PERFORMANCE DEVELOPMENT PROGRAM

Size: px
Start display at page:

Download "PERFORMANCE DEVELOPMENT PROGRAM"

Transcription

1 PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP File No. 08/ (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator Division Corporate State Headquarters Summary Outlines the Performance Development Program Applies to Team Leaders Station Managers District Managers Paramedic Educators Clinical Educators Aeromedical Operations Officers Duty Operations Centre Officers Senior Operations Centre Officers Operations Managers Level 1 5 Health Service Managers Level 1 6 Review date September 2010 Previous reference SOP (Performance Planning Development and Review Program Policy and Procedure) Status Active Approved by Chief Executive Space Compliance with this policy directive is mandatory. SOP Page 1 of 15

2 Table of Contents Policy Statement...3 What is the Performance Development Program?...4 Related Policies...4 Who Will Participate in the Program?...4 Performance Development Program Stages...5 Operation Plans and Agreements...5 Performance Objectives...5 Development Objectives...6 Career Planning...6 Behaviour and Performance Review...6 New Employees...6 Fairness and Equity...6 Disagreements...7 Confidentiality...7 Program Documentation...7 Program Review...7 Poor Behaviour or Performance Counselling...8 Appendicies...8 Appendix A Guidelines for Supervisors and Employees Appendix B Checklist for Supervisors Appendix C Checklist for Employees SOP Page 2 of 15

3 Policy Statement The Ambulance Service of NSW is committed to building an organisation that is flexible, capable and supportive of all our staff involved in the various tasks involved in delivering ambulance services to the communities of NSW in a way that reflects our vision Excellence in Care. The role of managers in Ambulance is now more important than ever. The increasing range and complexity in clinical practice, communications systems and the relentless growth in demand for our services mean that managers are increasingly called upon to support and guide staff and to help establish organisational goals and priorities. The Performance Development Program (previously known as the Performance Planning Development and Review Program) aims to actively support individual managers to continually build management skills, knowledge and capability while at the same time providing clear and consistent descriptions of what is expected of our managers. The Program is being introduced at the same time as the Ambulance Management Qualification and in combination, these strategies will help us to ensure our management systems and supports are up to the challenges of a modern and dynamic ambulance service. Regular discussions to agree priorities, review performance and acknowledge achievement are an important part of management practice. The Performance Development Program is based on these principles and sets out a framework for constructive and cooperative management interactions. The Program applies to all Ambulance managers from first line managers to General Managers and will be progressively rolled out over the next 12 months. As with all new initiatives, the Performance Development Program will be reviewed after the first year of operation to allow further refinements and improvements to be made. Greg Rochford Chief Executive SOP Page 3 of 15

4 What is the Performance Development Program? The Performance Development Program provides a framework by which individual performance is linked to Ambulance s values, goals and priorities. The Program includes establishment and regular review of individual Work Plans against organisational and position objectives, providing an opportunity for individuals to develop competence, confidence and experience. The first step of the Performance Development Program is the establishment of team objectives. Team objectives are linked to the goals and priorities from Ambulance corporate planning and budget processes which are in turn linked to NSW Health and Government priorities. This will be followed by the setting of individual performance objectives, which will be a statement of desired end results, that are specific, measurable, agreed, realistic and time bound. Individual performance objectives are then listed on the Work Plan. Every employee s Work Plan will also include behavioural objectives based on Ambulance s Vision, Mission and Values. In addition, supervisors and employees must also consider the development requirements of the employee. This requires supervisor and employees to jointly consider the employee s strengths and weaknesses and current competency level against what they are required to achieve during the review period and determine appropriate development objectives. Development objectives include a range of activities that help the employee develop skills for current and future positions. Information recorded will be used to contribute to the development of the Training Calendar for Ambulance and will be collected by Workforce on an annual basis. The Work Plan, including the behavioural, performance and development objectives, is to be reviewed progressively during the 12 month period culminating in a final assessment of the employee s behaviour and performance and the training and development provided to the employee. Related Policies Performance Management Policy and Guidelines (Premier s Department, 1998) Performance Managing for A Better Practice Approach for NSW Health, 2005_180 Who Will Participate in the Program? The Performance Development Program applies to all management positions from Team Leaders and equivalent levels and above as follows. Team Leader Station Manager District Manager Paramedic Educator Clinical Educator Aeromedical Operations Officer Duty Operations Centre Officer Senior Operations Centre Officer Operations Manager Level 1 5 Health Service Manager Level 1 6 Officers in the Health Executive Service are subject to a similar appraisal system with performance assessed by the Chief Executive and reviewed by the Director-General for Health. SOP Page 4 of 15

