© PeopleAdvantage 2013 All Rights Reserved We will Show You How to Easily Conduct Effective Performance Appraisals LCSA Conference 2013

© PeopleAdvantage 2013 All Rights Reserved The Principles and Practice of Performance Appraisal LCSA Conference 2013 First Things First

© PeopleAdvantage 2013 All Rights Reserved Alignment – Linking to Organisation Objectives  Performance expectations must be grounded in organisation direction and business goals  Link performance requirements in each role to strategic organisation objectives  Focus on organisation requirements (not curriculum based competencies )

© PeopleAdvantage 2013 All Rights Reserved Linking to Organisation Objectives (cont.) “Whole of role” performance includes:  Organisation (contextual) requirements  Operational (functional) requirements Requirements differ between job families:  Management  Professional  Skilled / Technical

© PeopleAdvantage 2013 All Rights Reserved Role Requirements that Drive Performance  Role requirements must reflect and link into critical organisation strategies and objectives  Role requirements must be clear, open and well understood by all staff  Job Levels must be appropriately set to provide sufficient motivation and incentive for staff to want to develop performance and progress in their career  Role progression within role groups (e.g. Management) and across role groups (e.g. between Management and Professional) must be clearly understood by all staff

© PeopleAdvantage 2013 All Rights Reserved Role Requirements Frameworks  The left column of the framework shows the role requirement areas.  The next columns (Levels) represent the career path for the role family concerned.  Each column in the framework also represents a performance level of work increasing in complexity from left to right across the framework.  Levels of work are directly linked to role evaluation points and can be matched to equivalent levels of work in other organisations. Level 1Level 2 Business Knowledge In-depth understanding of a segment of the company's work and how it relates to the business. Comprehensive understanding of a major area and how it relates to the company's business. Applies advanced project management techniques, methods and procedures. Leadership & Planning Effective member of a small project team, or effectively leads a small group. Assists with project planning, costing, estimating and scheduling. Undertakes detailed planning, costing and scheduling for project segments. Is a project manager for a small project, or team leader for a small team in a major project. Manages approximately 4 professionals. Prepares estimates, costs, plans and work schedules. Monitors project progress on a day-to-day task level and ensures targets are met. Conducts performance appraisals, training & development and overall performance management of the team.

© PeopleAdvantage 2013 All Rights Reserved A Multi-Function, Multi-User Platform A Multi-Function, Multi-User Platform Role Requirements Frameworks form a foundation or platform for:  Role Design  Establishment of Organisational Grade Structures  Remuneration Benchmarking  Recruitment  Performance Appraisal  Learning and Development  Career Planning and Individual Development

© PeopleAdvantage 2013 All Rights Reserved ExampleExample Role Requirements Framework Position Description Learning and Development Plan Level (3) Strategic Requirements Functional Requirements Key Result Areas Objectives Performance Indicators Competencies Required Learning and Development Activities Competencies Achieved

© PeopleAdvantage 2013 All Rights Reserved Primary Objective of Performance Appraisal  Assess annual performance  Identify learning & development requirements Keep performance evaluation separate from learning & development considerations

© PeopleAdvantage 2013 All Rights Reserved Formal & Informal Performance Appraisals Performance should be regularly discussed and reflected upon. Two main activities:  Formal Performance Appraisal  Informal Performance Appraisal

© PeopleAdvantage 2013 All Rights Reserved Formal Performance Appraisal  Structured session: a specific time and place is set aside for the evaluation interview  Conducted by the manager within the “formal” manager / staff relationship  Conducted twice per year, although many organisations only conduct a formal evaluation once per annum  Often linked annually to salary review

© PeopleAdvantage 2013 All Rights Reserved Informal Performance Appraisal  Manager, Supervisor or Team Leader acts as “coach”  Does not rely on formal authority or set procedure  Occurs on a regular basis, many organisations ensure that coaching takes place at least every three months

© PeopleAdvantage 2013 All Rights Reserved How to Conduct a Formal Performance Appraisal Interview Objective:  To identify performance achievements, strengths and weaknesses, etc. over the period;  To recognise good performance  To secure agreement to improve performance where required

© PeopleAdvantage 2013 All Rights Reserved Formal Performance Appraisal – Interview Structure  Beginning: Welcome the staff member and reduce his/her anxiety  Listening: Ask “open” questions to encourage the staff member to raise any issues concerning the role, his/her performance and any other issues which the staff member considers relevant  Providing information: Review the staff member’s achievements and strengths and weaknesses in relation to role performance and the requirements essential to achieving objectives

© PeopleAdvantage 2013 All Rights Reserved Formal Performance Appraisal – Interview Providing Information (cont.) As a general rule the ratio of strengths to weaknesses raised should be 4:1, i.e. 4 strengths to every 1 weakness. Avoid offensive and/or personal criticism. All evaluative comments should be directly related to role performance.  Ending: Ensure the staff member understands and accepts strengths and where he/she must improve performance. Develop a plan with the staff member to improve performance where relevant.  Review the job description, objectives and the learning and development plan with the staff member.

© PeopleAdvantage 2013 All Rights Reserved How to Conduct Informal Performance Appraisals Essential:  Constantly monitor the staff member’s performance against objectives  Provide feedback and support on below standard performance at the time it becomes obvious  Also give praise at the time or, as soon as is practicable after, the staff member achieves desired results. Whereas the formal appraisal takes place within a structured interview context the informal performance appraisal can occur at any time, and should occur on a regular basis.

© PeopleAdvantage 2013 All Rights Reserved Performance Appraisal & Development Discussion Framework Overall Appraisal ResultLikely OutcomeDiscussion Objective Bigger roleConsider opportunities Growth in current roleMake development plans SuperiorBroadened assignmentReview possibility of extending responsibility No change in dutiesHow to maintain performance level Bigger RoleConsider possibilities CompetentGrowth in current roleMake development plans No change in dutiesHow to maintain or improve performance level Can improveSet out steps to lift performance Needs Improvement Unlikely to improveReview reassignment options

© PeopleAdvantage 2013 All Rights Reserved Summary of LCSA Website resources Template Performance Appraisal policy Template Performance Appraisal form Position Description policy Position Description templates - matched to RRF job levels Role Requirements Frameworks - Centre Managers / Coordinators - Community Services roles - Administration roles Step by Step Guide to using RRFs

© PeopleAdvantage 2013 All Rights Reserved Final Comments  Ensure role documentation exists and is clear and reflects the full range of critical requirements, objectives and performance indicators.  Ensure that the manager conducting the evaluation understands the role.  Ensure the staff member understands the role. This can be determined and worked through during the course of regular informal feedback involving coaching.

© PeopleAdvantage 2013 All Rights Reserved Final Comments (cont.)  No surprises! The manager and the staff member concerned should always understand each other in relation to the performance being achieved in the role.  Does the staff member have the necessary capabilities to perform the role successfully? Are the performance requirements and development plans aligned?

© PeopleAdvantage 2013 All Rights Reserved One More Thing – Use PeopleAffirm® To Conduct Easy, Effective Performance Appraisals  A new easy to use online performance appraisal system  RRFS → Competency Descriptors → Performance Outcomes → Five Level Performance Assessments → Performance Data Analysis → Reports  Workforce gap analysis → Capability Development