seslhd procedure cover sheet · all nursing and midwifery staff are required to participate in an...

SESLHD PROCEDURE

COVER SHEET

COMPLIANCE WITH THIS DOCUMENT IS MANDATORY This Procedure is intellectual property of South Eastern Sydney Local Health District.

Procedure content cannot be duplicated.

Feedback about this document can be sent to [email protected]

NAME OF DOCUMENT

Managing for Performance

TYPE OF DOCUMENT

Procedure

DOCUMENT NUMBER

SESLHDPR/415

DATE OF PUBLICATION

July 2015

RISK RATING

Low

LEVEL OF EVIDENCE EQUiP National Standard 13 – Workforce Planning and Management

REVIEW DATE

July 2020

FORMER REFERENCE(S)

PD131 Performance Development

HB 009 Performance Development Handbook

EXECUTIVE SPONSOR or

EXECUTIVE CLINICAL SPONSOR

Director Workforce Services

AUTHOR

Consultant Human Resources

[email protected]

Senior Consultant Workplace Culture

[email protected]

POSITION RESPONSIBLE FOR THE DOCUMENT

Director Workforce Services

KEY TERMS

Managing for Performance, Performance Development, Performance Development Framework, Performance Development Plan, Performance Development Agreement, Performance Development Review

SUMMARY

This procedure outlines the main components of managing the performance development of employees

mailto:[email protected]



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Managing for Performance SESLHDPR/415

Revision 2 Trim No. T15/13497 Date: July 2015 Page 1 of 17 COMPLIANCE WITH THIS DOCUMENT IS MANDATORY

This Procedure is intellectual property of South Eastern Sydney Local Health District. Procedure content cannot be duplicated.

1. POLICY STATEMENT

The primary objective of this procedure is to guide managers in how to manage the performance of employees they manage consistently, equitably and transparently in line with the NSW Health Policy PD2013_034 Managing for Performance.

2. BACKGROUND

South Eastern Sydney Local Health District (SESLHD) is committed to building and maintaining a high performance culture amongst its employees. The District’s success in achieving its collective goals and strategies requires employees to be individually responsible and held accountable for their contribution. Employees are empowered and motivated to work to the best of their ability when they:

Have clear goals and understand what is expected of them

Receive fair, regular and timely feedback about how they are currently performing and feedback about how they can continuously improve

Have the capabilities required to perform in their position

Are provided with opportunities to develop their capabilities

Are recognised for a job well done The NSW Health Policy PD2013_034 Managing for Performance, which itself is based on the NSW Public Sector Performance Development Framework (the Framework), outlines the key features that must be incorporated into SESLHD’s approach to Managing for Performance. Additionally, participation in an annual Performance Development Cycle is a mandatory requirement for each employee under Standard 13 (Workforce Planning and Management) of the EQuIP National Guidelines and forms part of the Service Level Agreement with NSW Health. This procedure applies to all employees, including casual staff. The exceptions are Staff Specialists, Visiting Practitioners, independent contractors, agency staff, students, volunteers and external researchers, who participate in alternate managing for performance processes. All Nursing and Midwifery staff are required to participate in an annual Performance Development cycle. SESLHDPR/270 Framework for Managing Nursing and Midwifery staff with identified practice issues must be used for the management of nursing and midwifery staff who have an identified practice issue. The framework utilises the Nursing and Midwifery Board of Australia National Competency Standards for the Registered Nurse, Registered Midwife or Enrolled Nurse as the required standard for practice. The performance management requirements for Staff Specialists are contained in the Staff Specialist (State) Award; for Visiting Practitioners in PD2011_010 Visiting Medical Officer (VMO) Performance Review Arrangements; and for members of the Health Executive Service in PD2013_014 Executive Performance Management.

http://www0.health.nsw.gov.au/policies/pd/2013/PD2013_034.html



http://www.seslhd.health.nsw.gov.au/Policies_Procedures_Guidelines/Clinical/Nursing_and_Midwifery/Documents/FrameworkforManagingNursingandMidwiferyStaffwithIdentifiedPract.pdf

http://www.seslhd.health.nsw.gov.au/Policies_Procedures_Guidelines/Clinical/Nursing_and_Midwifery/Documents/FrameworkforManagingNursingandMidwiferyStaffwithIdentifiedPract.pdf

http://www.health.nsw.gov.au/careers/conditions/Awards/Staff-Specialists-Award.pdf




