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Performance Management Strategy
Performance Management Strategy   Page 2 of 12




CONTENTS

Section 1:   Introduction

Section 2:   Appraisal System

   ...
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SECTION 1: INTRODUCTION

1.1    This strategy of performance management...
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SECTION 2: APPRAISAL SYSTEM

Objective Setting

2.1    All staff will w...
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End of Year Appraisal

2.8     At the end of the appraisal cycle, the...
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APPENDIX A: OBJECTIVES SETTING FORM


Position:                     Dat...
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APPENDIX B: APPRAISEE’S PREPARATION FOR APPRAISAL FORM

1.1     The pur...
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      (g) Consider any development or training that might help you impr...
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APPENDIX C: APPRAISER’S PREPARATION FOR APPRAISAL FORM

1.1    These no...
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      (h) Identify gaps in knowledge and/or areas requiring developmen...
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APPENDIX D: SUMMARY OF APPRAISAL FORM

Summary of discussion– please ...
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APPENDIX E: PERSONAL DEVELOPMENT PLAN

1. On what aspects was it agre...
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STOCKTON-ON-TEES BOROUGH COUNCIL

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Transcript of "STOCKTON-ON-TEES BOROUGH COUNCIL"

  1. 1. Performance Management Strategy
  2. 2. Performance Management Strategy Page 2 of 12 CONTENTS Section 1: Introduction Section 2: Appraisal System Objective Setting Appraisal and Review End of Year Appraisal Annual Timescales Appendices: Appendix A Objectives Setting Form Appendix B Appraisee’s Preparation for Appraisal Form Appendix C Appraiser’s Preparation for Appraisal Form Appendix D Summary of Appraisal Form Appendix E Personal Development Plan Page 2 of 12 Ratified at 06/04/10 Board Meeting
  3. 3. Performance Management Strategy Page 3 of 12 SECTION 1: INTRODUCTION 1.1 This strategy of performance management is being introduced for all staff to ensure that individual objectives are linked to those of SALSC. 1.2 The aims of the strategy are: (a) To create a shared vision of the purpose and objectives of SALSC. (b) To help you understand and recognise your part in contributing to them. 1.3 As a result, a more effective management of your performance and that of SALSC should ensue. 1.4 The system consists of three main parts: (a) Objective setting (b) Performance appraisal (c) Personal development planning Page 3 of 12 Ratified at 06/04/10 Board Meeting
  4. 4. Performance Management Strategy Page 4 of 12 SECTION 2: APPRAISAL SYSTEM Objective Setting 2.1 All staff will work with the Chair to identify fair and reasonable objectives around the most important aspects of their job. These objectives will reflect the business needs of SALSC and the Association’s objectives as identified by the Board and detailed in the SALSC Business Plan. 2.2 This stage will also help staff to focus on their own performance by: (a) Identifying and agreeing on the objectives staff members considered to be fair and reasonable to ensure that they achieve success in their job; (b) Deciding on the best way to monitor progress so that they can achieve their objectives; (c) Discussing any help and support required in the achievement of objectives. 2.3 Once the objectives have been agreed in discussion with the Chair it will be necessary for staff to document them, incorporate measures of achievement, and weight them according to the relative priority of each one (see Appendix A). Appraisal and Review 2.4 Staff will set their objectives at the beginning of each appraisal year and set review dates with the Chair to assess progress towards achieving the objectives agreed. 2.5 At each review progress will be discussed and compare it to the objectives initially agreed upon. 2.6 After each review there could be a range of actions that could be taken: (a) When objectives are going according to what was agreed, staff should work towards completion; (b) When performance is off track, staff should correct it for themselves, or seek assistance from the Chair; (c) If staff face a difficult situation, they should seek guidance from the Chair and plan together how best to deal with it. 2.7 Ensure all objectives are SMART: (a) Specific; (b) Measurable; (c) Achievable; (d) Realistic; (e) Time-framed. Page 4 of 12 Ratified at 06/04/10 Board Meeting
  5. 5. Performance Management Strategy Page 5 of 12 End of Year Appraisal 2.8 At the end of the appraisal cycle, the end of year appraisal will take place with the Chair. This will take place between September and October each year. 2.9 Prior to appraisal staff should review the Appraisee’s Preparation for Appraisal Form (Appendix B). The preparation the Chair will carry out is detailed in Appraiser’s Preparation for Appraisal Form (Appendix C). 2.10 At the appraisal interview staff will have a discussion with the Chair about their work throughout the year, and the Chair will give them feedback .This discussion will be summarised on the Summary of Appraisal Form (Appendix D). 2.11 As well as this staff will have a discussion about the future plans of SALSC for the coming year. At the end of the discussion, staff will be asked to do some action planning for the coming year and how their objectives and personal development plan may look for the next year. The discussion regarding personal development planning may focus on extending current roles, for example, learning new skills or a discussion around how staff may want their career to develop (see Appendix E). 2.12 The Chair will set a date to meet with individual members of staff again so that their final objectives and personal development plan can be agreed by the end of April. 2.13 The Chair shall keep a copy of all Personal Development Plans to ensure that any common training and development needs are identified and planned for. Annual Timescales Diagram 1 STEP 2 STEP 3 Personal objectives Informal reviews incorporating measures of throughout the year as achievement prepared and agreed agreed by Oct/ end of Nov. Personal Development Plan agreed by the end of Nov STEP 4 STEP 1 Half yearly review with Define SALSC Chair objectives Sept/Oct March/April STEP 6 STEP 5 Final appraisal completed Preparation for appraisal by mid October. notes issued by Chair Draft objectives and September personal development plan discussed. Page 5 of 12 Ratified at 06/04/10 Board Meeting
  6. 6. Performance Management Strategy Page 6 of 12 APPENDIX A: OBJECTIVES SETTING FORM Position: Date: Name: Required Outcome Objective Actions Weighting (quality/quantity/time) Page 6 of 12 Ratified at 06/04/10 Board Meeting
  7. 7. Performance Management Strategy Page 7 of 12 APPENDIX B: APPRAISEE’S PREPARATION FOR APPRAISAL FORM 1.1 The purpose of these notes is to help you plan and contribute for the appraisal so that the discussion can be as meaningful as possible. These notes should be used in conjunction with the knowledge and experience that you have acquired. As it is very much a discussion, you are also encouraged to read Appendix C so you know what planning is being done by that person. 1.2 Questions staff may find helpful to prepare for the discussion include: (a) What aspects of the job do you feel you have performed well and why? (b) Could you be more effective in your current role? If so how? (c) Are there aspects of your job that require clarification? (d) In terms of your objectives for the last year, how effective have you been overall in achieving your objectives? (e) Have you been able to take steps to overcome any difficulties? (f) How were these effective? (g) What extra help or guidance would you require to make you more effective in your present job? 1.3 If you have answers to any or all of the above do not try to remember them. Make a note of them and bring those notes with you to the interview. 1.4 The Purpose of Appraisal is to: (a) To help you develop a better understanding of SALSC, your job, and your contribution to the business objectives of SALSC; (b) To help you improve your performance by an objective review of the past and constructive joint planning for the future; (c) Agree a personal development plan. 1.5 When preparing for your appraisal discussion: (a) Be clear about the purpose of appraisal; (b) Make sure you understand the process; (c) Make sure you have adequate preparation time; (d) Think back and review your prior performance and any previous discussion(s); (e) Consider your strengths and weaknesses; (f) Consider your future aims; Page 7 of 12 Ratified at 06/04/10 Board Meeting
  8. 8. Performance Management Strategy Page 8 of 12 (g) Consider any development or training that might help you improve further; 1.6 For the appraisal discussion: (a) Try to be relaxed; (b) Don't be defensive; (c) Be able to discuss strengths and weaknesses constructively; (d) Tell the Chair of any areas that you are keen to develop; (e) Help to identify gaps in knowledge and/or areas requiring development; (f) Remember to listen; (g) Repeat and summarise for clarification; (h) Agree an action plan, which will form the basis of your new objectives and provide a realistic challenge for next year; (i) Discuss arrangements for your next meeting in September/October when you will finalise your objectives and personal development plan. 1.7 When following up be sure to: (a) Put action plan into progress; (b) Prepare for next discussion; (c) Have next discussion on agreed date. NOTES Page 8 of 12 Ratified at 06/04/10 Board Meeting
  9. 9. Performance Management Strategy Page 9 of 12 APPENDIX C: APPRAISER’S PREPARATION FOR APPRAISAL FORM 1.1 These notes have been prepared as a checklist to help plan and conduct an appraisal discussion. They should be used in conjunction with the knowledge and experience that you have gained in your appraisal training. 1.2 The purpose of the appraisal is to: (a) To help the appraiser and appraisee develop a better understanding of the department, the job, relationships and contribution to the business objectives of the Association; (b) To improve the performance of staff by an objective review of the past and constructive joint planning for the future; (c) To identify training and development needs. 1.3 In Preparation for the appraisal discussion the appraiser should: (a) Explain the process to staff; (b) Stress the confidentiality aspect; (c) Give adequate (at least seven days) notice to appraise; (d) Set aside adequate time for discussion; (e) Arrange a suitable venue; (f) Review previous discussion/documentation and objectives that were set; (g) Prepare the necessary paperwork; (h) Consider future aims and objectives; (i) Plan the structure of the interview to ensure a balanced discussion. 1.4 For the appraisal discussion the appraiser should: (a) Put the appraisee at ease; (b) Be well informed; (c) Be friendly; (d) Ask ‘open’ questions; (e) Remember to listen; (f) Summarise regularly what has been discussed; (g) Assess strengths and weaknesses (quoting actual examples); Page 9 of 12 Ratified at 06/04/10 Board Meeting
  10. 10. Performance Management Strategy Page 10 of 12 (h) Identify gaps in knowledge and/or areas requiring development; (i) Be constructive; (j) Devise agreed action plan, which should inform their objectives and provide a realistic challenge for next year; (k) Discuss arrangements for your next meeting in January/ February when you will finalise your objectives and personal development plan. 1.5 When following up be sure to: (a) Complete any notes; (b) Conduct any follow up discussions on agreed date; (c) Monitor and review. Page 10 of 12 Ratified at 06/04/10 Board Meeting
  11. 11. Performance Management Strategy Page 11 of 12 APPENDIX D: SUMMARY OF APPRAISAL FORM Summary of discussion– please set out below: Date: Signed: (Appraiser) Date: Signed: (Appraisee) Page 11 of 12 Ratified at 06/04/10 Board Meeting
  12. 12. Performance Management Strategy Page 12 of 12 APPENDIX E: PERSONAL DEVELOPMENT PLAN 1. On what aspects was it agreed to concentrate? 2. What activities were planned to assist your development e.g. on the job training, project work, external development? 3. Additional remarks Date: Signed: (Appraiser) Date: Signed: (Appraisee) Date of Next Review: Page 12 of 12 Ratified at 06/04/10 Board Meeting

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