Corporate H.R.
Service
Performance
Management Scheme
1.
Definitions
and Benefits
1.1
The Council’s corporate framework for
performance management identifies the following benefits of having a structured
approach to thinking about performance at work.
1.2
For individuals and managers it:
q clarifies individual and team goals
q provides an opportunity to give and receive feedback
q focuses on results
q encourages equal treatment
q supports ongoing communication, feedback and dialogue
q increases job satisfaction.
1.3
For the Service and Kirklees it:
q communicates Aims and Objectives
q improves performance through commitment to staff
q provides direction and planning
q aligns the outcomes of individuals, teams and Services to the goals of the organisation
q provides an opportunity to consider the long-term view of
the organisation.
1.4
The overall objective is to promote
organisational efficiency thereby improving services through the positive
management of performance on an individual and team basis.
1.5
Performance management will provide the bridge
linking the development of an individual to the positive and desired outcomes
of the Service. The Scheme set out below
will provide an opportunity for an open discussion on job performance and
agreed action for improvement.
1.6
The Scheme will operate alongside other key
processes for the Corporate HR Service namely, the Service Performance and
Development Plan, the Training Development Policy and Procedure.
2.
The
Process
2.1
Performance Management, as already indicated, is
a style or approach to management which involves managers and individuals in
the management process. It recognises that management is not exclusively about
line managing people but about people managing themselves, fellow workers and
customers.
2.2
However, in order to monitor and review
progress, it is necessary to take time out of busy work schedules and take
stock of the work situation.
2.3
These stock taking sessions are called
performance review and development discussions or PRD’s.
2.4
Everyone in the Service is entitled to
individual time to discuss their areas of work and progress and everyone will
have the responsibility to contribute to their own review meetings in terms of
preparation and follow-through.
2.5
Training will be provided in order that everyone
understands the performance management process generally and the purpose of
review meetings in particular.
3.
The
Stages of Performance Review
3.1
Formal performance review and development
discussions or PRD’s.
will take place once a year as a minimum with at least
one review meeting at an appropriate interval during the year.
3.2
However informal discussion and review /
supervision will occur more frequently.
3.3
Stage 1
Unit Heads will decide who will take responsibility
for individual performance review and development. Once this has been agreed, the responsibility
for setting up the PRD’s rests with the “pairings”
which have been identified. However, the
Unit Heads have overall responsibility to ensure that all meetings occur in a
timely manner.
3.4
Stage 2:
The line manager and the individual will jointly agree a suitable date,
time and place for the meeting.
The discussion will include a review of key areas of work, targets and objectives set and development which was identified at the previous meeting. After the review new objectives and targets will be agreed and where appropriate development identified. The discussion should link the work of individuals to team and service plan, and the service performance plan will provide background for the meeting.
The service will have identified competencies which it considers important, each year these will be included as part of the discussion. As the use of competencies develop in the service employees and managers will be provided with information which will help them to use the competencies effectively. The competencies will be recorded on the form and development needs will be identified where performance does not meet the expected level.
The manager and employee will prepare for the meeting by completing or updating the performance review and development form which is attached at Appendix 1
The form may be exchanged in
advance of the meeting, but it is acceptable to table it at the meeting
provided it is completed.
At the end of the meeting, the manager and employee agree outcomes and actions
and timescales. The rationale for the
actions / outcomes should also be recorded.
Both can sign the form at the end of the meeting in order to indicate
agreement on the way forward in terms of meeting work objectives, or no longer
than 2 working days after the meeting.
Copies will be retained by both
line manager and individual.
Any outcomes identified in terms of training should be actioned
under the Service Training and Development Policy and Procedure and in this way
a link will be established with the Performance and
Development Plan.
3.5
Stage 3
Progress will be monitored and reviewed periodically during the year within
the context of informal up-date meetings.
Performance management is a continuous process and monitoring, reviewing
and feedback should occur regularly.
3.6
Corporate Priorities
The Service recognises that with the introduction of competencies, the time
available at PRDs needs to be focused on performance
related issues. However, there are a
number of key corporate issues that require discussion on a one-to-one basis
and which require time out in the same way as the PDR discussions.
Therefore a discussion will be arranged by the “pairings” on a 6 monthly basis
to discuss the following issues:
i. Environmental issues and
sustainability
ii.
Health and Safety
iii.
Disability Discrimination Act and Reasonable
Adjustments
iv.
Recruitment and Selection
v.
Other relevant Council policies
vi.
3.7
Career Grade Progression Schemes
The Performance Management Scheme
will apply to all staff whether in career graded posts or not, in order to meet
individual development needs. Where
career grade progression does operate, criteria for both schemes will be
compatible and it may therefore be appropriate to combine both interviews.
3.8
Appeals Procedure
Every effort should be made to achieve agreed
outcomes between an employee and their manager.
However if there are irreconcilable differences, an employee may require
an appeal hearing with the manager’s manager.
Only if this does not resolve the item will the employee have the right
to invoke the formal Grievance procedure.
|
Corporate H.R.
Service |
Performance
Review and Development Form
Please use this form to prepare yourself for your Performance Review and Development discussion. Think about your past performance and your future work and development needs. |
Name Date |
|
Key Performance
Areas
|
|
Achievements and
blockages
|
|
Issues for
discussion
|
|
Continuous improvement ·
Have you any suggestions for improvements in
the way the service is delivered |
|
Future Development · Look at the review form from your last meeting, have your development objectives been met? |
|
Equality and Diversity? · Is there anything you wish to pursue in relation to the “Promoting Diversity and challenging inequality” competency |