Managing My Performance Booklet

Managing My Performance

What do we mean by “Performance Management”?

This is more than just an annual review meeting! - instead, we will talk together about your overall performance and development throughout the year.

By all individually owning and working to meet our goals, all of our individual and team efforts will work collectively to bring the company vision to life!

We will kick the year off by jointly agreeing your annual performance objectives and talking through your longer-term career aspirations; your achievement against these goals will be summarised in a rated annual review backed up by regular progress check-ins throughout the year, providing ongoing support and coaching to help you succeed.

We will talk with you about your overall performance, giving equal emphasis to both WHAT you achieve and HOW you achieve it!

Annual Performance Cycle

Performance Objectives PLUS Miles & Barr Behaviours = SUCCESS

START OF Q1

Annual goal setting -

END OF Q1

review

Interventions

Regular 121s between quarterly reviews - frequency of 121 and coaching sessions required will be dependent on performance against objectives

END OF Q2

Mid-year reviewinc. rating YTD

END OF Q3

review

END OF Q4

End of year review - final rating and calibration meeting

What does this mean for you?

1. You will have open and constructive feedback

You will review your performance based on an honest two-way conversation with your manager. They will help you find practical things to help you improve, agreeing how and when you will do them and what we can do to support you to get there.

2. You will have clear goals

You will set your goals in line with our Miles & Barr Values and the company vision. We will support you to ensure these goals are SMART, so they are clear, focused, and easy to follow. We will also help to link your goals to our Miles & Barr behaviours.

3. You will own and review your performance

We want you to review your own performance and understand how you are doing against your goals without waiting for your manager to tell you. This will mean you know what your development needs are, you will be able to prepare for your performance reviews and discussions to ensure you get the most from these conversations with your manager.

4. Performance Reviews

• As well as regular 121s we will evaluate your performance a few times a year. These ratings will be calibrated across the business against agreed measures of success, so everyone understands what good looks like, has a fair score, and will ensure performance is managed consistently across the whole company.

• During conversations with your manager throughout the year, you will have the opportunity to demonstrate how you have met the required behaviours and also to plan how you can undertake development opportunities so that you can develop yourself in line with our Miles & Barr behaviours.

• In addition, you will be able to understand the behaviours we expect to see from leadership, so if you are working to progress your career towards a leadership role you may wish to plan out activities which begin to demonstrate the leadership behaviours and gather evidence.

Now let’s look at each step within our Annual Performance Cycle:

PLAN AND ANNUAL OBJECTIVES

Continuous improvement through learning and development is a key behaviour under “Challenge to Grow”, helping to raise the bar on individual and business performance.

At the start of each business year you will meet with your manager to agree and plan the goals and objectives you need to achieve throughout the coming 12 months. This meeting will also be an opportunity for you to plan the personal development actions that you want or need to achieve. The focus for most people will be to identify the development needs for their existing role. If you have mastered your current role it could be that you now wish to plan a learning focus on the skills, knowledge and behaviours that will enable you to progress to the next step towards your career aspirations.

When discussing and considering how you can meet the development needs identified, it is important that you find the right solution or activity to address these gaps.

For example:

• Learning from or observing a role model or expert within the business

• Self- learning through books, podcasts and research material

• Coaching and mentoring

• Work shadowing

• Online learning courses

• Taking on new and additional responsibilities

• Attending training courses

These activities will be captured within your Personal Development Plan (PDP). This plan will be reviewed together with your manager as part of 121s and Performance Review discussions. You can add to or amend the plan throughout the year, as it allows you to plan your development as well as record any training or learning that you undertake.

Your manager is there to support and coach you to meet the plan but ultimately it is yours to own and manage.

The plan should be in a SMART format, read on below to learn more about what it means to set your goals and objectives in this way.

How will I set my performance objectives?

The “what” is measured through achievement of the targets and personal goals relevant to your role.

Clear goals are crucial! -The goals you set yourself must be in line with our Miles & Barr values and behaviours and supportive of our overall business aims. You should work with your manager to ensure the goals are SMART, so they are focused, specific, and easy to measure:

Specific Get down exactly what you need to do. Be detailed and precise.

