Employee Performance AppraisalManager Briefing Session/Training

9 and 10 December 2014

Purpose of Session

• Appraisal System

• Emphasis on Behaviour and Coaching• Linking to the Council Priorities and future

developments.

What makes a success?

3 things:▫Management is the intervention of getting things

done through others▫You need your employees as much as they need

you. ▫A manager’s job is to manage employees’

behaviour within the parameters of the organisation’s priorities

Performance at HDC

Performance Process at HDC

Planning and Reviewing Performance

Define behaviour/performance required:• Link to corporate priorities/service planning

• Other Corporate/Service Specific guidance such as Terms and Conditions/Job Descriptions and Person Specifications

• Annual performance objectives – ensure objectives are understood/employees have ownership

Planning and Reviewing Performance

• Monitoring/Motivating Performance/Behaviour• Positive reinforcement – including highlighting

areas of under performance – unsuitable behaviours

• Annual and six month reviews• 1 to 1 – recommended

Planning and Reviewing Performance

• Management of behaviour – links to HR policy• Disciplinary• Capability

8 Steps to Performance Appraisal

• Be prepared including ensuring employees prepare

• Conduct the meeting in a tone of partnership• Identify both good and under performance• Find the root causes of performance gaps• Plan to close performance gaps• Re-evaluate performance objectives • Get it on record – Performance Appraisal Form• Follow up

The Performance Appraisal Process at HDCDocuments on HINT

The Performance Appraisal Process at HDC

• Driving for Work – Checklist (Page 8 of Handbook)

• Reviewing Health and Safety Issues/Training• Reviewing Workstation Safety – DSE

Assessment (Page 9 of Handbook)

Closing Gaps in Performance

• Understand reason for gap• Skills/Knowledge gap – different methods of

learning (Page 16 of Handbook)• Behaviour – changing behaviour – coaching

(Page 21 of handbook). • Behaviour which is significantly or persistently

below standards should go to capability.

ExerciseSetting Objectives

Refer to Handout 7 (Page 27) of Handbook

• Look at corporate priority. Choose a service to work on.

• Set a service priority in line with corporate priority

• Set an objective for a member of the team in line with the service priority.

Ensure the objective is SMARTer.

• Choose someone from the group to report back. Report back to include the

corporate and service priority , objective set and explain how it is in line with

the service priority and why it is SMART.

Future Considerations

• Team Performance – this should be measured linking through appraisals to service planning

• Development of an appraisal framework that allows flexibility and means of measuring performance more effectively

• Coaching skills – very useful skill for support employee performance

To Summarise

Key Points• Council Plan/Service Plan Links to Appraisals• Each employee will own their own Appraisal• Performance - focuses on behaviour – getting

the best out of everyone

Employee Ownership of Appraisal

Preparation Questions• How did you do last year?• What went well/did not go so well?• What areas would you like to be involved in next

year and• how can this be developed into your objectives?• What challenges have you faced this year and

how can you progress these next year?• What challenges do you face next year?