A key mechanism of this narrative feedback approach is to gather feedback from other significant people in the organisation.

Transcription

1 Executive Director & Chief Executive Reflective Appraisal Process & Documentation 1

2 1. Introduction The use of a reflective appraisal system for Trust Board Directors is good practice and supports the principle outlined in The NHS Foundation Trust Code of Governance, that an effective Board of Directors should head every NHS Foundation Trust. This paper outlines the Reflective Appraisal Scheme for the Executive Directors and the Chief Executive. The process for appraising the Non Executive Directors and Chairman is set out in separate local guidance. 2. Executive Director Appraisal Reflective Appraisal for Executive Directors takes place between April and June each year so that an assessment of each Director s performance is also aligned with the achievement of the annual objectives and targets of the Trust. The Executive Director Reflective Appraisal process is based on a narrative feedback approach. This 360 narrative feedback approach has been designed to help executive directors develop effective feedback relationships in support of their leadership and management practices. This process is based on a developmental rather than judgemental model, so that executive directors can increase their knowledge of how they are perceived by others and use this to assist their personal development. A key mechanism of this narrative feedback approach is to gather feedback from other significant people in the organisation. The Executive Director Reflective Appraisal Process has 3 stages. 1. Seeking feedback from others 2. Individual reflection on the feedback 3. The reflective appraisal meeting and personal development planning Seeking feedback from others (from April) The appraise seeks feedback from three/four peers (to include executive and non-executive directors), two/three of their direct reports and their line manager. The appraise may also seek feedback from members of the Council of Governors. This is initially in writing (See Appendix 1) and then followed up with individual discussions with a sample of those that have provided feedback. Individual reflection and feedback Following the feedback stage the appraise prepares a note of reflection (See Appendix 2) highlighting: The main themes arising from the feedback 2

3 What areas confirmed your previous assumptions? What areas caused you to question your assumptions? Were there any surprises? What are the implications of the above for your leadership and management practice and development? The reflective appraisal meeting and personal development planning (during June) On completion of the feedback and dialogue the appraise prepares a short document (See Appendix 3), based on the questions below, for discussion with their line manager: What would you identify as the significant themes from your conversations and feedback with your colleagues? What are the top four key messages for you in support of your development as a leader? In what ways has your understanding of how others perceive your leadership changed? What are the key lessons you have learned? From these discussions the appraise will prepare a personal development plan (See Appendix 4). The appraiser will also review with the appraise the performance against key objectives and agree the key objectives for the forthcoming year (See Appendix 5). 3

4 SEEKING FEEDBACK FROM OTHERS Appendix 1 You have been selected by the participant as someone they wish to seek feedback from that explores perceptions about them as a leader and manager. At the centre of this is a 360 narrative approach to the feedback. Through this feedback the participant will gain a greater appreciation of themselves and their personal development. You are required to complete the following document by answering the questions set out in part 1 The present and part 2 The future. Following completion, you should return the document to the participant in order that they can reflect on your insights. You may then be asked by the participant to engage in a discussion with them to further explore your perceptions in order that they can gain a greater appreciation of themselves and their personal development. The narrative feedback approach focuses on behaviours and is not a judgemental evaluative process. The feedback should therefore be specific, descriptive and clear. It should also be challenging but in the context that it will challenge the assumptions that are held about our own behaviour and its impact on others. Name of participant receiving feedback: Date: Name of colleague providing feedback: Part 1. The Present 1. How do you think the participant is viewed currently in relation to his/her leadership and management role? What examples can you give that support your views? 4

5 2. What do you think are the main strengths of his/her current leadership and management approach? 3. What particular opportunities are there for her/him at present (opportunities for different tasks, roles, relationships; opportunities for development) to improve? Part 2. The Future 1. How can her/his leadership qualities be best applied in the future? 2. Where can s/he focus her/his development for greatest benefit? 5

6 NOTE OF REFLECTION Appendix 2 This note of reflection should be completed following your feedback and one to one discussions, You should draw upon the following key questions: Highlight the main themes arising from the feedback What areas confirmed your previous assumptions? What areas caused you to question your assumptions? Were there any surprises? What are the implications of the above for your leadership and management practice and development? 6

7 Appendix 3 REFLECTIVE APPRAISAL RECORD & PERSONAL DEVELOPMENT PLAN FOR EXECUTIVE DIRECTORS To be completed by Appraise to enable a discussion with Appraiser Once you have completed your dialogues, and in consideration of your reflection notes, you are asked to use this document to prepare a summary, based on the questions as prompts, for discussion and further exploration with your line manager. 1. What would you identify as the significant themes from your conversations and feedback with your colleagues? 2. What are the top four key messages for you in support of your development as a leader? 7

8 3. In what ways has your understanding of how others perceive your leadership changed? 4. What are the key lessons you have learned? 8

9 PERSONAL DEVELOPMENT PLAN Appendix 4 Identified Area What is my development need? What will I do to develop myself? What specific action will I take? Target Date What support do I need and where will I get it? What are the barriers and how will I overcome them? 9

10 OBJECTIVES Appendix 5 Objective Action Required Outcome Measured Timescale Signature of Individual Date Name of Individual Signature of Appraiser Date Name of Appraiser 10