Staff Review and Development (SRD): For those being reviewed Human Resources Division Personal and Professional Development Staff Review and Development (SRD): For those being reviewed Intro me Refresher/new Also as reviewee Today’s objectives: Clarify purpose and outcomes of SRD (rev/rev/org) – and fit in to wider working context Consider process/stages – how to get most out of each part Useful skills for SRD Consider challenges and encourage engagement How to get the most out of SRD Films Evals/slides (to send later) Range of experience – chance to refresh or reassure or build on skills – share good practice Recent review experience? Good/not – why? To add: What are the challenges (reviewer/reviewee/org) – and how to overcome? (Link with What if scenarios) Jessie Monck, PPD, jcm56@cam.ac.uk

Overall purpose and outcomes of SRD SRD is for all employees across all grades and staff groups. “Its purpose is to enhance work effectiveness and facilitate career development.” SRD Guidance 2004 Review work and progress Plan for future work and development Clarify responsibilities Look for solutions Consider longer term plans Reviewer Reviewee Supported self-review Firstly an overview of the overall purpose and outcomes of SRD. All members of staff, including Contract researchers, are entitled to an SRD meeting within the framework – 100% coverage is the target, and annual returns show that the number is increasing. Your DA will be able to advise you further on local arrangements in your department. The framework itself can be adapted and amended locally in departments, and also allows for flexibility to make it appropriate to the member of staff you are reviewing, whatever their staff group. There is some further work being done to ensure it supports and fits with other structures in the University, eg the Senior Academic Promotions process and how it can fit with CareerPathways for certain groups of staff. Slide – plus it’s a chance to: Discuss any difficulties or obstacles to effectiveness – look for solutions Understanding of role within wider context Discussion of longer term aspirations

Roles and responsibilities Employees with responsibility for others… create an environment to help ensure individuals and the team can and do get the job done All employees… take responsibility to meet standards and expectations of the job a manager’s role is to manage the TASKS, TEAM, and INDIVIDUALS. Their role is to get the best from people in terms of performance, development and behaviour. And ALLOW them to get the job done (encourage independence) It is not an event but rather a strategic and integrated process that operates as a continuous cycle. Good managers… ensure individuals and the team can and do get the job done Commit time to planning and managing the team as well as other tasks Recruit the right person, use induction and probation effectively Plan ahead, agree and communicate clear objectives Give regular and constructive feedback Review and make plans with individuals, give opportunities for development Be approachable, encourage input, listen and communicate effectively Lead by example, celebrate successes and learn from mistakes Support, build trust, motivate and encourage independence Good employees… share responsibility to make the most of these This session will consider how to approach Staff Review and Development as a specific tool in this wider context of managing others and how to get the most from it. Employees must take responsibility to meet the expectations and requirements and OBJECTIVES of the job. This may include: Take time to plan ahead – how they will achieve their objectives? Review and communicate about progress or difficulties Ask for support if necessary Take on board constructive feedback Take opportunities to develop necessary skills and knowledge Contribute to overall team plans and objectives Communicate effectively NB managers are also employees  with standards to meet

SRD: Why do it? Reviewee Self-review Clear direction Well-being Reviewer Agreed direction Promote independence Relationship Motivated staff Satisfaction Team or Group Morale Performance Share skills Support Department Results Reputation Succession Retention Culture Focus on future Reviewee Self-review Clear direction Well-being Development Motivation Before we look at HOW to do it, let’s look at why it matters. Draw on own experience Who are the stakeholders in this? Reviewee Reviewer PI/Group Dept Activity – 4 small groups, one each Outcome for reviewer? Motivating to support less experienced colleagues. Find out what is working, build knowledge across dept. Outcomes for org? People working happily and effectively together, good for motivation and performance, culture/reputation attracts/retains right people

What does SRD need to succeed? Commitment & genuine interest in making it useful Knowledge about it – e.g. why and how Time to prepare Ability to reflect on knowledge and experience Ability to draw meaningful conclusions and objectives Be an on-going part of good employment and support Genuine interest in making it useful Trust – no surprises, open about ongoing feedback Knowledge about the process and outcomes – knowledge about future areas of work (bigger plans) Integral part of good management Problem solving Construvive with supporting self-review and feedback

Stages in the SRD process 1. Prepare 2. Meet 3. Follow-up Good practice can include: 4. Review of the review process

Stage 1: Preparation – before the meeting Practical arrangements Read relevant guidance, incl. PD25 Date, time, venue Consider a pre-meeting Key areas to consider: Work and performance Strengths and skills Areas to develop Potential objectives for the next year Wider plans for the team/organisation/department Longer term aspirations Questions you will ask Managers: supporting their preparation for the discussion Possibly seek input form others Look at PD25 for list of useful questions that will help you both to prepare. Areas to consider before the review meeting: Practicalities: arranging date/time/venue, scheduling time to prepare & follow-up Work and performance in the last year Previous objectives (and progress) and review records Job description, the individual's development within the role Strengths and skills, areas to develop Notable achievements and contributions Enjoy most/least within the role Any concerns or particular feedback – with potential solutions Possible objectives for the coming year – how they fit with departmental goals Possible plans for the future – career aspirations Suggestions for improving how you work together The questions you might ask this particular individual to support their self-review

Stage 2: Stages of the meeting Start the meeting Clarify purpose and agenda Discuss Work, progress and achievements Areas of strength and enjoyment Areas and ideas for improvement Objectives: work and development Career planning and aspirations Agree actions Evaluate and close the meeting Reviewer to guide through these stages Middle section to discuss achievements, progress, what’s gone well/not so well Agree plans, targets and objectives Consider personal development in context of career aspirations

The meeting – in film Look out for what is done well and not so well (e.g. skills, knowledge, behaviour) Start of the meeting 1 Start of the meeting 2 Middle of the meeting 1 Middle of the meeting 2 End of the meeting 1 End of the meeting 2 What could you do more (or less) of?