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3. DEFINITIONS

Performance Development Framework (the Framework) is the guideline set by the Public Service Commission for performance development processes within all Public Sector Agencies. Performance Development Cycle is the ongoing annual cycle for managing and developing employee performance and includes the mandatory annual Performance Development Review. Performance Development Review is the mandatory annual meeting at which the Performance Development Plan is discussed and reviewed. Performance Development Plan is the document in which performance and development goals for a 12 month period are recorded and reviewed. Capabilities are the knowledge, skills and abilities that must be demonstrated in order for an employee to perform their position effectively Goals are statements that provide direction by clearly stating expectations and performance requirements.

Performance Goals are projects/outputs/activities that an employee is expected to deliver within the scope of their current position (above and beyond the day-to-day business as usual tasks). They are usually related to broader team goals and/or SESLHD’s strategic direction.

Development Goals are related to capabilities that an employee is aiming to develop and enhance. They may relate to the employee’s current position, and/or contribute to their future career aspirations.

Unsatisfactory performance is where an employee does not perform their duties to standards set by their Position Description and can include:

Unsatisfactory work, in terms of quantity, quality and timeliness, and not meeting expectations of the position as specified

Breaches of work practices, procedures and guidelines, or refusal to follow lawful and reasonable direction

Breaches of policies, expectations and codes of conduct that do not immediately warrant a misconduct investigation, such as absenteeism and lateness

Inappropriate behaviour, such as poor interactions and communication problems with work colleagues, patients or clients

Non-achievement of standards of professional development

Other deficits in work performance Expectations are the standards of performance that are defined within Position Descriptions including the Expected Standards, the NSW Health Code of Conduct and SESLHD policies and procedures.

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Essential Elements are the mandatory aspects of the Ministry of Health Policy PD2013_034 Managing for Performance and the NSW Public Sector Performance Development Framework. 4. RESPONSIBILITIES

4.1 Employees will:

Accept responsibility for their own performance to meet expectations and achieve their performance and development goals with the support of their manager

Actively participate in all aspects of managing for performance, including openly receiving feedback and providing open and honest feedback to their manager

Raise any concerns about their performance with their manager, including the achievement of their goals and proactively seek support to overcome barriers/obstacles

Maintain responsibility for personal and professional development by participating in training/education activities

Maintain confidentiality of all managing for performance related discussions and documentation

4.2 Line Managers will:

Actively support the implementation of managing for performance and encourage its ongoing acceptance

Formulate a Performance Development Plan and conduct a full Performance Development Review with all employees they manage on an annual basis as a minimum

Clarify what is expected of employees as articulated in their Position Description

Review and update employees’ Position Descriptions when there has been a significant change to the position

Set clear performance goals with their team members aligned to the broader clinical plan/business unit / SESLHD strategy

Support employees to develop and achieve performance and development goals

Monitor the performance of employees they manage, and provide regular and ongoing feedback

Address and resolve unsatisfactory performance in a timely manner

Gain the requisite knowledge, skills and abilities to effectively implement the Performance Development Cycle through participating in relevant training

Access the resources in the Managing for Performance Toolkit (available at: at http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp) and seek support from Workforce Services when appropriate

Include managing for performance planning and discussions in the orientation of new employees

Coach and mentor managers reporting to them to implement performance plans for employees they manage and deal with any difficulties that may arise

Ensure confidentiality of all managing for performance related discussions and documentation

Record the completion of Performance Development Reviews for all employees in StaffLink

http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp

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4.3 Workforce Services will:

Provide advice, information, coaching and training to managers to assist them to implement Managing for Performance with employees they manage

When requested, provide reports / statistics on the percentage of performance development reviews recorded in StaffLink

4.4 General Managers and Directors will:

Implement Managing for Performance across their facilities/services/directorates,

Support all managers/supervisors to attend training in Managing for Performance

Verify that managers/supervisors are completing Performance Development Plans and Reviews with employees they manage

Monitor and evaluate participation in the Performance Development Cycle within their facilities, services and directorate

