Slide 2 (c) Auth K Fairweather 07802 2505081 NVQ IN MANAGEMENT
Session 4: Team Performance Management and Development Kate
Fairweather CMCAust Marketing 07802 250508 09/12/2013 Slide 3 (c)
Auth K Fairweather 07802 2505082 Management Programme Leadership
and setting the direction Operational Planning and managing change
Working relationships and effective communications Team performance
management and development Personal development and managing
yourself 09/12/2013 Slide 4 (c) Auth K Fairweather 07802 2505083
Session 4 Objectives By the end of this session you will be able
to: Explain how employment legislation affects performance
management Describe your organisations appraisal/review process and
how this enables this to review performance fairly Describe best
practice in running an appraisal interview Identify appropriate
development options for a team member Describe key stages in the
disciplinary process and research your organisations policies and
procedures that you must follow 09/12/2013 Slide 5 (c) Auth K
Fairweather 07802 2505084 Links to last sessions Last sessions
covered: Working relationships Motivating people and encouraging
input Operational Planning SMART objectives for you and your team
Developing a Personal Development Plan Getting constructive
feedback This session looks at how you monitor the quality of work
fairly, review performance, identify development needs, support
your team and individuals, and input to appraisals and disciplinary
processes 09/12/2013 Slide 6 Employment Legislation and Performance
Review By law employees have the right to be treated fairly and not
to be unfairly dismissed Unfair dismissal can cover actual
dismissal by the employer, or an employee being forced to leave
their job due to harassment, bullying or because they have been
treated differently because of their age, race, sex, disability,
religion or belief or sexual orientation You must not discriminate
against employees in the way you manage performance because of
their age, race, sex, disability, religion or belief or sexual
orientation see the Operational Planning Workshop Every employee
must have a Job Description that covers what is required of them in
their job and the terms and conditions of their employment this
should cover Disciplinary and Grievance procedures that meet the
ACAS Code of Practice If an employee has not been treated fairly
under the ACAS Code of Practice then an Employment Tribunal will
take this into account as the Code is regarded as best practice for
employees regardless of size or type Under the Data Protection Act
an employee has the right to access the content of their
performance reviews, appraisals, notes of informal and formal
performance interviews and any evidence used in disciplinary
hearings against them (c) Auth K Fairweather 07802
250508509/12/2013 Slide 7 Activity 1 Read the ACAS Advisory
Booklets on Recruitment and Induction and How to Manage
Performance. Produce copies of staff and line manager Job
Descriptions and your Organisations Employee Handbook, and list
what policies apply to performance review, and describe what
procedures you are required to follow to meet legal obligations.
Explain why it is important that managers follow the organisations
procedures when managing employee performance? (c) Auth K
Fairweather 07802 250508609/12/2013 Slide 8 Performance Management
System Benefits of knowing what is expected and how achievement
will be measured Setting SMART objectives and agreeing
behaviours/competences, Key Performance Indicators see the
Leadership Workshop Formal appraisal and ongoing reviews of
progress Coaching and support from the manager and the team or
other departments Formal development planning and review (c) Auth K
Fairweather 07802 250508709/12/2013 Slide 9 (c) Auth K Fairweather
07802 2505088 Performance Review Team meetings how often? One to
one reviews how often? Review how they are progressing, have things
changed, are there different priorities Review how individuals are
achieving, do they need more support or can they take on more If
achieving celebrate success loudly! If not performing discuss why,
agree actions to bring back on track, record the discussion and
actions agreed and monitor results if continue to perform below
expectation investigate disciplinary procedures Annual team review
celebrate success, discuss things that went less well and blue sky
new ideas Annual individual review should lead into a Personal
Development Plan (PDP) for each person ensure that you allow each
person to give their view of their performance and how they could
improve. See the Personal Development Workshop for a PDP format
Some organisations encourage managers to write the appraisal and
then give the individual sight of this at least a day before the
appraisal meeting so that they can prepare their response others
encourage individual to self appraise and then put the two points
of view together at the appraisal meeting It is useful for managers
to have 360 degree feedback from managers, their team members and
colleagues some organisations have introduced this a formal part of
the appraisal process 09/12/2013 Slide 10 Activity 2 Describe your
organisations appraisal and review process and produce examples of
appraisals and reviews you have completed. Note on the SMART format
below actions you will now take to improve performance reviews with
your team (c) Auth K Fairweather 07802 2505089 Objective and
targetWho is responsibleWhen must be complete MeasureHow to monitor
09/12/2013 Slide 11 Appraisal The Appraisal for should cover: basic
personal details, that is; name, department, post, length of time
in the job job title job description a detailed review of the
individuals performance against a set of job-related criteria an
overall performance rating general comments by a more senior
manager comments by the employee a plan for development and action.