Stage 2: Skills, knowledge, attributes for the meeting Ask useful questions – and listen to answers Draw conclusions from discussions Be constructive – look for solutions (e.g. how to make an improvement, or meet a development objective) Consider bigger picture, make plans, agree objectives Knowledge – e.g. the direction of future work and opportunities Record key points, guide the meeting, keep to time and agenda Be open to suggestions and feedback Useful skills for both participants Objectives – both work and development positive attitude – look for solutions A constructive meeting: Reviewees do most of the talking Reviewers listen actively & engage constructively Scope for reflection and summarising Contribution is recognised Ends positively with agreed action plans for future work and development performance not personality self-review take stock the whole period is reviewed: Overview: not just recent or isolated events no surprises Possible challenges/scenarios   Reviewer lack of prep Reviewer dominating discussion Responding to criticism Reviewer not seeing it as a priority (‘start’ example 1 video) Reviewer not setting time aside Not agreeing on priority of objectives Reviewer setting unrealistic objectives PDoc issues??

Key skill: tips for effective feedback The purpose of feedback is to change or improve a situation. It must be a positive process and experience. Giving feedback Be prepared, be specific Clarify expected and actual performance or behaviour Consider possible solutions or improvements Agree way forward Feedback about positives too Model how to receive feedback well Receiving feedback Approach it positively and calmly Listen actively to feedback Ask for specific examples or clarification if necessary Consider the feedback and possible ways to address it Make a note of key points Try to thank the person Most important giving and receiving feedback should be a positive process and experience – purpose is to change or improve a situation. Regular and timely Be specific Emotional self-control Roll with the punch Ask questions Repeat back what you’ve heard Consider whether it is warranted or not Admit shortcomings/failures Avoid counter-attack ic

“What if….” possible challenges or concerns Only one or two words Agree, but half heartedly Seem unhappy Appear anxious, or angry Expectations are different to yours Reviewer lack of prep Reviewer dominating discussion Responding to criticism Reviewer not seeing it as a priority (‘start’ example 1 video) Reviewer not setting time aside Not agreeing on priority of objectives Reviewer setting unrealistic objectives PDoc issues??

Tips for dealing with challenges Practise assertive behaviour Be clear about what you want to get out of the process Anticipate/pre-empt reactions Ask open questions and also ask specific questions to probe further or to get clarification Have evidence to back up your opinion, be reasonable and objective Manage expectations e.g. agree reasonable time lines and discuss priorities Be prepared – stay calm IN most cases, people are keen to take part Pre-empting different (or difficult) situations Occasionally you may experience a difficult or different reaction. SLIDE some examples – and words of advice that you have submitted. In most cases, really good questioning can help to avoid and/or alleviate these problems – it may be upfront and along the lines “I sense you are not feeling positive about this process, can you tell me why?”. You are looking for open and honest discussion – and in most cases this is what you will get. Try to anticipate before the kind of questions you might need to ask, or pre-empt how you think someone will respond – could a quick pre-meeting help alleviate any anxiety or misunderstanding about the process?

Key skill: Setting objectives for SRD Work To achieve in next 12 months Linked to wider objectives Development To help do the job better To meet work objectives Record on the Personal Development Plan (PD26) Record on the SRD form (PD25) Work: what you are going to work on/achieve in next 12 months Developmental: in order to achieve work objectives

Key skill: Setting and achieving objectives (1-2-3) Identify what needs to be achieved Clarify and record it (be SMART) Consider what needs to be done to achieve each objective Objectives used every day – often process driven (I need to do this by the end of the day) To achieve: results orientated (impact/outcome), sometimes need to be activities orientated (process) May depend on individual, position in team, requirements of their role Some will need support to identify no.3. For senior staff, no.3 is the strategy/planning stage. Programme examples: Process: deliver 6 management development programmes to UL managers in Mich 2012   Impact: by the end of this programme 90% of you will have developed the tools to feel more confident in your management role and be able to and demonstrate these within your role. Outcome: as a result of the development programme by July 2013 there will improved performance and less absence in all areas of the UL

Meeting development objectives: being creative Activities for achieving development objectives include: go on a course work shadow or swap find a mentor or be a mentor reading/research observe/speak to ‘an expert’ be ‘the expert’ and teach someone else take opportunity to practise attend meeting/event work on a project with others delegation – can provide many possibilities for development … End of meeting 2

Stage 3: follow-up after the discussion Both RECORD the discussion and objectives (use PD25 and PD26) Reviewees Take responsibility for achieving objectives Continue to review and communicate progress Reviewers Provide support to achieve objectives Continue to review and communicate Head of Dept Sign-off records, identify trends Until now we have considered the first 2 stages in the process – the preparation and all the skills/knowledge that you can bring to a meeting. The final stage is to integrate into the ongoing work and development of the reviewee, and your management of that person – linking it back to the benefits and outcomes of the process overall. Let’s assume you’ve had your meeting – what do you need to do afterwards?  

Overall purpose and outcomes of SRD “Its purpose is to enhance work effectiveness and facilitate career development.” SRD Guidance 2004 Review work and progress Plan for future work and development Reviewer Reviewee Final points – SRD is intended to be a supportive and motivating process for both people taking part. It is not meant to replace the ongoing daily, weekly management of individuals, but is a chance to step back, to take stock and agree plans ahead. If necessary start with ones you feel will go smoothly and build on your experience.

PPD’s online learning resources http://www.ppd.admin.cam.ac. uk/online-learning Effective SRD Giving Effective Feedback Managing Challenging Conversations Roles and Responsibilities Communicating Assertively And more