Appraisal briefing for Managers to use with their teams

Purpose of this briefing session For me to share my learning from the Managers Appraisal training Slides and ideas For you to share your thoughts and concerns Raise the questions now so we can be sure to address them For us to agree how we can make this work in our team

Information about the new appraisal system The following slides were all used during the Managers Appraisal training workshop There is information on the Southern Health website, e.g., copies of behaviours Full copies of the paperwork, checklists to help people prepare and more FAQs will be added over the next few months

Appraisals in general The purpose of a good appraisal system is to:- Review achievements against objectives, both in terms of what was achieved and how Agree future objectives Plan development & support required in order to meet those objectives. Ensuring greater mutual understanding between people, more opportunities to give praise, better clarity of focus and increased engagement.

Appraisals in the context of all other people management activities Performance management Individual development Disciplinary processes Team development Appraisals Monthly reviews Informal chats Coaching

The Organisational Context National Health Service Southern Health Business Plan Future objectives Future Objectives Past objectives Review behaviours and achievements Deliver outcomes Continue to improve behaviours and skills Individual

Why change our appraisal? To make it consistent ensuring the same approach across Southern Health To make it easier ensuring it is as easy as possible for staff at all levels To align it to our business plan ensuring everyone understands their part in our success To align it to our new values ensuring we’re appraised against the behaviours that define our values

What did our research tell us? Focus Groups, telephone interviews, Working Group, Pilot discussions, best practice research across a range of organisations Simplicity Clarity Choice Meaningful Inclusive Clinical supervision is different

Key features of our new appraisal Cascades the business plan into your personal objectives every April Provides you with feedback on the way you behave Confirms evidence of your clinical / professional competence Appraisal Form focuses you in 3 sections Review of the past Confirmation of evidence of competence Plan for the future Uses an appraisal notebook - shape the way you work month to month

The Notebook Pass your team your notebook to have a look at! Prompts about our overall goals and principles…. Spaces for notes about your own specific objectives, support, learning and achievements throughout the year…..

Section 1 – Reviewing the past Personal reflection What are your views on the previous year? B. Achievement against objectives What have you achieved? (for your patients/service users, for your colleagues, for your part of Southern Health, for yourself?) C. Behaviours Detailed sets of behaviour to help us reflect and clarify expectations

The origins of our new behaviours Our behaviours describe what staff at different levels do when they display the values Our values describe the culture we aspire to Valuing Achievement Delivering Value Forging Relationships Driving Innovation Releasing Ambition Person & Patient Centred Frontline Team leader Manager Divisional Exec Board Chris Values define the culture we aspire towards – aspirational – and nothing more than a poster on their own! These have been translated into behaviors for each level of the organisation These behaviors define high and low performance 12

The behavioral framework – appraisal forms for each Frontline clinicians and carers Frontline non-clinical Frontline medical Business support Operational services Corporate services Team leaders Team leaders Managing managers Managing managers Chris Values define the culture we aspire towards – aspirational – and nothing more than a poster on their own! These have been translated into behaviors for each level of the organisation These behaviors define high and low performance Divisional, associate and area directors Executive Board 13

Two aspects in this section Section 2 - Confirmation of evidence of professional/clinical competence Two aspects in this section Statutory & Mandatory Training Professional/Clinical requirements to maintain current role Individuals need to take personal responsibility Managers need to be confident in their staff

Section 3 – Planning for the future Objective setting Driven by the cascade of the Business Plan Personal development needed to achieve objectives Use a wide range of development options

Development options Reading Shadowing On-line resources Journals Networking Conferences Projects Coaching Mentoring Reflective practice Learning journal Acting up Covering for holidays Secondments DVDs Speak to experts Specialist briefings Meetings

…and finally…… A page at the back for anything else – whatever you want to say that doesn’t fit anywhere else…. Special thank you’s? Appreciation? Career thoughts? Suggestions?

Making it work for us What do we need to do to prepare? Let’s book some diary time….. Check back on our questions from the beginning….

These are the important things …. The quality of the conversation underpins the quality of the process Preparation and follow up are key for everyone We are all learning – this is the first time round Be flexible and sensible! Good luck!