Staff Appraisal Scheme: People and Performance Development

Staff Appraisal Scheme: People and Performance Development

We know that our success and the impact we have on people’s lives, is down to our staff team. We are committed to developing our people and business performance to achieve our goals and those of our team members. We have designed our People and Performance Development procedure to be inclusive and tailored to the individual. We know that every staff member is unique.

Our People and Performance Development Principles

We focus on quality conversations Our approach to people and performance development is all about quality conversations between colleagues. Paperwork comes second and is proportionate.

We have them regularly throughout the year

Regular, short conversations throughout the year all count towards the People and Performance Development procedure. Making the end of year discussion quicker, more effective, and more focused.

Feedback, feedback, feedback

Regular, specific feedback that is focused on progress towards goals is what drives high performance, happy teams, and happy audiences. You will not be waiting for an annual review to hear how you are performing. Feedback features in every people and performance development conversation. Without an understanding of how we are performing against our goals, we do not know what things to keep doing, or what behaviours need adjusting to achieve individual, team and company success.

We work in the moment

Sometimes, people and performance development conversations will take place in the office, but most of them will be happening in the moment while you are working. In the rehearsal or workshop rooms, during staff meetings, as you pass your manager in the kitchen. We are creating a culture that moves away from people and performance development conversations purely being a process that is scheduled in the diary. It is happening all around us, all the time.

Expectations

Our expectations are that everyone: • works with the Executive Team to achieve our Company aims • behaves in a way that is consistent with our values • engages in people and performance development conversations appropriately • takes personal responsibility for their own performance.

While we want you and your manager to determine the quantity of recorded conversations, we have a minimum set of expectations that there will be at least three individual recorded conversations (1-2-1’s with your line manager), at least two Executive Team conversations recorded each year.

These will fall under the headings of:

• Review of the year / goal setting • Development conversation • Mid-year catch-up • Career development discussion

Wellbeing

All our aspirations under this policy can realistically be achieved only when our staff are feeling well and able to cope with any pressures on them. Wellbeing is not a ‘tick box’ exercise that managers are required to do, it is about ongoing behaviours and building a culture where our team is happy, healthy, satisfied and have a sense of purpose.

When Performance is Below Expectations

There are of course times when an individual’s performance may fall below the expectations and standards required. In such circumstances, your manager will refer to the Performance Management Policy. Performance Management in cases where informal discussions do not lead to a satisfactory improvement in performance, or where the performance issues are more serious, your manager will follow a three-stage procedure.

• Stage 1: First Written Warning • Stage 2: Final Written Warning • Stage 3: Dismissal

You have the right to appeal against the capability outcome. The Executive Team reserve the right to modify this procedure and move to a final written warning or dismissal at their discretion. Please note that the procedure for managing unsatisfactory performance during your probation period varies. Performance concerns will be considered when carrying out probationary reviews.

Training and Development

We recognise the importance of training and development to: • Enable all staff to update and extend their knowledge, skills, and experience • Enhance job satisfaction and motivation • Ensure effective ongoing succession planning • Contribute to a culture which thrives upon change, innovation, and development • Assist all staff to reach their full potential • Develop new areas of expertise.

Due to the wide variety of needs and differing learning styles of staff, a variety of methods are available to meet identified needs. These include: • Internal courses • External courses • Study leading to a formal qualification • Conference attendance • e-Learning 21

• Mentoring and coaching • On the job learning • Peer on peer observations / shadowing • Networking • Reading industry related literature.

The Executive Team will draw up an annual staff development plan which indicates staff and business needs, how these needs will be met and the person responsible for initiating action.

Attendance at training and development activities must be approved by the Executive Team in line with overall budgetary provision and identified needs. The resources for training and development will depend upon several factors including budgetary constraints and operational priorities. Consequently, there may be occasions when a training request may be postponed or refused due to other priorities.