(c) Auth K Fairweather 07802 2505081009/12/2013 Slide 12 Rating
Systems Coming up with an overall performance rating How far
objectives and competences have been met A rating against each e.g.
1 outstanding 2 exceeds requirements of the job 3 meets the
requirements of the job 4 shows some minor weaknesses 5 shows some
significant weaknesses 6 unacceptable Avoid subjective assessment,
use a moderation system, check for any unfair ratings (c) Auth K
Fairweather 07802 2505081109/12/2013 Slide 13 Best Practice for the
Interview Employees should be given adequate notice of the
appraisal interview. Self-assessment forms can help them prepare At
least one hour should be set aside for the interview Seating
arrangements should be comfortable and the interview free from
interruptions, the tone should be friendly and use a positive
transactional mode (see Communications Workshop) The appraisal
should not spring any surprises any issues that have arisen during
the year should have been discussed at the time and recovery action
agreed The appraiser should encourage the employee to talk about
their strengths and weaknesses using open questions and then
discuss ways in which the employees good work can be continued and
how he or she can achieve further improvement: The Praise Sandwich
Both parties should discuss how far agreed objectives have been met
and agree future objectives and development actions Talk about
individuals behaviours, not their characteristics The appraiser
should encourage the employee to make suggestions about how to
improve their work or what their longer term career objectives are
There should be a right of appeal against the appraisal rating that
goes to a more senior manager The appraiser should produce a
written record of the interview soon after it is held, and ensure
that agreed development opportunities are provided (c) Auth K
Fairweather 07802 2505081209/12/2013 Slide 14 Activity 3 Read the
ACAS Advisory Booklet on Appraisal. Describe how you have (or
would) set up and run an appraisal interview with a team member to
ensure that you met the best practice requirements ACAS describe.
Produce a set of questions to ask: Beginning with a light comment
to relax the employee Use of open questioning rather than closed
Starting with discussion of strengths then move to weaknesses the
praise sandwich Use of phrasing that focus on behaviours not the
individuals characteristics You have had disagreements with
colleagues rather than You are argumentative (c) Auth K Fairweather
07802 2505081309/12/2013 Slide 15 Development Opportunities You
have a number of options for developing a team member to do their
job better or to provide further career development: On job
coaching and support from you or from another team member with more
experience or specific skills so that they can provide holiday
cover or add this to their job role Secondment to another
department to acquire skills, experience or a better appreciation
of your organisations values and objectives Give them
responsibility for managing a project with other team members or
people in other departments this could be a big important job, or
something quite light like the team Christmas lunch Delegate a task
to them to deliver see the Operational Planning Workshop for levels
of delegation Allow access to web-based research and training,
allocate working time for them to work on this Offer access to
formal training or qualifications ensure your organisation has the
budget for this, they may also have a list of courses and/or
providers they use. Check if there is any public funding for formal
training, or if employees are eligible to apply for Learning Loans.