4.5 The Chief Executive will:

Ensure that the Performance Development Plans of Tier 2 Directors contain the requirement to implement, monitor, and report on compliance with this procedure

5. MANAGING FOR PERFORMANCE Managing for Performance refers to the proactive management of all aspects of employees’ performance and development. Managing for Performance is carried out through the implementation of the Performance Development Cycle - an ongoing collaborative process that involves regular discussions between an employee and their manager. The Cycle includes the mandatory annual Performance Development Review meeting at which every employee has the opportunity to discuss their performance and development goals. 5.1 Managing for Performance Toolkit An extensive Managing for Performance Toolkit has been compiled in conjunction with this procedure to assist with managing employees’ performance. It contains a wide range of tools and resources and can be accessed via the SESLHD intranet (http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp). Managers are encouraged to become familiar with the toolkit and use the resources to assist them manage the performance of employees they manage. 5.2 The NSW Health Mandatory Requirements The NSW Health PD2013_034 Managing for Performance outlines six components and their essential elements that must be incorporated into the manner in which employees’ performance and development is managed within SESLHD. These mandatory requirements are explained in the diagram and chart below.


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Component Purpose

Set and Clarify Expectations

Ensure employees understand their positions and what is expected of them

Monitor Monitor employees’ performance and engage in ongoing discussions

Plan and Review Plan and review employees’ performance and development goals and link them to the broader clinical plan/business unit / SESLHD strategy

Develop Develop the capabilities employees need to effectively fulfil their position expectations

Recognise Recognise employees for good performance

Resolve Unsatisfactory Performance

Utilise strategies to improve performance when expectations are not being met

&

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6. THE SIX COMPONENTS

The purpose and how to apply each of the six Framework components appropriately is explained in detail below. 6.1 Set and Clarify Expectations

Purpose Ensure employees understand their position and what is expected of them

Key Objectives Good performance starts with employees having a clear understanding of their own goals and expectations

When? Managers should discuss and clarify expectations on an ongoing basis, to ensure that employees are always clear on what is expected of them but particularly when:

a new employee starts in a position

an employee’s responsibilities change

the responsibilities of a team change significantly (e.g. as the result of a restructure)

taking part in the annual Performance Development Review meeting

How? Managers should have a conversation with employees they manage to clarify:

what the employee’s responsibilities are within their team and SESLHD as a whole

what the employee is accountable for and expected to deliver in their position

expectations around the CORE values, behaviour and code of conduct

how the employee’s performance will be measured and assessed

other workplace matters as required including, but not limited to, excessive annual leave and mandatory training

Essential Elements

employees have an up-to-date position description and understand the deliverables for which they are accountable

employees understand the CORE values

employees are aware of the code of conduct, policies, procedures and standards they are expected to observe

employees undergo a review process that includes informal and formal aspects

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6.2 Monitor

Purpose Monitor employees’ performance and engage in ongoing discussions to continuously develop performance

Key Objectives Continuously monitoring, evaluating and providing feedback on performance ensures that employees are:

able to discuss and clarify expectations on an ongoing basis

aware of how they are progressing in line with expectations

motivated to develop and maintain effective performance

able to realign or refocus priorities and performance if required

When? Monitoring is a continuous and ongoing component of managing performance. Feedback should be provided in a timely manner so that employees are continuously aware of how they are performing in line with what is expected of them. On some occasions, there is a greater need for managers to monitor an employee’s performance and provide additional support, including when:

a new employee starts in a position

an employee’s responsibilities change

the responsibilities of a team change significantly (e.g. as the result of a restructure)

operational conditions change and have the potential to affect the employee’s performance

How? Informal monitoring is ongoing and frequent and provides opportunities to discuss factors affecting the employee’s work goals and development activities. Formal monitoring occurs as part of the annual Performance Development Review or if an employee is not performing their duties to a satisfactory standard, in which case the procedure for managing unsatisfactory performance should be followed.

Essential Elements

employees have regular opportunities to discuss their work with their manager and receive informal feedback on their performance

employees have the opportunity to provide informal and formal feedback to their manager

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6.3 Plan and Review

Purpose Plan and review employees’ performance and development goals and link them to the team goals and clinical/business unit / SESLHD strategy.

