Creating High Performing Organisations through your Performance Framework Sarah McIntosh (HR Consultant, NUS) Claire Marsland (HR Consultant, NUS)

Objectives of the Session To consider the concept of a ‘high performing organisation’ Share and learn from other SUs – what works well and what could be improved To discuss some useful tools to consider as part of a performance framework

High Performing Organisations

What is a high performance organisation?

High performing culture…

Where is your SU?

Creating a high performance culture

Exercise: Your Performance Management Approach - Share and Learn

Discussion – 3 Questions Q. What do you do in your SU to help employees understand performance expectations and continuously get better at what they do? Q. What works well with your approach and helps to encourage high performance? Q. What doesn’t work so well with you approach and why?

Performance Management: Tools to Consider

1. A defined performance cycle

A defined performance cycle Not just an annual appraisal meeting… Help employees understand that part that they play in the organisations plan Agree clear performance expectations and goals that are aligned to the plan Outline clear checkpoints throughout the year to keep performance on track Ends with a formal review of performance against expectation that provides a clear view of your judgement on overall performance, strengths and areas for development

USSA – Performance Cycle

USSA – Performance Cycle

2. A definition of the elements that you measure to determine performance

Performance @ Liverpool SU

3. Objective Setting

SMART Objectives Not that old chestnut… Specific enough to be meaningful Measurable so that it is clear when they have been met Achievable so that they motivate the individual Relevant to the role and needs of the organisation Time bound so that it is clear what period they are relevant for and to be measured in

What gets measured gets done… There are five broad categories of indicators:   Quantitative - based on numbers or statistics Financial - based on cost Qualitative - based on feedback about how good a service/activity is or the way that it is managed Process - based on how decisions are made and how people are involved in the service or activity Comparative - based on comparing what this organisation does with what others do

4. A behaviours based framework

Influencing your culture   

National Competency Framework

Example of a competency

5. Helping managers to have quality conversations

A little clip from You Tube… http://www.youtube.com/watch?v=IkYUDQCYGHA

Management Performance Dilemmas Cynic Player Victim Spectator Energy Motivation/Engagement

Management Performance Dilemmas Coaster Star Problem Child Striver Knowledge and Skills Motivation/Engagement

Coaching: GROW Model Coaching REALITY OPTIONS WAY FORWARD GOAL Coaching Once performance expectations for the year ahead are agreed, it’s all down to having quality conversations with your team members to encourage high performance. You can do this through coaching which can take place anywhere and at any time; in 1:1’s, performance review meetings or as part of an informal chat.   Leading performance is less about telling someone what to do to improve; it’s about coaching them to come up with their own solutions to grow and improve and providing feedback and recognition to guide them on the way. The GROW model can help as it outlines the four key stages of any coaching conversation: Questions that you could ask people at each stage include: Goal – what are you hoping to achieve? Reality – what is happening now? What’s stopping it from happening and why? What is the feedback? How do you feel about it? Options – what options do you have to move the issue forward? What are the next steps? Way forward – What are your next steps or actions from here? What are you committing to do more of / less of / differently? What support do you need?

UCLan Management Training   Performance cycle Agreeing performance expectations  Coaching skills Courageous conversations & managing underperformers Recognition and promotion of role models Preparing and conducting 1:1’s Preparing and conducting appraisals

6. Managing star players

NUS Talent Matrix

Questions