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Managing Teacher Performance &

Capability Presenter: Helen Groves

AIMS OF THE PROGRAMME

• Provide opportunities to review & evaluate current performance management systems

• Provide information on Ofsted L&M requirements - (CIF 2012)

• Explore what good performance management looks like

• Identify key features of effective performance management to improve TLA

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Chief Inspector Reports 2011/ 12 2012/ 13

• Concerns about quality

• Concerns for learners

Ofsted Concerns - Curriculum Attention to learners’ starting points & use of IA information Clarity in target setting Regularity of reviews & monitoring of progress Identification & response to literacy, numeracy needs Progression to higher levels of study

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• Where are you?

Overall Effectiveness

STRUCTURE OF GRADES – SEPTEMBER 2012

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“Main focus of judging L&M is how successfully it impacts on improving outcomes & TLA for all learners” – (Handbook for inspection 2012)

System relationships

• How is teacher under performance identified in your organisation?

• How effectively is it dealt with?

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Providing evidence for inspection……

By lunchtime on the first day of the inspection, the provider should give the inspection team:

• The findings & use made of performance management processes

• ‘anonymised’ information on performance management of staff

• To what extent could you provide evidence ?

• What would you offer to inspectors?

• Consider L&M extract from Inspectors handbook.

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What do YOU value & tolerate as a manager of others?

• NB – please respect

Sensitivity &

Confidentiality of the

following discussions

What is the impact of getting the balance between these wrong?

• What 3 things do you value most about your team of teachers?

• What are the 3 most common ‘people issues’ you find yourself tolerating ?

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“Routes to Excellence” (2008)

research • “ Managers are not familiar

enough or trained in the tools we have for improving performance & there is a high rate of new staff passing probation by default”

• “ In the public sector there is

a culture of ‘niceness ‘ that inhibits candour about the brutal facts”

Discuss:

When we seek so hard to improve

Why do we fail to challenge?

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Possible reasons

• Misunderstanding / mistrust of the concepts of performance & management

• Lack of awareness & understanding of provider policies & procedures

• Lack of consistency between managers • Availability of robust data / evidence on performance • Poor target setting & monitoring • Managers lack skills & confidence • Bureaucratic & time consuming systems – that yield

little return on investment • Concerns about the use of business concepts in

education & training • No reward systems to celebrate success

Performance improvement

Humane & robust

PROCESSES

Effective , direct

feedback Shared

expectations

Key principles of Performance Management – case study

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Performance Management

ONE GOAL

• Improve the organisation for its learners

3 OUTCOMES

1. Decision to improve =

90%

2. Decision to leave = 9%

3. Dismissal = 1%

• Know why you are there & why you need to do this

• Always keep learners at the heart of the process

• Have facts to hand (timelines, people, data etc.) & where this conversation ‘sits’ in the process

• Make sure you get who you are expecting

• Make sure you have time & space to talk professionally & supportively without interruptions

• Prepare your opening lines & closing statement

• Don’t use confrontational language (‘and’ not ‘but’…)

• Allow time & listening space for any ‘ranting’ needed

• Make sure you emphasise support available (& record that it was offered).

Having the Difficult Conversation!

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Extracts from Inspection reports

• Consider the handout containing extracts from inspection reports in relation to L&M grades

• What are the key features?

The best providers…. Use systematic performance management procedures that are..

• Underpinned by an aspirational culture

• Value & celebrate professionalism

• Value based rather than target driven

• “Modelled” by the senior team

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How will you know?

• Do you know what outstanding TLA performance looks like?

• Do you articulate this to your teams?

• What kind of management style is required?

• TLA is improving through robust performance management?

What will it look/feel like when robust & supportive

Performance Management in place?

How can you prove that OTLAs & PM have improved the

quality of TLA?

EVIDENCE OF IMPACT IS KEY

ACID TEST?