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7. Expectations and Responsibilities

The Senior Team

The individual being reviewed

Give advice and guidance on:

Take a bit of time to get ready for the meetings: •

Consider how well you’ve done against the performance descriptors and objectives Evaluate any development activity you have undertaken and consider how well they have enabled you to achieve more Think about future training and development needs and how these will improve performance Consider your potential career aspirations

Give yourself an overall performance rating

Identify examples to support your thinking

The Manager •

Make the performance requirements explicit

Talk about performance needs informally

Assess achievement against the criteria agreed

Consider what development could improve performance and enhance the person’s career

Give a performance rating and support your decisions with examples and observations

Draft new objectives which are cascaded and SMART

Objectives to be set

Performance descriptors required

Available resources and training and development interventions

Investigate what training and development is available

Future career opportunities

Managing Performance Process


Ensure fair play and appropriate rewards by: •

Maintaining standards and consistency by taking an overview of how well everyone is doing

Why have a process for managing performance?

Ensuring all performance decisions are supported with examples of achievements

The benefits of a process

The performance review criteria and tools

8. Outputs from the review meeting •

Completed form

Agreed performance rating

Annual review and performance rating

New objectives • Revised or new training and development record •

Important Dates

Preparing for meetings

Expectations and responsibilities

Outputs from the review meeting

QRG 11

Communicating explicit expected standards of performance

1. Why Have a process for managing performance

Managing individual performance is at the heart of every successful organisation as it links individual effort and output to overall success.

Developing Performance

Rewarding achievement

Transparent decision making

Greater clarity and career progression

Identification of individual strengths

The key messages Managing individual performance is not a mechanistic process that takes place once a year. The assumption is that managers and colleagues will routinely be reviewing progress on an informal basis so there should be no surprises. The performance review meeting provides an opportunity to have greater confidence and credibility to asses individual effort and achievement This Guide outlines the benefits, the approach and the responsibilities.

To the Individual •

Shared understanding of what is required

Clear links between individual and business objectives

Clear focus

Enables constructive feedback on performance

Aligns training and development with the business

To unite everyone behind our organisation’s goals and drivers and our way of working

Provides performance criteria to assess achievement in a fair and objective way

To improve overall performance through the alignment of objectives and the development of our people

3. The performance review criteria and tools

The aim of managing performance •

To increase motivation by adopting a fair, focused, transparent and consistent approach

If your work is going to be reviewed then it makes sense to clarify expectations. You need to know: •

What the standards of output and quality are

What the desired behaviours are

What resources you can use to help you

To recognise achievement

2. The benefits of a process for managing performance To the Organisation The process for managing performance is a management tool for: •

Managing the performance of our organisation

Focusing attention on areas that “add value”

What resources you can ask for

What support and development opportunities are available to you

Core Qualities Framework We have established a Core Qualities Framework that sets out the behaviours expected of all employees: Self-Awareness – is self-aware, learns continuously and effectively adapts behaviour in response to feedback. Personal Effectiveness – Makes things happen, operates with resilience, flexibility and integrity. Communication – Shares and listens to information, opinions and ideas using a range of effective approaches. Service Delivery – Understand customer needs and demonstrates our Brand. Making expectations explicit In addition to behaviour frameworks, we also use individual objectives. An objective identifies the specific achievements to be reached by the organisation, department, team or individual. For example, “Achieve a 50% reduction in customer complaints within 3 months” The number of objectives is not set but is likely to be between I and 5 business objectives probably increasing in relation to seniority. Individuals are also likely to have personal development objectives.

To ensure fairness and transparency performance assessment decisions need to be supported with examples of achievement rather than subjective opinion. 5. Important milestones i.

agree objectives


development review


performance review

In the time between these there should be regular ongoing dialogue including: •






Adjusting objectives

6. Preparing for meetings Ideally manager and staff member will have an initial discussion to agree a date for the formal review meetings and clarify: •

The key criteria to assess achievement – performance descriptors, objectives

4. Annual review and performance rating

Underlying principles and benefits of the approach

The process and documentation

Performance descriptors

Roles and responsibilities

One of the key outputs from the formal appraisal meeting is the allocation of a rating based on defined performance descriptors that capture how well an individual has performed against the set and agreed criteria.

Managing Performance Process Guide  

Key principles to guide you through the process of Managing Performance