Measurable Set goals that you can measure and be clear about what success would look like.

Achievable Challenge and stretch yourself but you should be able to meet the goals.

Relevant Is the goal linked to your role and responsibitlies and inline with the business objectives.

Time-bound Be clear when you need to achieve the goal by and the milestones along the way.

Some tips when setting your goals and objectives

Your individual goals should be in place to help us achieve our business objectives and strategy. You should be clear on how they relate to the goals of your team or branch. Your manager will want to discuss how your goals are contributing to the bigger picture as part of your 121.

1. How many goals should I have? Remember marginal gains and ownership are key! So, no more than 5-8 goals are ideal.

2. How long should they be in place? Don’t feel you need to set goals to be in place for the whole year if its not right for you and your role, instead they should be in place all the while they are relevant, but they may need to be reviewed and amended as time goes on.

3. If you are setting yourself a big or lengthy goal then it is a good idea to split the actions and measures up over the quarters, or have key milestones set out along the way so you know you are on track.

4. You may find you have one or two goals that are difficult to measure due to the nature of the activity or your role, where this is the case it is imperative that you agree with your manager what success would look like.

5. Think carefully about the language you use when setting out the goals. It should be specific and define the action needed, be easy to review and follow over a period of time.

121 Meetings

Your 121s and Performance Review Discussions (see the section ‘Performance Review Discussion’) are a great opportunity to showcase your achievements against your goals and objectives with your line-manager.

It is also a good time to ask for feedback and review your development needs and career aspirations.

121 meetings would ideally happen on a monthly basis although you may agree with your manager that you need more support than this and would benefit from more regular conversations, or you may both decide that a quarterly discussion would give you the level of support you need.

To get the most out of your 121 meetings it is important that you take some time to prepare and reflect ahead of the discussion. To be fully prepared you should:

• Understand and record your achievement against performance targets-What has gone well? What could have been executed better?

• Evidence of how you have demonstrated our Miles & Barr behaviours - Have you received feedback from colleagues or clients to use as evidence?

• Review and update your PDP- What learning and development have you undertaken since your last meeting?

• Look forward-What do you want to achieve, improve or learn over the month ahead?

PERFORMANCE REVIEW DISCUSSION

Mid-way through the year and again at the end of the year, you will meet with your manager to review your overall performance against both KPIs or objectives and our Miles & Barr behaviours - this meeting is a Performance Review Discussion or PDR.

The objective of a Performance Review Meeting is:

• Motivation - provide feedback, recognition and praise; clarify the standards and expectations for you in your role and support you to own your performance and development. Review past performance and focus on planning for the future.

• Development - to provide a basis for developing and broadening abilities and skills that are relevant for your current and future roles.

• Communication - a two-way channel for communication about roles, responsibilities, team relationships, issues and career aspirations.

The Performance Review Meeting is a conversation with a purpose - to acknowledge what has been achieved and be clear about what success looks like going forward. A summary of the discussion and the performance rating is recorded on the performance document.

When managed well they are a positive experience and a useful tool to help raise the bar on performance. They provide you and your manager with a more formal opportunity to build on previous 121 conversations and to discuss:

• Achievements over the review period

• Current level of performance against expectations

• Behaviours demonstrated

• Goals and what good looks like for the next review period

• Personal learning and development needs

• Any support needed

• Skills or experience that are being under used

• Longer term career aspirations

It’s important to remember the success of any review lies in the effective communication and interaction between you and your manager, and how you can establish a relationship to ensure the right level of support and challenge to help you meet your goals throughout the year.

How to prepare for your Performance Review

To make the most out of your review meeting it’s important you take time to prepare for the discussion. Think about how you have performed against the objectives set, the successes you have had, and what you could have done better. You should also think about any evidence you can gather to support the discussion, this could be evidence of how you have demonstrated our Miles & Barr behaviours or perhaps feedback you have received from colleagues or clients.