5 Performance Development Program Stages Below is a time line of activities that supervisors and employees need to follow to support the Performance Development Program. Stage 1 April/May Supervisors provide information on organisation objectives and discuss with teams. Team based objectives are established and employees consider their own objectives (including performance measures) and development needs, to achieve objectives. C Y C L E Stage 2 June/July Stage 3 Dec/Jan Individuals and their supervisor discuss the behavioural objectives and agree on performance objectives and development objectives/activities. Stage 2 on the Work Plan is completed and both parties sign the form. Individuals and their supervisor review objectives, performance and development activities after 6 months and assess any incidents or changes during that period. Stage 3 on the Work Plan is completed and both parties sign the form. Stage 4 June/July Individuals and their supervisor review performance against objectives and development activities. Stage 4 of the Work Plan and the Annual Review Form are completed and signed by both parties. The Work Plan is attached to the completed Annual Review Form and forwarded to next level supervisor for comments. Forms are then filed on the employee s personal file. Operation Plans and Agreements The Program is linked to Ambulance budgets, corporate plans and performance agreements. Work Plans will need to be adjusted each year to ensure they reflect current information and priorities. This communication of information and goal setting is intended to align each level to the level above ensuring that all levels of management are working towards the achievement of goals and priorities established at the budget and corporate planning stage. Performance Objectives Development of Work Plans will involve two aspects, the establishment of performance objectives and the negotiation of expected outcomes. Objective setting is the cornerstone of the Program as clear objectives help employees understand what they are expected to do and by when. Objectives provide an opportunity for employees to grow by increasing confidence as competency is achieved and extended. Objectives are set within the employee s delegation of authority and scope of responsibility. They should be realistic but also provide an opportunity for the employee to grow and develop skills, knowledge and confidence, and trust and respect for management. Therefore the goals set for individuals, whilst being realistic, provide a personal stretch for the individual. Objectives will include specific behavioural objectives linked to our Vision, Mission and our Values. SOP Page 5 of 15

6 Objectives are set during a formal two way interview between supervisor and employee that clarifies the objectives of the individual and the relationship these objectives have in contributing to the overall goals and priorities of the organisation. At this interview the supervisor and employee establish clear objectives and determine how and when objectives will be met. Six to eight objectives are generally set with two relating to human resource management activities. Development Objectives Once performance objectives under the Work Plan have been set development objectives should be established, such as completion of a course of study, on the job training or spending work time in a different functional area. This will assist the employee in reaching their performance objectives and goals under the Program. Coaching may also be provided to support an employee in reaching a goal or gaining a specific skill. Coaching includes guidance, advice, encouragement, reviews and feedback and may be provided by the direct supervisor or another suitably skilled person. Development objectives that highlight attendance at training courses assist in the development of the Ambulance s training and education plans. They also assist managers/supervisors in planning attendance of their staff at training courses. Development objectives will be collected by Workforce annually to assist in establishing the Training Calendar. Career Planning The ultimate responsibility for developing an individuals career rests with the individual. The Performance Development Program, however, can help employees review their present position, and assess and consider where they would like their career to head in the future. This is also an opportunity for management to plan individual and service wide succession planning processes. The Performance Development Program will provide employees with the opportunity to gain feedback on their strengths and weaknesses. By undertaking activities that provide an opportunity to address weaknesses, employees can identify and develop competencies in areas that may lead to further career opportunities. Behaviour and Performance Review Individual behaviours and objectives, including those listed under our Values, need to be monitored and evaluated in a timely manner. Review and feedback should occur throughout the year. Both the supervisor and the employee should agree on time lines and commit to a review and feedback process. Constant and timely reviews and feedback will ensure that the final 12 month review and performance rating will not deliver any unexpected results to the employee. New Employees The preparation of a Work Plan and establishment of objectives is to be part of a new employee s induction and undertaken within the first month of a new employee s commencement date. Fairness and Equity Supervisors are to be mindful of prejudices and assessments based on stereotypes and assumptions. Assessments of behaviour must be made against our Values and assessment of performance must be against clearly defined objectives and expected outcomes. Supervisors and employees must provide evidence to support the review and comments of an individual s performance. SOP Page 6 of 15

7 The interview, objectives, time line for review, achievement of objectives and development program are to be expressed in plain English. Disagreements All endeavors should be made to agree on objectives, time lines and the final performance rating between the supervisor and employee. Differences of opinion may form part of the process of gaining clarification and agreement and should not be avoided but used to develop mutual understanding of job responsibilities, expectations and the developmental needs of the employee. Any differences should be fully discussed with the aim of seeking mutual agreement, development through continual learning and improvement and promotion of Ambulance as a professional and ethical organisation. If these discussions are unsuccessful and agreement cannot be reached, further review may be needed. The next level manager or the Manager Employment Services, Workforce Unit may be called upon to provide this assistance. Confidentiality Assessment and final review outcomes are confidential to the Program and are not discussed with other colleagues. A record of the process will be maintained by the supervisor who may refer to Work Plans or Annual Review Forms when providing a referee report as part of evidential support for an employee when applying for a position. Original forms are placed on the employee s personal file. Program Documentation The two forms required for completion in the Performance Development Program are the Work Plan and the Annual Review Form. Both forms are available from the Ambulance intranet. Work Plan - comprises behavioural objectives, performance objectives and development objectives and is used for ongoing review and finalised at the final review. Annual Review Form - is completed at the final review to record the supervisor s assessment of behaviour, performance, development objectives and agreed action and employee comments (if any). The Work Plan is attached to the Annual Review Form and forwarded to the next level supervisor. The relevant supervisor will make arrangements for the completed forms to be filed on the employee s personal file. Supervisors and employees should keep copies of all forms for their records. Program Review Completed Work Plans and Annual Review Forms are forwarded to next level supervisor for review and comments. This helps unit managers to review the unit, team and personal objectives for the next year. This review also provides opportunities for praise, reinforcing good behaviour and performance, and to identify problem areas that may need to be addressed. The Manager Employment Services, Workforce Unit provides a yearly report to the Executive Management Board on the Performance Development Program, including feedback from employees and supervisors, and recommendations to improve the Program. SOP Page 7 of 15