Key Objectives The manager should work with employees to establish their performance and development goals and review them annually. Performance goals are used to:

provide explicit guidance on key priorities/initiatives/projects that are distinct from business-as-usual/year-on-year tasks and activities

help employees to understand their position and contribution to the broader clinical plan/ business unit / SESLHD strategy

link an employees’ individual contribution to the strategic objectives of their department/team

Development goals are used to:

grow employees’ capabilities, which assists them to achieve their performance goals, which in turn enhances the performance of SESLHD and NSW Health

assist employees to meet the requirements of their current position, but may also facilitate preparedness for potential career progression

Development requirements can be identified by considering the following:

gap analysis: review the key capabilities of the position (within the Position Description) and determine where the employee’s development needs are

strengths: identify the employee’s strengths and determine means for further developing them

performance goals: review the performance goals and determine whether capability development is required in order to successfully complete the goals

career aspirations: discuss the career aspirations of the employee (including specific positions), determine the capabilities required and identify opportunities for development

Continuously monitoring progress against goals provides employees with a clear understanding of how they are tracking in line with expectations, as well as a sense of purpose and direction.

When? Performance and development goals must be established for each 12 month period, and reviewed at the end of that period at the Performance Development Review meeting. If appropriate, managers and employees may choose to meet more regularly to discuss progress towards achieving goals (referred to as a ‘check-in conversation’). For example, managers may choose to have a check-in conversation with employees they manage at the six month (half-way) point within each Performance Development Cycle.

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How? The development of performance and development goals should occur through discussion between the manager and their employee

Essential Elements

employees have an annual formal Performance Development Plan with their manager that sets out individual performance goals linked to organisational objectives

performance Development Plans must also contain individual development goals

executives who have financial accountability must have a Performance Development Plan that contains mandatory performance goals as outlined in Section 7.3 Mandatory Performance Goals below

employees who are responsible for managing people must have a Performance Development Plan that contains mandatory performance goals as outlined in Section 7.3 Mandatory Performance Goals

6.4 Develop

Purpose Identification and development of capabilities that allow employees to effectively fulfil expectations of their position

Key Objectives Managers should support ongoing capability development and empower employees to drive and manage their own development.

When? Development goals should be established and reviewed annually as part of the Performance Development Review but should be discussed on an ongoing basis.

How? Once the development goals have been established, it is important to consider the most effective and appropriate method/s for developing the required capability:

on-the-job experiences: tasks and challenging problem-solving activities that can be incorporated into the day-to-day duties of an employee’s position

informal learning: social-based learning such as coaching and mentoring

formal training: structured training modules, courses, and development programs

Essential Elements

employees have a Performance Development Plan that includes development goals that are linked to the capabilities required to perform their position, the employee’s capabilities, and their performance goals and/or career goals

progress against development goals is formally reviewed at least once per year

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6.5 Recognise

Purpose Recognise employees for good performance

Key Objectives Recognising employees’ efforts, contribution and achievements provides employees with a sense of accomplishment and engagement. In particular, it is important to recognise performance that is of a high standard.

When? The annual Performance Development Review provides an excellent opportunity to reflect upon and acknowledge the achievements throughout the preceding year, but it is equally important to recognise good performance throughout the year as part of the ongoing monitoring process.

How? Communicating appreciation for a job well done is most effective when it is meaningful, simple, sincere, and provided in a timely fashion. There are many ways to recognise an employee’s achievement including (but not limited to):

personally giving acknowledgment to the employee

thanking them in public or by email

publicly acknowledging their achievement

nominating them for an award

giving them an opportunity to work on a challenging project

Essential Elements

managers are to appropriately recognise employees in line with SESLHD guidelines found in the Managing for Performance Toolkit (available at: http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp)

6.6 Resolve Unsatisfactory Performance

Purpose Utilise strategies to improve performance when expectations are not being met

Key Objectives To identify and address concerns about an employee’s unsatisfactory performance

When? When it has become apparent through ongoing monitoring that an employee is not performing their position to a satisfactory standard.