Reviewing Performance - The Ten Golden Rules:

1. Be prepared - you and your manager should take sufficient time to prepare for the meeting. Think about what has gone well and what you would like to do differently next time.

2. Create the right atmosphere - have the review somewhere comfortable, so you can talk informally, and have a full, private and open discussion.

3. Work to a structure - plan the meeting so you’ve got enough time to discuss all of the points.

4. Use feedback - where possible it’s great to bring feedback with you to the meeting to demonstrate what has gone well.

5. 2-Way conversation - as it is your review you should lead the conversation, but your manager should also ensure they provide motivation, encouragement and feedback too.

6. Self-review - ask yourself questions such as:

• How well do you feel you have done?

• What are your strengths?

• What you like most/least about your role?

• What stopped you achieving your goals?

7. Be objective - always talk about what you have done, base this on facts and not opinions. This doesn’t mean you need reams of evidence, but you should talk about events or behaviours and what happened.

8. Analyse your performance - why have things gone well or not to plan? Talk about what you can do to repeat success and prevent a recurrence of problems in the future.

9. No Surprises - There shouldn’t be any surprises. Don’t talk about or raise issues that have happened through the year that were not noted or discussed at the time they happened. This meeting isn’t a chance to offload all your feedback and frustrations from the year, look back briefly on these experiences but use it as an opportunity to plan ahead for the future.

10. Agree next steps - try to end on a positive note. Planning and documenting what you need to do next to meet the goals you have set yourself.

PERFORMANCE RATINGS

By rating performance, we can differentiate between outstanding, good and poor performance. At Miles & Barr we now have 5 ratings; Outstanding Performance, High Performance, Expected Performance, Improvement Required and Critical Issue. These will be used at mid-year and end of year performance reviews. As part of the process you will be asked to self-review and discuss with your manager where you see your performance. We will ask your manager to also rate you based on performance against both your business goals and your behaviours.

Establishing a Rating

Your performance rating will be based on:

• Expectation and standards set at the start of the review period

• Performance against your performance targets

• Performance against the personal objectives you set yourself

• Performance against the behaviours

• Consideration of your performance against your colleagues in a similar role.

You will be required to discuss this with your manager as part of the review meeting.

The grid below shows how performance and behaviours are balanced to obtain an overall rating.

THE PERFORMANCE GRID

EXCELLENT

Exceeded Achieved Mostly Achieved

Under achieved

POOR

EXCELLENT

The overall rating is based on your performance relative to your peers, based upon a standard performance distribution curve. The diagram is a guide only and shows how performance against objectives and behaviours can combine to form an overall rating.

Outstanding performance

High performance

Expected performance

Improvement required

Critical issue

MEASURING MY PERFORMANCE OBJECTIVES

To rate your performance objectives, you will need to review how well these have been achieved throughout the review period.

It is important that you remain aware of your performance against target throughout the review period. Your 121s will give you the opportunity to keep updated on how you are doing against your KPI’s, as well as a chance to really focus on your performance and make steps to achieve the goals set. It is important that you take steps or have tools in place to monitor your performance on a regular basis throughout the year.

Your performance objectives would then fall into one of the following categories:

Superstar

You will have consistently performed way over and above the measures expected of you in your role. A truly exceptional performance.

Exceeded

You will have exceeded the measures set for your performance during the review period.

Achieved

You will have achieved all measures set for you in your role.

Mostly Achieved

The vast majority of your performance measures will have met the expectations set for the review period.

Underachieved

You will have missed all or most of the performance goals set for you during the review period.

MYSELF AGAINST THE MILES & BARR BEHAVIOURS

We have set out our Miles & Barr behaviours under each of the 3 clusters; Innovate & Inspire, Challenge to Grow, and Take the Courage To Lead.

You will notice we have provided examples of the standards we expect for each of our Miles & Barr behaviours and have also given a brief description of what you would see, hear or do if you were displaying ineffective behaviours for each of these subsections.

The behaviours have been set out for Sales Roles, Support Roles and Leadership Roles.