8 Poor Behaviour or Performance Counselling From time to time the Program will lead to the identification of instances of poor behaviour or performance. Poor behaviour or performance should always be addressed as it occurs. Appropriate action should be initiated as part of the normal day-to-day responsibilities of the supervisor and may include informal discussions, advice, identifying specific goals and achievements or in the case of more serious issues, reporting. A prompt response to poor behaviour or performance is important to ensure the employee is aware of the concern and to reduce the chance of escalation. When consistent poor behaviour or performance is identified, formal counselling is the next necessary step in the performance review process. The formal counselling session may need to be conducted separately to the review meetings. The counselling discussions should be focused on resolving the problem or problems, (not the person), with a view to reaching a positive outcome. Discussions should seek agreement on the description of the problem and the possible causes, proposed solutions and action to be taken, by whom and when. Arrangements should also be made for review and follow-up. Unsatisfactory performance should be dealt with in accordance with the Unsatisfactory Performance Guidelines, Attachment C of Professional Conduct Guidelines SOP Appendices Appendix A Appendix B Appendix C Guidelines for Supervisors and Employees on how to complete the Performance Development Program Checklist for Supervisors to help: - establish team based and individual objectives; - create an interview environment that aids discussion and develops co-operation and trust with employees; and - review and report on the progress. Checklist for Employees to help: - contribute to the development of team and work place objectives; - reflect on their own performance and competence and pursue self directed and continuous learning and development; and - appreciate and be receptive to feedback. Further Information For further information, please contact Manager Employment Services on (02) , or your Divisional Personnel Officer/Personnel Officer Sydney. SOP Page 8 of 15

9 Appendix A Guidelines for Supervisors and Employees This document provides both supervisors and employees with guidelines and tips on how to complete the Performance Development Program. Establishing SMART Objectives Ambulance has adopted the SMART approach to objective setting. The acronym SMART stands for specific, measurable, agreed, realistic and time-bound. SMART objectives aim to be challenging and allow progress and success to be measured against pre-determined benchmarks. Objectives should state as specifically as possible team and individual achievements expected. They should be phrased in such a way that it will be clear whether or not they have been achieved or at least the extent to which they have been achieved. Ideally they should be expressed in terms of measurable quantities. For example: a) reduce absenteeism by a least 50% by the end of the year; b) ensure all staff trained to the new standard by Easter; c) ensure each sector has been visited at least three times during the year; or d) circulate final draft of report at least two weeks before the next meeting. Notice that these statements refer to products or results. They indicate aims, targets, goals or deadlines. They refer to the expected outcomes of activities. Just as importantly objectives can act as performance indicators in two ways: 1. SMART objectives help monitor the work of a team and allow corrective action to be taken where non-critical but important objectives are not being achieved, or where new objectives need to be introduced; and 2. SMART objectives can help assess an individual team member s contribution to the achievement of team objectives. Communication Strategies Communication skills are vital in building a rewarding work relationship and conducting and participating in performance appraisal interviews. The following provides tips in effective communication. Important Do s - Listen without interrupting - understand what is being said without planning your own response - State your own thoughts, feelings, needs and wants - allow the other person to absorb what you have said - seek feedback before introducing a new point - Put yourself in the other person s place - Share information - Acknowledge the others thoughts, feelings and point of view - Negotiate expectations and objectives - mention what is positive about the other person s comments before you state where you disagree - explore what is meant or the intention - look for common ground and understanding - always assume the other person has good intentions unless proven otherwise SOP Page 9 of 15

