SENIOR MANAGEMENT APPRAISAL

Transcription

1 Report Resources Committee 2 April 21 SENIOR MANAGEMENT APPRAISAL 5-1. Reason for Report To appraise Members of developments since the Best Value and Community Planning Audit highlighted a number of issues around the Council s Staff Appraisal arrangements - particularly in relation to the Senior Management Appraisal Scheme (SMAS), and to make recommendations for improvements based on a review of existing arrangements, Scrutiny Panel discussions and guidance from the Chief Executive. 2. Report Summary This report sets in place what has been done to explore why the original SMAS was failing and what can now be done to establish a fit for purpose model of appraisal that takes into account best practice, affordability and efficiency of operation. 3. Glossary of terms SMAS - a set of procedures that allows for the performance of managers to be assessed. 36 Appraisal - a system that allows for a number of appraisers to contribute to the overall assessment of an individual from line management, peer, subordinate and partner agency perspectives. Usually electronic but not necessarily. HR-Human Resources CMT- Corporate Management Team 4. Recommendation Members are asked to introduce a 36 degree Appraisal Scheme for the Chief Executive and all senior managers who were in scope of the original Senior Management Appraisal Scheme, based on the existing Senior Manager and Chief Executive Competence Framework, which will, for all CMT Members and Senior Managers, be supplemented by 1 :I monthly performance discussions - cascaded down from the Chief Executive. 5. Plan links and Contribution The Improvement Plan agreed in June 29 included Staff Appraisal as one of the Actions. 6. ResourcesNalue for Money Assessment 6.1 The HR service, as advised by the Efficient Procurement Programme Manager, has explored the market place for partner organisations that can deliver cost effective 36 appraisal methodology to standards accepted by the British Psychological Society and the Chartered Institute of Personnel and Development - against the competencies that are already defined within the Council s Chief Executive and SMAS. 6.2 In determining that an organisation named Appraisal 36 most closely met the above criteria, the HR service examined how well this organisation had provided their appraisal support service within the public sector in Scotland. A detailed verbal testimonial was provided by the Scottish Courts Service as to their recent experience of using Appraisal 36. This testimonial was positive in all aspects of enquiry:

2 Report Resources Committee 2 April 21 Easeof use Positive impact (subjects and contributors) A driver for change (where necessary) in management behaviour Affordable Good interactivity and on-going support from the provider 6.3 The costs of providing similarly comprehensive 36 degree management reports based on a bespoke competence framework, were explored with two other leading providers. In both cases, the overall costs of provision would have been significantly greater than Appraisal The main instrument for positive change, as cited by the Scottish Courts Service, was the development review discussion (conducted by their HR service) that flowed from the production of the appraisal process. 6.5 The one off cost of loading a dataset of questions, based on the senior management and Chief Executive competence framework, onto an electronic platform, has been met from within the HR Service budget. 6.6 The cost of customising 36 appraisal reports into corporate Council style can also be met from within the HR Service Budget. 6.7 Each feedback report costs 72.9 per manager - it was accepted by CMT on 24 March 21 that individual directorates will determine an appropriate budget to cover this cost. 6.8 There would be a nominated person within HR who will ensure that access to the online data base is established (appraisee/appraisers) and that the completion of the process is monitored to within agreed completion dates. This monitoring arrangement ensures that progress is checked without access to content. 6.9 The Performance and Development Manager HR would be the appropriate person to participate in the PDP discussions. 7. Risk Assessment The risk of not up-dating the Council s Chief Executive and Senior Management Appraisal Scheme is that the bureaucratic pre-existing process for establishing performance - based on formal interviews - would become the fall back position. This could perpetuate a situation whereby the Council s SMAS is deemed unfit for purpose through both internal and external audit process. 8. Consultations 8.1 The proposal to introduce 36 appraisal rests with the Chief Executive and CMT therefore it is necessary for them to be satisfied that the proposal is sound, affordable and meets the criteria of success that they have set. 8.2 In final discussions surrounding the introduction of 36 appraisal at CMT on 24 March 21 consideration was given to the pilot case results. CMT are satisfied with the feedback provided and continue to fully endorse this initiative. 9. Background 9.1 There is general consensus that the SMAS should have two main purposes: 2

3 Report Resources Committee 2 April 21 Increase the overall awareness of the behaviours required to improve both individual and organisational effectiveness. Focus more on development activities that are built around the skills and competencies required for successful Council performance. 5, 9.2 It is proposed to introduce 36 appraisal to all Council members of CMT (the Chief Executive and eight Directors) as stage one of a roll-out programme. 9.3 The scheme is based on 6 questions (derived from the present competence framework - see Appendix 1) that require responses against a 5 point scale. 9.4 There is a self assessment element as the basis of the scheme. 9.5 For the Chief Executive and Directors there will be six appraisers made up of Elected Members, peers and staff within their own service. 9.6 The format of the appraisal process is that it is electronically driven - there is no requirement for a face to face interview which in itself reduces the administrative burden. The technology arrangements ensure it is all confidential. 9.7 Appraisers should be as follows: Appraisee Chief Executive Service Director Senior Managers Appraisers Elected Members (3) ( Leader and representative from the other two Political Groupings) CMT Member (2) Chairman + Vice Chairman of relevant Committee(2) CMT Member (2) Subordinate (1) Line Manager - (1).. Peer Group (2) Subordinate (1) 9.8 Feedback reports will be generated on the basis of information gathered from the appraisee and appraisers. 9.9 The feedback report would then be used as the basis for the development of a Personal Development Plan for each CMT Council member in discussion with their line manager, and for the Chief Executive this would be the Leader of the Council. HR would support this discussion. 9.1 Roll out to stage 2 will be influenced by factors that are determined from the experience of roll out one but will follow a format agreed to by CMT for all other managers who were in scope of the original SMAS - Area Manager and Operational Manager I eve1.