Agree how much time you will provide in working time for
development activities, and what you will expect the individual to
do in their own time: If the development is purely for your
organisations benefit then it is appropriate for the employee to be
able to complete training within working time. Offer development
opportunities equally bear in mind the needs of part time staff, or
those with childcare responsibilities, ensure that people with
disabilities can access similar opportunities. Also take account of
their learning styles see the Leadership Workshop for Learning
Styles Questionnaire (c) Auth K Fairweather 07802
2505081409/12/2013 Slide 16 Activity 4 Research a range of
development opportunities you could offer to your team members,
identify any equal opportunities issues with offering these and how
you could ensure all team members could access them. Include
Learning Style questionnaires from the Leadership Workshop for some
of your team members and describe how you would use the results to
identify appropriate development opportunities. Provide two
examples of how you have (or could) offer development opportunities
to your team members. (c) Auth K Fairweather 07802
2505081509/12/2013 Slide 17 Auth K Fairweather 15/08/13 07802
250508 16 Examples of Disciplinary Issues Rules for performance bad
behaviour, such as fighting or drunkenness; unsatisfactory work
performance; harassment or victimisation; misuse of company
facilities (for example email and internet); poor timekeeping;
unauthorised absences; and repeated or serious failure to follow
instructions. Gross misconduct theft or fraud; physical violence or
bullying; deliberate and serious damage to property; serious misuse
of an organisations property or name; deliberately accessing
internet sites containing pornographic, offensive or obscene
material; serious insubordination; unlawful discrimination or
harassment; bringing the organisation into serious disrepute;
serious incapability at work brought on by alcohol or illegal
drugs; causing loss, damage or injury through serious negligence; a
serious breach of health and safety rules; and a serious breach of
confidence. NB Check your Employee Handbook for issues defined by
your organisation Slide 18 Disciplinary Action Have the difficult
conversation if all development action has failed to improve
performance Follow your organisations disciplinary procedure, the
Employee Handbook will contain details of expected standards of
performance, behaviour and list examples of capability, misconduct
and gross misconduct that will lead to disciplinary action Have an
initial meeting to discuss performance problems as soon as the
problem comes to your attention Remain in control and calm, state
the issue from your point of view and listen to the employees
explanation Say what area of performance has been below standard
and agree corrective action with the employee, and write down the
action agreed, with a copy to them and retaining a confidential
copy Follow up on the action agreed over an agreed period (daily,
weekly) and then have a further meeting to review progress if this
is acceptable then tell the employee that the issue has been
resolved, but that further examples of poor performance may result
in disciplinary action, provide a note of the meeting to the
individual and keep a confidential copy If progress has not been
acceptable then you will have to tell them that and explain that
you will need to refer the issue for disciplinary action, then
follow your organisations procedures which will involve getting
your HR department involved unless you are trained to conduct the
disciplinary process This process provides a paper audit trail of
issues raised, actions taken and resolution achieved that will feed
into any formal disciplinary process that may be required (c) Auth
K Fairweather 07802 2505081709/12/2013 Slide 19 Activity 5 Read the
ACAS Code of Practice on Disciplinary and Grievance procedures.
Describe the key stages in the Disciplinary Process. Research your
organisations Disciplinary, Grievance and Bullying/Harassment
policies and procedures and provide a note of how and in what
circumstances you should follow these procedures. 09/12/2013 (c)
Auth K Fairweather 10/10/13 07802 250508 18 Slide 20 (c) Auth K
Fairweather 07802 25050819 Review of this session We covered How
employment legislation affects performance management Performance
management systems, appraisal/review processes and how these
enables this to review performance fairly Best practice in running
an appraisal interview Identifying appropriate development options
for a team member Key stages in the disciplinary process and your
organisations policies and procedures that you must follow If you
are taking a Management NVQ with CMC Aust then now email your work
from Activities 1 to 5 to Kate Fairweather at
[email protected] for assessment of learning and
[email protected] Places to find out more search
internet on any subject or theorist, these web sites are useful:
ACAS Model Workplace and all employment legislation www.acas.org.uk
Running successful appraisal interviews
www.businessballs.comwww.acas.org.ukwww.businessballs.com
www.mindtools.com www.mindtools.com Issues with the disciplinary
process and avoiding employment tribunals
www.youtube.com/pbspressoffice www.youtube.com/pbspressoffice
09/12/2013 Slide 21 Management NVQ This workshop provides the
underpinning knowledge for Unit 4, 20, 23, 24 of the Management NVQ
Diploma at Level 5 and Unit 409, 427,428 of the Business
Administration Diploma at Level 4 Management Option, plus NVQs at
Level 3 and 2 in Management and Business Administration For these
Units you will need to produce for your NVQ Assessor: Copies of
performance reviews (appraisals and/or one to one, supervisions)
you have input to or conducted with team members Your research into
your organisations policies and procedures for performance
management with notes of how you apply these as a manager Outline
interview formats you have or could use for reviews A listing of
potential development opportunities you could offer team members,
with notes on how these offer fair options for people with
different needs Copies of Learning Style questionnaires for two
team members and what development options would suit them If you
would like to take a Management NVQ please contact me, Kate
Fairweather 07802 250508, email [email protected] or go
to our website www.cmcaustmarketing.co.uk/nvq_qualifications.htm
where you will find [email protected]
www.cmcaustmarketing.co.uk/nvq_qualifications.htm (c) Auth K
Fairweather 07802 2505082009/12/2013