10 Important Don ts Don t Provoke - Provoking is irritating someone. It maybe a one off and may appear as a minor problem but it can damage a relationship. Provoking may include mimicking the other person s expression and/or tone of voice, focusing inappropriately on a known sensitivity or point of irritation that is not directly relevant to the topic being discussed or refusing to listen without a good reason. Don t assume - Don t assume you know why a person is behaving in a certain manner, how they will react to information or think about certain issues. It s a common error to ascribe meaning to someone s behaviour, rather than finding out what the behaviour really means. Don t attack - Avoid starting a sentence with you. Try starting the sentence with I. For example you are rude try a softer approach I find it hard... Managers and employees need to be mindful of their behaviour and eliminate interrupting, criticising, judging, exaggerating, sarcasm and ambushing. Decision Making Decisions are required to be made at each step of the Performance Development Program. There is a process that goes into achieving a decision, although many people seem to think it just happens naturally. Also people can arrive at a decision in many different ways. The following provides some valuable rules for effective decision making. Be direct - hinting or making indirect comments may not be correctly understood, may be ignored or cause frustration - never assume that the other person understands that there is a decision to be made - start by saying I think we need to discuss. and make a decision - alert the other person to the fact that you consider the matter needs a decision State very clearly what the issue is Take into account the other person s decision making style Realise that decision-making is not winning - do not attack what you understand to be the other person s sore points (poor relationship with a colleague) - do not collude with each other by blaming external factors (the organisation, senior management) - do not gang up against the other person (managers are reminded that responsibility rests with them in making a decision but employees contributions will help for a more informed decision) - try to find a solution, rather than a victory Document the final decision Conflict Resolution Strategies Conflict resolution strategies can be useful when you are discussing anything that may be emotionally sensitive. Some may regard the Performance Development Program as an emotionally charged or sensitive issue, however the Program has been designed to ensure that employee performance is linked to the achievement of organisational objectives. Understanding the purpose of the Program often helps to reduce employee s concerns by objectively determining what is important and what is a priority. SOP Page 10 of 15

11 Communicating organisation objectives, establishing team objectives and setting aside time to discuss personal objectives are the first steps in reducing any concerns that may be held by employees. This is designed to ensure employees do not feel unprepared and that supervisors also have the opportunity to prepare ahead of any discussion. At any discussion, both supervisor and employee should aim to listen, reach mutual agreement and be prepared to consider each other s perspective. When an issue is raised that has potential for conflict, both parties need to address the issue, not brush it aside, and work towards a resolution. Problem Solving The following strategies will help in problem solving. 1. Each person says what they believe the issue to be - this may require refinement and may resolve the conflict instantly if misunderstanding has occurred - spend time understanding each other s point of view 2. What does each person feel about the problem - do not jump to a solution stage - understand the emotional importance of the issue for the other person - listen to the emotions, it is not about solving anything at this stage 3. Consider many possible solutions - both parties should aim to contribute ideas - a common mistake is to try and come up with right solution straight away - brain storm, list as many solutions as possible 4. Consider the pros and cons of each solution 5. Pick a solution and try it - you may come up with a solution and it may be proven not the right thing to do 6. Evaluate - over the coming weeks monitor the action you take and determine if you have come up with the right solution. SOP Page 11 of 15

12 Appendix B - Checklist for Supervisors STAGE 1 - Setting Team Objectives - Ensure you understand the organisation s objectives - Clarify with appropriate manager - Provide the information consistently across the organisation - Reflect on team s ability to contribute to achievement of behaviour and performance objectives - Gather information to help team understand organisation objectives (budget plans, workforce plans, establishment) - Discuss behaviour objectives under the Vision, Mission and our Values and employee responsibilities - Identify parameters team must work within (budget, number of employees) - Discuss the setting of six to eight performance objectives to be set for each employee - Two of the objectives must reflect a human resource management strategy (ie OH&S, equity and diversity, industrial harmony, training and development of staff, return to work programs for employees on workers compensation etc) - Set a time to discuss objectives with team - Remain non-defensive to criticism, objection and resistance - Encourage flexibility through open discussion, draw on team to overcome problems - Confirm team based objectives STAGE 2 Setting Individual Objectives Before the interview - Review employee s current position description - List all current employee projects and work load - Consider skill level of employee - Reflect on current work relationship with employee, is there mutual trust and respect - Map out proposed objectives - Map out proposed development activities - Clear diary, organise a room, make appointment with employee and ensure no interruptions (i.e. notify the Operations Centre of meeting time and who is involved). At Interview - Confirm employee s understanding of organisation and team objectives and the Vision, Mission and our Values - Review current workload and work arrangements - Listen and consider employee s ideas and concerns - Discuss and agree on objectives - Remain flexible and aim to reach mutual agreement - Complete Stage 2 on the Work Plan, including the development objectives - Discuss employee s career aspirations - Listen and consider employee s ideas and concerns - Set time line for progress reviews and flag time for six monthly review - Confirm what was discussed, agreed to and time lines - Ensure you and employee sign the forms (Work Plan and Annual Review Form) SOP Page 12 of 15

