Managing for Excellence - Our Approach to Performance Management

In this section you’ll find information summarising our approach to performance management. Full guidance is also available.

Our behaviours and individual objectives are linked to our strategic vision, aims and priorities. This helps us understand the purpose of our role and take responsibility for our own performance at work. Have a look at how our roles link to the strategic plan

Our process is simple and is underpinned by our principles.  It’s designed to provide continuous support and learning.

For colleagues, here's what you need to know:

 

 

If you’re a manager, the following might be helpful:

 

 

All colleagues are expected to achieve high levels of performance, standards and behaviour, linked to our values. ​ Leadership Group, Office Heads/Team Leaders, managers, colleagues and the HR Office all have a role to play - have a look to see who does what [link]

 

We’ve also developed a tool to clarify our roles and responsibilities, making sure that nothing falls through the cracks.

How do we do this?

 

We recognise that offices and teams work differently.  Consequently, some teams use a form (link above) and others record the same information online (using TRS).  If you wish to continue using TRS, let us know.  We'll update the system in line with the form above.

 

The key point here is that conversations are taking place.  Writing down objectives and development plans helps us to keep track of what’s been agreed.

 

We’ll continue to review our process to ensure it supports our outcome.  That is, to ensure we have a high performing, resilient and engaged workforce.

And when?

We have a simple cycle [link] in which personal objectives are agreed and driven by the dates captured in our office planning arrangements.

 

We expect managers and colleagues to have regular and honest two-way conversations.  This means having catch-ups on a 4-6 weekly basis, with at least 1 personal development (PDP) conversations taking place annually.   

 

How do we keep our priorities on track?

 

We use a red, amber, green status (RAG) [link] framework to measure our combined efforts and to keep us on track.  Our performance is assessed not just on what’s been achieved but also how we’ve achieved it. 

 

Making time for frequent feedback is important, so there’s alignment around shared values.  Good feedback is what’ll help us improve our performance and enhance our skills.  That’s why we should all request and accept constructive feedback on our work on a regular basis.  Managers should create an environment of trust that makes it okay to share feedback - where it’s viewed as an opportunity for growth.

 

How are we doing?

 

In the spirit of our approach to performance management we welcome your feedback on the following:

 

  • I understand how my objectives support the delivery of the strategic and office plans

  • I receive ongoing feedback that helps my performance

  • I am confident that my manager considers my welfare and workload in setting my objectives

  • I feel my contribution to the team is valued

  • My manager is approachable, and I can be open and honest about issues that are concerning me

  • I understand what’s expected of me and the process enables this

  • I have the skills and confidence to perform my role, as defined through this process

  • I would welcome the opportunity to discuss the process in more detail with HR

Needing additional support?

 

We hope you’ll always perform well in your role and meet the high standards we expect.  If your performance falls below our expectations, we’ll address any issues with you in a fair and supportive way. 

 

The Improving Performance policy and procedures are intended as an aid to good management.  They're there to help you improve and maintain your level of performance through positive management intervention and support.

 

Wherever we can, we’ll try to resolve performance issues informally.  Ask your manager if you’re not clear about what or how you need to improve.  Let them know if there’s anything you need from them. 

 

If things don’t improve, we’ll need to move into the formal process.  This process contains details of the possible outcomes of each formal meeting. 

 

You should be aware that if your performance doesn’t improve, the final outcome could be dismissal. 

 

If a medical condition or disability may be affecting your performance, talk to your manager.  We’ll always aim to support you and look for alternative and best outcomes for you and the organisation.  And if you’re a manager and need advice, contact the HR Office on 86500.

 

We recognise that you may need additional support, so remember you can talk to your Trade Union representative if you’re a member, or our Employee Assistance Programme (EAP) provider.  You can contact EAP in confidence on 0800 032 9849.