How? SESLHD PR379 Procedure for Resolving Unsatisfactory Performance outlines the procedures to follow

SESLHD PR270 Framework for Managing Nursing and Midwifery Staff with Identified Practice Issues

Essential Elements

managers are to promptly work with employees to understand and resolve instances or patterns of unsatisfactory performance

.



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7. PERFORMANCE DEVELOPMENT CYCLE The Performance Development Cycle is the ongoing annual cycle for managing and developing employee performance and includes the mandatory annual Performance Development Review meeting. The purpose of the Performance Development Review meeting is for an employee and their manager to work together to review the performance and development goals from the previous year and establish new or ongoing performance and development goals for the coming year. A record of the conversation had during a Performance Development Review meeting is documented within a Performance Development Plan. In order to prepare for this meeting it is recommended that both the manager and employee access the Performance Development Plan template and guidelines and familiarise themselves with the relevant components of the plan. Two Performance Development Plan templates are available on the intranet forms site at Option 1 (Form F298) is a detailed template Plan and is the version that should be used for Performance Development Reviews for employees in the Health Service Manager (State) Award. Option 2 (Form F299) is less detailed. Managers can determine which template Plan is best utilised on a case by case basis. Additional resources to assist Managers and Employees prepare for the Review Meeting can be found on the Managing for Performance Intranet site at http://seslhnweb/Workforce_Services/Managing_For_Performance/default.asp). 7.1 Steps of the Cycle 1. Managers should meet with all of the employees they manage on an annual basis to set up

and agree on a Performance Development Plan for the coming year. 2. The Performance Development Plan is implemented. 3. At the completion of each 12 month period, a Performance Development Review

meeting is held to review the Performance Development Plan of the previous year (step 1 above) and establish a Performance Development Plan for the coming 12 months.

This cycle continues annually – each year the Performance Development Plan for the previous 12 months is reviewed and a new Plan is established for the coming 12 months. The steps of the cycle are illustrated in the figure below.

http://seslhnweb/Forms_and_Templates/Forms/Workforce/ManagingforPerformanceFormF298.doc



http://seslhnweb/Workforce_Services/Managing_For_Performance/default.asp

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Diagram 1: The Performance Development Cycle 7.2 First Performance Development Cycle Employees who are participating in a Performance Development Cycle for the first time (e.g. newly recruited employees, or existing employees who are having a performance review for the first time) should follow the process described above. In addition, prior to commencing the first step, the manager should have a conversation with the employee they manage to set and clarify expectations. This should occur within one month of commencing the first cycle. Within three months, a conversation should take place to establish and agree to a Performance Development Plan, and at the end of the 12 month period a Performance Development Review should occur. Further Performance Development Reviews will then continue to take place on an annual basis as per the steps described above. 7.3 Mandatory Performance Goals

The following performance goals are mandatory for different groups of employees and must be included in the Performance Development Plan. Details on how to incorporate these goals can be found in the Managing for Performance Toolkit (available at: http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp). Mandatory Goals for All Employees Performance Development Plans for all employees must include the following accountability:

Maintain responsibility for personal and professional development by participating in training/education activities and performance reviews in order to continuously improve the level and quality of service.


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Mandatory Goals for All Managers Performance Development Plans for all employees who have financial accountability (managing budgets) and/or responsibility for managing people must include the following mandatory performance goals:

Financial accountability: Manage delegated financial responsibilities, through the development and maintenance of appropriate strategies and effective allocation of resources, to ensure optimal health outcomes are managed within budget.

People management accountability: Recruit, coach, mentor, and performance develop [unit/team] employees, to develop the capabilities of the team to undertake changing positions, responsibilities and to provide for succession within the unit

8. RATINGS FOR HEALTH SERVICE MANAGERS SESLHD PR321 Progression within the Health Service Manager Salary Band states that Health Service Managers are able to seek to progress within their salary band based on an annual assessment of their performance. A formal review of a Performance Development Plan must be documented and submitted in order to be eligible for a salary increase. In line with the procedure, the performance goals of Health Service Managers must be rated on the following scale:

1. Unsatisfactory 2. Satisfactory 3. Commendable 4. Outstanding

For more information refer to the Guidelines for completing a Performance Development Plan in the Managing for Performance Toolkit (available at: at http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp). 9. REPORTING IN STAFFLINK It is a mandatory requirement that all employees have an annual Performance Development Review, and SESLHD is required to report on this Key Performance Indicator (KPI) to the Ministry of Health. On completion of the annual Performance Development Review, the appropriate fields in StaffLink needs to be completed by the manager (refer to example below).

