. Financial Planning & Analysis Accountant Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide

More information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating

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

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive

More information

Performance Evaluation Senior Leadership

Performance Evaluation Senior Leadership Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

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

Job Description Strategic Projects Team Leader

Job Description Strategic Projects Team Leader Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

Performance Management Rating Scales

Performance Management Rating Scales Performance Management Rating Scales When looking at Performance Management, a 5 point rating scale is the most common. A CIPD report suggests that: 47% of companies use 5 point scale 28% of companies

More information

Continuous Learning & Development

Continuous Learning & Development Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,

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. Terms of reference. November 2015. Date: 2 November 2015. Job title: Vacancy reference: Team/business unit: Base location:

Job description. Terms of reference. November 2015. Date: 2 November 2015. Job title: Vacancy reference: Team/business unit: Base location: Job description November 2015 Terms of reference Date: 2 November 2015 Job title: Vacancy reference: Team/business unit: Senior Pensions Administrator PS15182 Pensions Administration Defined Contribution

More information

AC COMPETENCY FRAMEWORK Revised June 2012

AC COMPETENCY FRAMEWORK Revised June 2012 AC COMPETENCY FRAMEWORK Revised June 2012 Coaching competencies for All Coaches 1. Meeting ethical, legal and professional guidelines 2. Establishing the coaching agreement and outcomes 3. Establishing

More information

Crime Bureau Investigator Role Profile

Crime Bureau Investigator Role Profile Crime Bureau Investigator Role Profile Grade: Scale 3-5 Role Code: W 01 02 Reports to: Crime Bureau Team Leader Location: Communications Division Responsible for: No subordinate staff Special requirements

More information

Behaviourally Based Questions

Behaviourally Based Questions Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

JOB DESCRIPTION. Work Unit: Responsible To: Corporate and Governance Corporate Information Manager

JOB DESCRIPTION. Work Unit: Responsible To: Corporate and Governance Corporate Information Manager JOB DESCRIPTION Job Title: Work Unit: Responsible To: Position Purpose: Pay range: Team Leader Customer Services Corporate and Governance Corporate Information Manager This job exists to: Provide friendly,

More information