13 STAGE 3 - Six Monthly Review Before the Interview - Do not wait for six months to review progress, set short informal meetings along the way - Reflect on previous and informal meetings with employee - List employee s current projects and work activities - Note progress and any hindrance toward achievement of objectives - Think about performance and have evidence to support proposed feedback - Clear diary, organise a room, make appointment with employee and ensure no interruptions At Interview - Discuss employee s behaviour against the Vision, Mission and our Values - Confirm and review current projects and work activities against objectives - Discuss priorities, progress and any hindrance toward achievement of objectives - Give equal time to review of work and development objectives - Aim to focus and motivate employee on achieving objectives - Agree on plan of action to address problem areas - Provide necessary support (time and resources) - Document discussion and complete Stage 3 of the Work Plan - Ensure you and employee sign the Work Plan - Continue with planned informal meetings STAGE 4 - Annual Review - Follow the guidelines for six monthly review (Before the Interview) - Reflect on employee s overall performance At Interview - At interview aim for agreement - Acknowledge and praise achievement of objectives and how employee has promoted and worked within the Vision, Mission and our Values - Acknowledge attendance and completion of training and development activities, provide example of visible evidence of improved performance - Where there is strong discrepancy to your opinions listen to the employee s reasons - Review evidence that you and the employee are using to support ratings - Document discussion as required - Complete Stage 4 of the Work Plan - Complete the Annual Review Form, attaching the completed Work Plan - Upon agreement sign forms (Work Plan and Annual Review Form) - Forward original to next level supervisor - Explain record keeping to employee - Copies retained by supervisor and employee - Original forwarded to next level supervisor for review - Original forms filed on the employee s personal file - Workforce provide a report on the Program to the Executive SOP Page 13 of 15

14 Appendix C Checklist for Employees STAGE 1 - Setting Team Objectives - Attend information session on objectives - Listen, reflect on objectives and consider how you can contribute to the achievement of behaviour and performance objectives - Listen to the information provided regarding the Vision, Mission and our Values - Six to eight objectives are to be set for each employee - Two of the objectives must reflect a human resource management strategy (ie OH&S, equity and diversity) - Remain open minded to new ideas and changes - Ask questions - Seek support and guidance if objectives feel overwhelming - Work towards agreement STAGE 2 - Setting Individual Objectives Before the Interview - Review current position description and prepare a list of current projects - Consider team objectives and how your role can contribute to achieving these - Reflect on skill level and consider development needs - Consider career plan and positions of interest - Reflect on current work relationship with supervisor - is there mutual trust and respect - Make yourself available for the interview At Interview - Participate in discussion about organisation and team objectives and parameters, show that you understand what is expected - Participate in discussion about the Vision, Mission and our Values of the organisation - Honestly communicate ideas and concerns - Review current work load - Identify areas of concern and seek ways to address these - Remain flexible and aim to reach mutual agreement - Discuss and agree on objectives - Discuss development needs and career aspirations - Develop and agree on a development objectives - Set time lines for progress reviews and flag time for six monthly review - Commit to what was discussed, agreed to time lines - Stage 2 of the Work Plan will be completed at this interview, on agreement sign the form SOP Page 14 of 15

15 STAGE 3 - Six Monthly Review Before Interview - Do not wait for six months to review progress - Set short informal meetings along the way - Reflect on previous informal meetings with supervisor - Provide supervisor with list of current projects and work activities - Note progress and any hindrance toward achievement of objectives and have supporting evidence - Think about ways to overcome hindrances - Make yourself available for the interview At Interview - Review your behaviour against the Vision, Mission and our Values and consider how you have promoted these Values - Review current projects and work activities against objectives - Discuss priority, progress and any hindrance toward achievement of objectives - Review development objectives - Stay open to feedback and actively participate in discussion - Stage 3 on the Work Plan is to be completed, signed and dated - Commit to meeting informally with supervisor STAGE 4 - Performance Review Annual Review - Follow the guidelines for six monthly review (Before Interview) - Reflect on your overall performance At Interview - At interview aim for agreement - Willingly provide your assessment of behaviour and performance and provide reasons - Where there is strong discrepancy to your rating listen to your supervisor s rationale - Remember this is useful information to help you develop competency - Your supervisor will be documenting your discussion - Stage 4 on the Work Plan, will be completed - The Annual Review Form will be completed and the Work Plan will be attached - Upon agreement sign the Work Plan and the Annual Review Form - All forms are forwarded to the next level supervisor for review and comments - Forms (Work Plan and Annual Review Form) are then filed on the employee s personal file - Your next level supervisor may undertake further discussion with you or your supervisor to clarify areas, follow through on areas of concern, support behaviour and/or performance development strategies - Workforce Unit provides a report on the Program to the Executive SOP Page 15 of 15

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

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

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management Policy Name: Status: Staff Performance Management Policy and Framework Current Policy Number: 4 Version Number: 3 File reference: Compliance Level: Applies to: Category: Summary Related Policies: ADM/3132P02

More information

Performance Management

Performance Management Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?