4 Report Resources Committee 2 April Key Issues 1.1 The historical application of the existing SMAS and reflections about it from CMT members were explored on 29 April 9. Critically, the direct relevance of the scheme to that of supporting the positive behaviours required of senior managers, as defined by the scheme s own competence framework, had proved difficult to measure and there was agreement about the need for a new Scheme to be produced. 1.2 Following discussions with the Chief Executive on 26 September 9 it was determined that the HR Service should produce a briefing paper for CMT in order to prepare for 36 degree appraisal to replace the SMAS. 1.3 The Scrutiny Panel on People and Leadership considered this Action at its meeting on 2 October 29 and the discussions highlighted the importance of all staff having at least annual appraisal and there being a focus on delivering the Council s priorities as well as developing the people that are already within the Council. 1.4 On 23 December 29 CMT agreed to pilot 36 Appraisal for two of the team. 1.5 The monthly one-to-one discussions between the Chief Executive and Directors on specific service performance areas and work around CMT personal profiling and team development will all complement the Scheme. Mandatory training already agreed by the CMT for all senior managers in relation to diversity awareness, impact assessment, performance management and stress management will also be integrated into the Scheme through the Personal Development Plans. And, the development of a Leadership Framework must also be integrated with this work. 1.6 Implementation can commence in April 21. This will be in line with the fact that the Council s budget will have been agreed and Strategic and Operational Plans completed. Dan Alexander Performance & Development Manager Human Resources Tel: (1 387) Date of Report: 3 March 21 Gordon Lawson Director of Support Services Community and Support Services Carruthers House English Street Dumfries DGl 2HP APPENDICES - 1 4

5 Appendix 1 The following table provides a reference for the Core Management Competencies identified for Senior Managers in Dumfries & Galloway Council. Your assessment of the standard of performance attained by the appraisee should take into account all the bulleted points given under each competency heading. LEADERSHIP Creates and secures commitment to a clear vision Initiates and manages change in pursuit of strategic objectives Is visible, approachable and earns respect Inspires and shows loyalty Builds and supports a high performing team Acts decisively having assessed the risks Accepts responsibility for actions of the team Demonstrates the high standards of integrity, honesty and fairness expected in public services MANAGEMENT OF PEOPLE Makes best use of skills and resources within team Develops staff to meet challenging organisational needs Establishes and communicates clear standards and expectations Delegates effectively, knowing when to step in and when not to Gives regular face to face feedback and recognition Addresses poor performance Builds trust, good morale and teamwork, responds to feedback from staff Secures commitment to change through appropriate involvement of staff PERSONAL EFFECTIVENESS Shows resilience, stamina and reliability under heavy pressure Adapts quickly and flexibly to new demands and change Manages own time well to meet competing priorities Takes firm stance when circumstances warrant it Is aware of personal strengths and weaknesses and impact on others Shows commitment to own personal and professional development Offers objective advice without fear or favour Pursues adopted strategies with energy and commitment STRATEGIC THINKING AND PLANNING Develops and influences strategic aims, anticipating future demands, opportunities and constraints Demonstrates sensitivity to Members' needs and to wider political and departmental issues Contributes effectively to strategic thinking of senior management team See relations between complex inter-dependant factors Reconciles day to day demands with long term objectives Translates strategic aims into practical and achievable plans Takes decisions on time, even in uncertain circumstances COMMUNICATION Chooses methods of communication most likely to secure effective results Negotiates effectively and can handle hostility Is concise and persuasive orally and in writing Listens to what is said and is sensitive to others' reaction Demonstrates presentational and media skills Is comfortable and effective in a representational role Builds, maintains and uses an effective network of contacts Develops appropriate language skills INTELLECT, CREATIVITY AND JUDGEMENT Demonstrates a creative and constructive approach to problem solving Homes in on key issues and principles Offers insights and generates original ideas with practical application Analyses ambiguous data and concepts rigorously Displays confidence in own judgement but responds constructively to alternative ideas Encourages ideas, initiatives and innovation in others DELIVERING RESULTS Organises work processes to deliver on time, on budget and to agreed quality standards Defines results taking account of customer's needs Manages relationships with customers/other stakeholders effectively Strives for continuous performance improvement and encourages others to do so Demonstrates high level project management skills Assesses and manages risk Monitors performance and incorporates feedback in future plans MANAGEMENT OF FINANCIAL AND OTHER RESOURCES Challenges existing practices and leads initiatives for new and more efficient use of resources Secures value for Council taxpayers' money Negotiates for the resources to do the job, in the light of wider priorities Use management information to monitor/control resources Manages contracts and relationships with suppliers effectively Demonstrates commitment to using IT as a resource EXPERTISE AND PROFESSIONAL COMPETENCE Operates effectively within the political and local government framework Earns credibility and influences through depth and breath of expertise Ensures that decisions are informed by relevant technical/specialist expertise Accepts personal responsibility for quality of professional work Gives professional direction to others Seeks and applies best practice from other organisations