To rate your performance against these required standards, you should document and capture evidence of how you have demonstrated these throughout the review period. This could be in the form of observations, feedback from colleagues or leaders within the business or it could be by feedback that you have received from your clients (internal and external).

When establishing your goals for the year within the “My Performance” document, we encourage you to choose 2 or 3 specific behaviours in each cluster that you aim to focus on for the review period, and document how you will be able to demonstrate or evidence these throughout the year.

Your behaviour objectives will then fall into one of the following categories:

Role Model

You consistently demonstrate role model behaviours and receive consistently excellent feedback from colleagues and clients. You may have also taken steps to demonstrate the behaviours required for roles above your current job level.

Advanced

You consistently meet the behavioural standards expected for your role, and on occasion have demonstrated behaviours above what is expected of you in your role.

Effective

You have met the behaviours expected of you in your role and have sufficient evidence to show how you have achieved these.

Partly Effective

You have met most of the behaviours required for your role, or on occasion have demonstrated ineffective behaviours.

Ineffective

You have little or no evidence of how you have delivered the required behaviours and/or on a number of occasions you have demonstrated ineffective behaviours against the standards required.

Once you have rated how well you have met both the Performance expectations and the Behaviour standards you will be able to use the Performance review grid to understand your overall rating. The description of these ratings are set out clearly for you overleaf:

RATING DESCRIPTIONS

Outstanding Performance

This would only be achieved by the highest performing individuals who consistently display a level of mastery in their role and who role model our values and behaviours on a day to day basis.

• Has delivered results that are far over and beyond expectations of their role and stretching performance goals. The level of performance is unique, sustained and created value to the business.

• They are a role model for our behaviours, regularly receiving excellent feedback from our clients and their colleagues.

• Demonstrates outstanding knowledge, skill, initiative and energy on the job while supporting others to do the same.

• Has made a marked contribution by working with others outside of their immediate team to deliver optimal results for the benefit of the client, team, or business as a whole.

High Performance

Achieved by those who have exceeded the performance expectations of their role and demonstrate our values and behaviours to a high level in comparison to others.

• Has consistently delivered high quality results against stretched targets expected in their role.

• Acts consistently to deliver our values and demonstrates our required behaviours to a high standard.

• Has the knowledge, skills, and enthusiasm to deliver their accountabilities with very little direction.

• Has taken the initiative to contribute outside of their immediate team on a regular basis and with positive outcomes.

Expected Performance

Achieved by those who have performed well, delivering the expectations of their role and demonstrated the desired values and behaviours.

• Has delivered a good level of performance, meeting the vast majority of goals set.

• Acts inline with our values and behaviours to a satisfactory level.

• Has good knowledge and skills to effectively achieve the quality and quantity of performance required with the level of support and guidance you would normally expect.

• Has taken the opportunity to volunteer to support the business outside of their immediate team or role on an adhoc basis.

Improvement Required

For individuals who need development because their performance has fallen short of the standards and expectations of their role with regard to either or both performance against goals and behaviours.

• Has not met expectations for their role requirements.

• Is inconsistent in demonstrating our values and has shortfalls in relation to the required behaviours.

• Knowledge, skills and behaviours are not at the level needed and they need significantly more support and guidance than would normally be expected.

• They focus solely on their own role and does not volunteer or contribute for activities outside of their immediate role or team.

• A Performance Improvement Plan (PIP) does not need to be in place to receive this rating, once it has been awarded a PIP must be in place to ensure the expectations for performance is clear and that the correct level of support is in place to address the performance concerns.

Critical Issue

For individuals whose performance continues to fall short of the expectations in regard to their delivery against business goals or/and behaviours.

• Has previously demonstrated performance below expectation and been awarded an Improvement Required rating with a PIP in place which has not resulted in the desired uplift or improvement.

Or

• Has delivered a performance that shows a serious deterioration over the previous review period. This may be subject to a formal investigation as part of our Managing Underperformance process.

• In all circumstances, a PIP must be in place to address the shortfalls in performance if this rating is given. If the performance does not then improve the issue will be dealt with as part of our Managing Underperformance procedure and could result in formal action.