More information

Performance Planning and Review (PPR) Framework THE PPR GUIDE

Performance Planning and Review (PPR) Framework THE PPR GUIDE Performance Planning and Review (PPR) Framework THE PPR GUIDE Index Overview Page 1 The Principles Page 1 Who does it apply to Page 1-2 Employees and Managers Responsibilities Page 2 PPR Cycle Page 3 Developing

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

Employee Performance Review Process Resource Guide

Employee Performance Review Process Resource Guide Employee Performance Review Process Resource Guide Table of Contents Table of Contents... 1 Introduction... 3 Steps in the EPR process... 4 UIC Competencies... 5 Core Competencies...5 Manager Competencies...5

More information

Performance Appraisal System

Performance Appraisal System SUPERVISORY MANUAL Performance Appraisal System For a New Century State Workforce State of Hawaii Department of Human Resources Development July 1, 2001 PERFORMANCE APPRAISAL SYSTEM POLICY STATEMENT Public

More information

Performance Management and Staff Development System

Performance Management and Staff Development System Performance Management and Staff Development System Guidelines Table of Contents 1 INTRODUCTION... 2 2 FAMILIARIZING YOURSELF WITH PMSDS... 2 3 FOLLOWING THE PMSDS CYCLE... 3 3.1 DETERMINING THE EXPECTED

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

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

A MyPerformance Guide to Performance Conversations

A MyPerformance Guide to Performance Conversations A MyPerformance Guide to Performance Conversations brought to you by the BC Public Service Agency contents Elements of a Conversation Preparing for the Conversation Clear on Intent/Topic for Discussion

More information

Holding Effective Performance Meetings and One-to-Ones

Holding Effective Performance Meetings and One-to-Ones Section 01 Section 03: Holding Effective Performance Meetings and One-to-Ones 1 Talking about Performance Discussing performance and providing feedback is not easy but it is important to the continued

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

Performance management the key to ensuring effective staff

Performance management the key to ensuring effective staff Performance management the key to ensuring effective staff How do you get the best out of your staff? What factors are key in people achieving what they need to achieve -- being effective in their role?

More information

Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing

Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Module VI: Establishing Goals & Managing Employee Performance INTRODUCTION Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Anonymous What

More information

Creating mutual trust

Creating mutual trust 13. 3and Creating mutual trust respect Organisations that thrive are those where the company culture promotes mutual trust and respect of colleagues, and this is as true in PR as it is elsewhere. In this

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

PERFORMANCE APPRAISAL PROCEDURE

PERFORMANCE APPRAISAL PROCEDURE APPENDIX 4 Function: HR Version Number: 1 Introduction: To assist to ensure Council is well placed in its corporate area, to achieve its Objectives and Strategic Goal to provide leadership and ensure community

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

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

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 P r o v i d i n g q u a l i t y f e e d b a c k a g o o d p r a c t i c e g u i d e Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 Positive Feedback... 5 Developmental

More information

Guide to to good handling of complaints for CCGs. CCGs. May 2013. April 2013 1

Guide to to good handling of complaints for CCGs. CCGs. May 2013. April 2013 1 Guide to to good handling of complaints for CCGs CCGs May 2013 April 2013 1 NHS England INFORMATION READER BOX Directorate Commissioning Development Publications Gateway Reference: 00087 Document Purpose

More information

Chapter 7.4 Negotiation skills

Chapter 7.4 Negotiation skills Benefits of this chapter Many think that negotiation is reserved for high-powered executives or lawyers sitting in the board room figuring out what big decision to make next. But the truth is, professionals

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn

More information

Overview of Performance Management. Taking Steps to Enhance Individual & Organizational Effectiveness

Overview of Performance Management. Taking Steps to Enhance Individual & Organizational Effectiveness Overview of Performance Management Taking Steps to Enhance Individual & Organizational Effectiveness Performance Management Performance management is the process through which supervisors and those they

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

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

Performance Review Scheme for the GLA

Performance Review Scheme for the GLA Performance Review Scheme for the GLA Section 1 The Policy 1. The Rationale for Performance Review There is a range of sound reasons why organisations should use a system of performance review. It provides

More information

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL Part I - Performance Planning and Review System Part II - Developing Performance Objectives Part III - Developing Job Descriptions

More information

Managing Unsatisfactory Performance

Managing Unsatisfactory Performance Managing Unsatisfactory Performance of employees of the Department of Education, Training and Employment (except for state school teachers and principals) Table of Contents Implementation 3 What is unsatisfactory

More information

Preparing for the Performance Review Process

Preparing for the Performance Review Process Preparing for the Performance Review Process 1 HOW AM I DOING? 3 A. WHY CONDUCT PERFORMANCE REVIEWS? 3 A.1 BENEFITS FOR UNIVERSITY 3 A.2 BENEFITS FOR SUPERVISOR/UNIT HEAD 3 A.3 BENEFITS FOR EMPLOYEE 4

More information

Staff Performance Evaluation Training. Office of Human Resources October 2014

Staff Performance Evaluation Training. Office of Human Resources October 2014 Staff Performance Evaluation Training Office of Human Resources October 2014 Documents Suggestion: Have copies of the following documents available during this presentation Core Competencies Staff Self-Evaluation

More information

APPRAISAL POLICY 1. BACKGROUND

APPRAISAL POLICY 1. BACKGROUND APPRAISAL POLICY 1. BACKGROUND 1.1 Appraisals are part of performance management. Within the School appraisal is about motivating and developing employees and supporting them in performing their roles

More information

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 Program Guidelines This document is designed to be a reference guide, containing information that you will need throughout

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

Responding to a Disappointing Performance Review

Responding to a Disappointing Performance Review Responding to a Disappointing Performance Review Overview When your manager reviews your work and finds it wanting. Receiving a disappointing review First steps: Take notes and ask for clarification Gather

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

MANAGING DIFFICULT BEHAVIOUR

MANAGING DIFFICULT BEHAVIOUR MANAGING DIFFICULT BEHAVIOUR All materials Lindsay Wright. This pack for sample purposes only and not for re-use. 1 WHAT IS CONFLICT Conflict can be defined as a difference in view between stakeholders;

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

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

What is this Unit about? Who is this Unit for?

What is this Unit about? Who is this Unit for? H12J 04 (CFAS4.1) Lead a sales team What is this Unit about? This Unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual

More information

HOW TO RESPOND TO INTERVIEW QUESTIONS

HOW TO RESPOND TO INTERVIEW QUESTIONS HOW TO RESPOND TO INTERVIEW QUESTIONS Interviewers typically use a variety of question techniques to determine if you re the person they want to hire. First, they ll choose questions designed to get specific

More information

Office of the Commissioner for Public Employment COUNSELLING. for better work performance

Office of the Commissioner for Public Employment COUNSELLING. for better work performance Office of the Commissioner for Public Employment COUNSELLING for better work performance Northern Territory Government Contents Introduction Performance Management Page 1 Feedback Page 4 Moving from feedback

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

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

performance and development

performance and development Unit 205 Manage personal performance and development UAN: L/506/1788 Level: 2 Credit value: 4 GLH: 18 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: Management

More information

Self assessment tool. The Leadership Framework. Leadership Academy

Self assessment tool. The Leadership Framework. Leadership Academy The Leadership Framework Self assessment tool Leadership in the health and care services is about delivering high quality services to patients by: demonstrating personal qualities working with others managing

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

Your appraisal 360. product guide. Competency Frameworks

Your appraisal 360. product guide. Competency Frameworks Your appraisal 360 product guide Competency Frameworks ver 1.0 2 of 11 Third Eye Resolutions Ltd Contents What Appraisal360 feedback does for you... 4 Ways of buying Appraisal360... 5 System only packages...

More information

North Dakota Human Resource Management Services Performance Evaluation

North Dakota Human Resource Management Services Performance Evaluation North Dakota Human Resource Management Services Performance Evaluation Performance Evaluation is a multi-purpose tool used to: Measure actual performance against expected performance Provide an opportunity

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

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 planning:

Performance planning: Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

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

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

Recruitment and Retention Guidance Appraisal and 360º feedback

Recruitment and Retention Guidance Appraisal and 360º feedback Recruitment and Retention Guidance Appraisal and 360º feedback Page 1 The main purpose of an Appraisal is to assist employees to develop their performance which in turn will contribute to the overall development

More information

QAHC Feedback and Conflict Management Policy and Procedures

QAHC Feedback and Conflict Management Policy and Procedures QAHC Feedback and Conflict Management Policy and Procedures Prepared By Erica Waters Consulting June 2000 Revised & Endorsed October 2000 Revised by QAHC September 2007 Policy Statement The Queensland

More information

Employer s Guide to. Best Practice Return to Work for a Stress Injury

Employer s Guide to. Best Practice Return to Work for a Stress Injury Employer s Guide to Best Practice Return to Work for a Stress Injury Employers Guide to Best Practice Return to Work for a Stress Injury 1. Early Intervention 2. Claim Lodged 3. Claim Acceptance 4. Return

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

How To Plan At A Tribe Of People

How To Plan At A Tribe Of People ONE Don t Mark My Paper, Help Me Get an A Garry Ridge AS I SHARE with you how we successfully implemented our Don t Mark My Paper, Help Me Get an A philosophy into our performance review system, we ll

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

Lifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy

Lifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy Lifestreams Christian Church (LCC) Child Care Centre Educator/Staff Performance Management Policy Policy Number: /2013 Rationale and Policy Considerations The education and care service understands that

More information

Customer Service. Level 3 Diploma in Customer Service (QCF) 2014 Skills CFA Level 3 Diploma in Customer Service (QCF) Page 1

Customer Service. Level 3 Diploma in Customer Service (QCF) 2014 Skills CFA Level 3 Diploma in Customer Service (QCF) Page 1 Customer Service Level 3 Diploma in Customer Service (QCF) 2014 Level 3 Diploma in Customer Service (QCF) Page 1 Level 3 Diploma in Customer Service (combined qualification) Qualification Title Credit

More information

Field Guide to Consulting and Organizational Development. Table of Contents

Field Guide to Consulting and Organizational Development. Table of Contents Field Guide to Consulting and Organizational Development Collaborative and Systems Approach to Performance, Change and Learning Introduction Focus of Guidebook Audiences Content of Guidebook How to Use

More information

A guide to helping people to succeed at work

A guide to helping people to succeed at work Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended

More information

How To Be A Team Member

How To Be A Team Member The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Developing and managing performance management processes v v vi 1 Chapter 1: Developing integrated performance

More information

Financial Services Core Competences

Financial Services Core Competences The Sector Skills Council for financial services, accountancy and finance National Occupational Standards for the Financial Services Sector Financial Services Core Competences Final version approved September

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

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being Child Care Occupational Standard MQF Level 5 CDC 501 Establish and develop working relationships CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

More information

When applying through the VU intranet site be sure to follow the instructions on how to apply, particularly when applying for multiple positions.