Entering Performance Review details on StaffLink MSS Manager Self Service (MSS) enables managers to record the dates of individual Performance Appraisal Reviews. Managers can record the date of the last performance review, and next performance review. This information will be used to produce the performance review date report.

http://www.seslhd.health.nsw.gov.au/Policies_Procedures_Guidelines/Workforce/Industrial_Relations/docs/SESLHDPR321ProcedureProgressionwithintheHealthServiceManagesa.pdf


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To enter performance review details:

Steps

Click on the Performance Review Date

function from the list of menu item list in MSS.

Click on the Action icon next to the employee who you wish to add the details for.

Click on the Add button.

Click on the calendar icon to enter the dates for the last performance review date and the next performance review date.

Steps

Click on the Apply button to proceed to the next step.

Click on the Next button to continue. You can also update, add another, cancel, save for later or go back to the previous page.

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The next stage is a review page where you can check the proposed changes. You can cancel, go back or submit your changes here. You can also print this page. To submit the details:

Steps

Click on the Submit button.

You will receive confirmation that your changes have been applied.

To submit the details:

Steps

Click on the Submit button.

You will receive confirmation that your changes have been applied. To return to the main menu:

Steps

Click on the Home button.

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10. RECORD KEEPING Records relating to Managing for Performance are to be kept in accordance with the State Records Act, 1998. The files should be maintained in secure storage areas within the employees’ substantive department and be treated confidentially.

In accordance with section 15.9.3 Performance Management of State Records General Retention & Disposal Authority GA28 - Personnel, records relating to the assessment, evaluation and review of an employee’s performance are to be retained for a minimum of three (3) years after superseded, then destroyed in accordance with SESLHDPR/220 Records Management – Destruction of. Records include the final version of the Performance Development Plan and any other written documentation arising from formal meetings with employees. All meetings and documentation will be treated as confidential.

11. DOCUMENTATION Performance Development Plan templates (Options 1 and 2) can be found on the Forms page of SESLHD intranet at http://seslhnintranet/Forms_and_Templates/Forms/default.asp#Workforce Resources and information can be found in the Managing for Performance Toolkit (available at: at http://seslhnintranet/Workforce_Services/Managing_For_Performance/default.asp). 12. AUDIT Participation in an annual Performance Development Review process is a mandatory requirement for each employee under Standard 13 (Workforce Planning and Management) of the EQuiP National Standards and is a KPI in the Service Agreement with NSW Health. To demonstrate compliance, managers are responsible for updating StaffLink upon review and completion of a Performance Development Plan for each of employee they manage. Details on how to record this in the relevant field are outlined in section 9. Reporting in StaffLink, above.

13. REFERENCES

External References NSW Health PD2013_034 Managing for Performance NSW Health Code of Conduct EQuiPNational Guidelines – Standard 13: Workforce Planning and Management NSW Public Sector Performance Development Framework Nursing and Midwifery Board of Australia National Competency Standards for the Registered Nurse, Registered Midwife or Enrolled Nurse NSW Health Staff Specialist (State) Award

http://seslhnintranet/Forms_and_Templates/Forms/default.asp#Workforce


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NSW Health PD2011_010 - Visiting Medical Officer (VMO) Performance Review Arrangements NSW Health PD2013_014 - Executive Performance Management NSW Government State Records Act, 1998 Internal References SESLHDPR/379 - Resolving Unsatisfactory Performance SESLHDPR/270 - Framework for Managing Nursing and Midwifery Staff with Identified Practice Issues SESLHDPR/321 - Progression within the Health Service Manager Salary Band SESLHDPR/220 - Records Management – Destruction of South Eastern Sydney Local Health District and Secretary NSW Health Service Agreement

14. REVISION AND APPROVAL HISTORY

Date Revision No. Author and Approval

April 2015 1 Application to develop approved by Executive Sponsor and placed on draft for comment page

June 2015 2 Feedback incorporated and approved by Executive Sponsor. Endorsed by DET on 11.6.15