Implementing robust and constructive performance management systems that accurately translate into action planning to raise teaching standards

Transcription

1 Implementing robust and constructive performance management systems that accurately translate into action planning to raise teaching standards Optimus Education Conference November 28 th 2013 Trainer: Joanne Miles

2 Objectives Identify key messages from the new CIF and their implications for performance management Define the features of robust and constructive performance management and share effective practice Evaluate some tips for tackling poor performance or developing strong performance (you choose!)

3 What is performance management? A process which contributes to the effective management of individuals and teams in order to achieve high levels of organizational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved. (Armstrong & Baron, 2004)

4 Key messages from the CIF To be graded outstanding in leadership and management: Leaders and managers take actions that focus relentlessly on improving teaching, learning and assessment, which are likely to be outstanding and at least consistently good. Professional development is underpinned by highly rigorous performance management that encourages, challenges and supports staff to improve(p.59)

5 Performance management in action: process and paperwork Individual:appraisal, individual development plan, observation, feedback forms Team: observation profile, team reviews, reports on data, CER, SAR College: SAR, inspections, strategies and policies

6 Performance management in action: culture creation Conversations in meetings about what good and poor performance is in context Learning walks and feedback Buddying up team members and mentoring them Peer observation and developmental observation Knowledge transfer sessions Coaching conversations

7 Common pitfalls in the FE sector Lack of focus on creating a culture fostering good performance Poor communication of expectations of performance Inconsistent use of processes Lack of follow up of individual action plans Little attention paid to developing strong performers

8 Sharing effective practice How are standards defined for strong and weak performance in your college? How is a positive culture being created, to focus on performance improvement? Two minutes to note down ideas for yourself on effective practice in the areas above

9 Sharing effective practice How are standards defined for strong and weak performance in your college? How is a positive culture being created, to focus on performance improvement? Three minutes to share points with a partner and identify your two strongest points

10 How is performance managed? How are standards defined for strong and weak performance in your college? How is a positive culture being created, to focus on performance improvement? Five minutes to share points with your group to make a concise summary list or mind map on the flip chart of the four strongest points

11 Tips for joined up performance management Make explicit standards for T&L part of the culture: shared with staff in appraisal, team meetings and CPD sessions Link standards to observation process and documents Make performance targets specific and measurable; decide at the outset what the evidence measures will be Train managers in managing performance, integrating HR and Staff Development angles Keep all performance management info on one integrated online system Build follow-up reminders into the online system

12 Now move to a new table so you can work with different people to share ideas and experiences Thanks!

13 Features of effective performance management Process: Transparent standards Target setting (logged) Ongoing informal dialogue Evidence-based evaluation and feedback Practical action planning Support or dissemination Regular reviews (logged)

14 Features of effective performance management People: Fair, equal and non-biased treatment Professional dialogue respect Honest, clear and specific feedback, delivered sensitively Focusing on the impact on learners/ colleagues/ customers Engaging the individual buy in Collaborative action planning Understanding the challenges of change Providing personalised support Respecting the process with time and effort

15 Action Planning Activity Help your partner make a mini action plan for one of his/her priority areas in improving performance management, using these questions. Use a flip chart or post it notes to capture steps. Focus your attention on asking thought-provoking questions to move the planning forward. Add suggestions if appropriate!

16 Action Planning Activity Use post it notes or a flip chart to identify the current situation and the steps to a great final outcome with key words or a picture Box one/post it one: What is the current situation? Final box/final post it: What would be different if you got to your goal? What would the benefits be? What would people be saying and doing?

17 Action Planning Activity Boxes/ post its in between.. What is the first step to take this forward? Who could be involved to make this happen? What would you see happening at the mid point? What would you be doing just before the final box/post it? What is your next step to get this going?

18 Now you can choose whether to think about dealing with poor performance ordeveloping strong performers

19 Dealing with poor performance We are going to use the materials pack to review a some ideas for structuring conversations about under performance and some coaching questions for action planning Have you tried these out? What tips can you give your partner about tackling under performance?

20 How to develop strong performers In the pack, tick approaches you use Put a star by ones you d like to try out Evaluate their applicability to your context in a conversation with a partner

21 Contact Details Website: Phone: