Connect – Prospect’s communications sector Performance Management advice

What is performance management? Should be about getting the best out of people A continuous process Recognising good performance as well as managing under performance Key responsibility of managers of people Managers need to understand and apply the process effectively and take the appropriate action if standards are not being met Should be positive, not punitive

April 2010 agreement Read the booklet No quotas or forced distributions No managed exit targets New ratings – Excellent, very Good, achieves standards, Development Needed and Unsatisfactory Achieves standards – is achieves most standards Standards should be set up front, not be revised retrospectively

Levelling Should be about ensuring fairness and consistency in assessment against standards Checking assessments across a peer group Resetting standards for the next cycle It should also check that ratings reflect team and unit performance Not about quotas Any changes to ratings arising out of levelling must be evidence based and a record of the decisions and reasons must also be kept. Only every six months from Q3 2011/12 onwards

Relative performance Element we were most concerned about but Key safeguard: If someone meets the standards then they should be assessed as Achieves Standards You can’t be rated lower just because of your relative performance.

Development needed is not the new GS Wanted to move away from negative connotations around GS rating Can move to BTTC Not described as low performance for equal pay review Most get pay increases Safeguard before going onto initial formal warning stage Coaching plan needs to be specific

Checklist Agree what the expected standards are at the start of the year Capabilities Job description Objectives Have quarterly 1:1 – at least – push for these Check the notes Weaknesses? - ask for evidence, examples, facts and figures Ask for your anticipated marking Pay attention to job standards as well as objectives Can the work be done in your contracted hours? (36 a week) Your rating should not come as a surprise Challenge marking down Someone new to a job should not automatically be assessed as “development needed".

Preparing for your DPR Spending some time preparing yourself Think about the contribution you have made Gather bouquets and other evidence of performance Look honestly at areas where positive changes can be made Think about what you would like to achieve over the coming period and set some priorities Make sure you and your manager get undisturbed time Keep your cool. Remember your rep can help you by chatting over the issue in confidence or by giving more formal advice No-one can be brilliant in every category If you are not happy with the outcome, make sure you resolve any problems so that you can put them behind you - we can help with this.

At your DPR or 121 Don’t dwell on single incidents – take a balanced view Ask for examples and evidence, not bland statements Always discuss progress to date and get this documented Keep evidence but don’t write a book! Challenge 'platitudes' such as "we have raised the bar" Insist on regular feedback Ask the question as to how you are performing

Objectives/targets Individual performance against objectives should be reviewed regularly and discussed at 1:1 review meetings Objectives should be SMART: specific, measurable, achievable, realistic and time bound Be central to the job and consistent with the individual's job description Describe the individual/team's priorities Include the measurable level of achievement expected and timescales Be demanding but achievable Aim to motivate the individual and the team

Objectives – some checks Does your role genuinely contribute to the deliverables or are they simply "rolled down" and not 100% relevant? Are they genuinely achievable and, particularly for personal objectives, under your control. Even 'stretch' should be achievable. Do you have all the resources to deliver. Are you empowered to deliver - or are there too many outside influences? Is other, injected work, likely to affect your ability to deliver - if so, how will this be negotiated? Is progress trackable and regularly reported so you know how you are doing? Discussed and noted during (at least) quarterly 1:1 Don’t agree unachievable targets – if they are unachievable state why and get disagreement down in writing.

After your meeting Check the notes – make changes as necessary Are your objectives OK? Do you have a personal development plan? Don’t just accept a poor performance rating – if it’s unfair, challenge it. If your performance has slipped, take positive steps to improve it. Talk to your rep in confidence.

Common Misapplications Standards not set up front Not identifying weaknesses until DPR Being marked down because on Learning Curve Sick Maternity Leave No-one should be marked down because they are new to a job and making acceptable progress through the learning curve It is time at work that counts, not time when you are sick Your LOB failing doesn’t make you a poor performer

Common Misapplications – 2 Levelling: Should be to check consistent standards are being applied Not about forced distribution or quotas Peer to peer assessment is not a trump card – if you achieve the standards that should be the rating Changes to the performance rating in levelling tog with the evidence must be recorded by the owning line manager of the levelling review.

Personal Development Plan Employees are responsible for owning their PDP Discuss PDP with your line manager and address: performance gaps learning points from personal feedback future needs for current role and possible future roles your aspirations manager's view of your future career development cost-effective development options Include timescales for development Reviewed in 1:1s Everyone should have a PDP – make sure you do! Use OPUS2 Careers Services

PIPs Informal PIPs no longer exist across BT First stage of Managing under performance is now the initial formal warning stage or a formal PIP Someone who is marked Development Needed can only be put on the formal MUP process when: Performance has deteriorated and is unsatisfactory against the standards set at the beginning of the performance cycle; The people manager has held a 1:1 to explain that performance is unsatisfactory; and An individual has been given reasonable time to improve. Tell us if you see the following: generalised threats, automatic triggers or targets to put people on PIPs

Managing Under Performance process – the stages Managers checklist Initial formal warning aka Formal PIP NB there must be a hearing before decision is made to move to this stage You can appeal initial and final warnings Final warning Decision – dismissal/downgrading Appeal

Managing under performance- some checks Regular 121s Weaknesses clearly identified Chance to improve before going formal? Appropriate training and support provided Are objectives reasonable and achievable? Has peer to peer been used as a trump card? – can’t be sole reason Is someone else driving the decision? Is sick leave an issue? Could there be some discrimination taking place? Have all reasonable adjustments been put in place? Is someone new to the role? What is the management style? Supportive or bullying? What will the PIP/monitoring period focus on? Plan? Timescales? Achievable?

Appeal process Can appeal against initial and final formal warnings Individuals must be informed in the decision letter of their right to appeal. The intention to appeal and the reasons for the appeal must be submitted within 3 working days of the decision being notified. Can supply additional info within 5 days The appeal will be heard and closed down within 8 working days of the appeal being registered/submitted. Submitting an appeal will not stop the formal monitoring from starting. However, BT has confirmed that they will not move to the next stage of the process whilst an appeal is outstanding.

Sources Of Information Website BT Information Avoiding Bias (e Learning) Diversity Let's cut it out (Bullying & Harassment) Careers –