When applying through the VU intranet site be sure to follow the instructions on how to apply, particularly when applying for multiple positions. YOUR BEST APPLICATION Hints and tips on how to write an application for a position within VU INTRODUCTION Universities and most government organisations have a significant focus on equity and merit-based

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for

More information

Key Steps to Implementing Performance Management

Key Steps to Implementing Performance Management Key Steps to Implementing Performance Management Key Steps to Implementing Performance Management COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for

More information

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Reflecting on and improving own professional practice

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Reflecting on and improving own professional practice Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Reflecting on and improving own professional practice v v vi 1 Chapter 1: Reflecting on your practice

More information

MINUTE TAKING. All material copyright of Lindsay Wright This pack is for sample purposes only, and not for re-use

MINUTE TAKING. All material copyright of Lindsay Wright This pack is for sample purposes only, and not for re-use MINUTE TAKING All material copyright of Lindsay Wright This pack is for sample purposes only, and not for re-use 1 Minute Taking Sample Programme OBJECTIVES As a result of the programme participants should

More information

Performance Appraisal Handbook

Performance Appraisal Handbook Working Smarter for America The Department of the Interior s Performance Appraisal Handbook A Guide for Managers/Supervisors and Employees Office of the Secretary Office of Human Resources 10/4/04 #370DM430HB-1

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

Performance Appraisal Handbook

Performance Appraisal Handbook Performance Appraisal Handbook Know it, understand it, do it well www.haringey.gov.uk A P P R A I S A L H A N D B O O K 00 Contents Getting started 01 What is a performance appraisal? 02 What are my responsibilities?

More information

Ku-ring-gai Council. Providing a Service to Customers Policy

Ku-ring-gai Council. Providing a Service to Customers Policy Ku-ring-gai Council Providing a Service to Customers Policy Effective 24 June 2008 Ku-ring-gai Council Providing a Service to Customers Policy 1. PURPOSE The purpose of this policy is to formalise Ku-ring-gai

More information

PERFORMANCE APPRAISAL & PLANNING GUIDE

PERFORMANCE APPRAISAL & PLANNING GUIDE PERFORMANCE APPRAISAL & PLANNING GUIDE FOR EMPLOYEES Rev. 2015 1 P age THE PURPOSE & PRINCIPLES OF PERFORMANCE MANAGEMENT Each employee of Baylor University serves an important role in furthering the mission

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

A Guide for Employees

A Guide for Employees A Guide for Employees TABLE OF CONTENTS Introduction............................................... 2 Background............................................... 2 Roles and Responsibilities...................................

More information

Central Services. Business Support Service JOB DESCRIPTION

Central Services. Business Support Service JOB DESCRIPTION Central Services Business Support Service JOB DESCRIPTION POST: GRADE: Grade: Band 12 RESPONSIBLE TO: A Head of Business Support STAFF MANAGED: Team Leaders. In some instance, a Business Support Manager

More information

Performance Management System Skills and Behaviours Bank

Performance Management System Skills and Behaviours Bank Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities.

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

Principal Job Description

Principal Job Description Anfield School Anfield International Kindergarten Anfield International Kindergarten & Nursery Principal Job Description RESPONSIBLE TO: The School Board INTRODUCTION: This job description is based on

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

Best Practice Guide Managing underperformance

Best Practice Guide Managing underperformance Best Practice Guide Managing underperformance 01 Work & family 02 Consultation & cooperation in the workplace 03 Use of individual flexibility arrangements 04 A guide for young workers 05 An employer s

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

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

Managerial Competencies (if any) (see attached Annex)

Managerial Competencies (if any) (see attached Annex) RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application

More information

EMPLOYEE PERFORMANCE REVIEW GUIDELINES

EMPLOYEE PERFORMANCE REVIEW GUIDELINES EMPLOYEE PERFORMANCE REVIEW GUIDELINES DEPARTMENT OF HUMAN RESOURCES SPRING 2014 Employee Performance Review Guidelines The performance review process helps individual employees and organizations throughout

More information

Workforce Performance Management Policy and Procedure

Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Page: Page 1 of 19 Recommended by Approved by Executive Management Team Workforce Committee Approval

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

MENTORING: A Kit for Mentees. Professional Development Program. Engineers Australia. Mentoring: A Kit for Mentees A

MENTORING: A Kit for Mentees. Professional Development Program. Engineers Australia. Mentoring: A Kit for Mentees A MENTORING: A Kit for Mentees Professional Development Program Engineers Australia Mentoring: A Kit for Mentees A Contents Introduction to mentoring 2 About mentoring 2 Formal versus informal mentoring

More information