Dealing effectively with difficult people issues

Learning Objectives To equip ourselves with the tools needed to manage performance To understand the range of leadership and management tools available Recognising the benefits of early intervention Consideration of your leadership and management style and approach in dealing with such issues

Trust Objective To provide successful and effective delivery of services to patients by ensuring performance at work is maintained at a high level. To manage and resolve employee capability and capacity issues at work consistently, fairly and empathetically to balance the needs of both the individual and the needs of the service.

WHY Performance Manage  Achieve good level of Performance/Behavior  Plan for Future (promotion, transfer, career development)  Facilitate Decision-Making  Facilitate Human Resource Planning  Create Culture  Building Good Relationships  Increase Organisational loyalty  Think about impact on other staff

Performance Management Supports the business strategy Is values based Enables employees to manage own performance Sets out expectations (clarifies roles and responsibilities) Creates partnership between management and employee

Performance Management Emphasises importance of measurement, feedback, and reinforcement Empowers employees Getting work done through others Manager’s performance is only as good as his/her employee’s performance

Contributing factors to poor performance Lack of motivation Team Dynamics Role boundaries/ clarity Leadership style Training/Induction Conduct/Behaviour Outside influences Lack of understanding of contract Disability Health Sickness Absence Substance Misuse Personal Circumstances Stressors Colleagues style Lack of understanding of role

How shall we assess Performance? Traditional - Annual Review (Appraisal) Agreeing SMART Objectives linked to strategy Management-by-Objective Peer Review / Upward Feedback / 360 Degree Incidents or by exception Regular meetings (1-1) Personal Development Plan

Our processes -Personal Responsibility Framework Policy & Procedure –Appraisal Policy (Individual Performance review) HR46 –Managing Performance and Capability (HR21) –Disciplinary procedures (HR24 ) –Medical Appraisal Framework (HR64) –Procedure for dealing with cases involving conduct, capability and concerns about health for medical and dental staff (HR42) Governing bodies –Maintaining High Professional Standards (MHPS) –Professional Codes of Conduct

Medical staffing Appraisal Revalidation - Good Medical Practice Framework 360 GMC Code of Conduct HR42 policy - Procedure for Dealing with cases involving Conduct, Capability and Concerns about Health for Medical and Dental Staff

Records Where held and kept Release of documents and information Keeping notes/records Remember it’s good to talk

What about talking: Could we resolve issues informally? When to step in? Who to talk to?