Setting clear, agreed objectives. Too often conflict occurs because the line manager assumes that the staff member knows what to do. The staff member is surprised when they discover that the expectations from their line manager were different from their own. Job descriptions and tasks must be clear and agreed by both the line manager and the member of staff.
Assessing and evaluating performance against those objectives. A person’s performance in their job is observed by their line manager. What they do should directly relate to what was asked of them – the objectives.
Providing feedback on performance. Feedback is about telling someone how well they are doing their job. When performance is poor, this is both the hardest and the most important part of performance management. Sometimes a person can be unaware that their behaviour is a concern to others, or that they are not achieving what is expected of them in terms of quantity or quality.
Planning, prioritising and agreeing the way forward. Every six months or year, it is helpful to reassess the objectives for the next year. Some objectives still need to be achieved and can be carried forward. There may be some new objectives based on the organisation’s strategy. The staff member needs to know what the priorities are in order to plan their work. The line manager should not tell them exactly what to do, but rather empower them to choose how they are going to achieve the objectives.
Performance management is a cycle that begins with objectives being set. The job description shows the tasks and responsibilities. Performance management is concerned with the ‘outcomes’ and ‘how’ a job is being done. Objectives need to be set to measure these. The cycle then continues with informal reviews (appraisals) throughout the year. As a result of these appraisals, the objectives are sometimes adjusted. A formal appraisal would normally occur once every six or twelve months and is followed by setting of objectives for the next year.
AppraisalsThe term ‘appraisal’ is used when a line manager talks with a staff member about their performance. It is helpful for organisations to develop a written process for appraisals, to provide forms for line managers and staff members to complete, and ensure there is support for staff (such as learning opportunities) after their formal appraisals. Some appraisals are formal and held every six or twelve months. Appraisals can also be carried out on a more informal basis throughout the year.
There are many benefits of appraisals. For example, an appraisal:Helps to create good working relationships. The opportunity to talk about work in a formal way can help the staff member and line manager to understand each other better and to build up trust.
Enables grievances to be heard. Although line managers should be asking staff in regular meetings if they have any concerns, appraisals also provide an opportunity for staff to raise issues.
Shows how staff are performing. The staff member can assume that they are performing well or poorly when actually their performance is the opposite.Affirms staff if they have performed well. It is important to praise staff for good work. This motivates them and shows them that they are contributing to the organisation’s work.
Identifies personal development needs. A review of performance may identify areas where learning opportunities need to be offered.Shows staff that the organisation is concerned for their development. Being valued is important to most people. A thorough appraisal process provides an opportunity for the line manager to spend time with an individual to listen to them. It shows that the organisation is concerned not only for performance, but also for the welfare and development of the person.
Provides a structure. The staff member is aware through an appraisal form that the discussion will focus on how they are performing in their job. As everyone in the organization goes through the formal process with their line manager, it will provide a sense of fairness.
Types and content of appraisalsINSTANT – on the spot, could occur at any time during the day.
REGULAR – weekly, fortnightly or monthly meetings.
FORMAL – every six or twelve months. This type of appraisal produces an official record by using forms to describe progress on objectives and comments from the line manager on performance.
Instant appraisals : work is dynamic and things change every moment. One example of instant appraisal is praise or recognition. This could be done publicly or privately and can be the smallest of comments such as, ‘Well done’ or ‘I really appreciated that’.
It is more difficult to give instant appraisal when work has not been delivered on time or behaviour has been inappropriate. Sometimes it is appropriate to deal with this quickly but in some situations it is better to delay a response. Ensure that the issue is dealt with in private and give the person time to explain the issue from their perspective. Regular appraisals: regular appraisals usually involve short meetings between a staff member and their line manager. Sometimes these are called ‘catch-ups’.
Regular catch-ups are essential. It is important to book regular meetings and ensure that they are not ignored when staff are busy. The length and frequency of catch-ups will vary according to the situation, but they would usually take place each week or fortnight and last for about an hour.
Catch-ups should have a clear structure. Ensure that staff are aware of the purpose of catch-ups and after consultation with the staff member, produce an agenda for each one.
Content of an agenda could include:
• Review of work progress
• Review of progress towards meeting the individual’s objectives
• Intended work in the next week
• Any issues to discuss relating to work or relationships with others
• Areas for development.
The catch-up should involve a two-way conversation. Give space for the individual to share their concerns and ask questions, as well as receiving the line manager’s feedback. As well as discussing their work, ask how they are feeling and how they can be supported.
Catch-ups provide an ideal opportunity to give and receive negative and positive feedback. Feedback should be two-way. In addition to the line manager giving feedback to the individual, the individual should be encouraged to give feedback to the line manager on the line manager’s performance. The box opposite shows a model for giving feedback that allows honesty while minimising ill feeling.
End the catch-up with action points. As a result of the discussions, both the individual and the line manager should agree what action they will take and what the deadline will be. Each should hold the other accountable for their action. In the next meeting they should review what progress has been made.
Formal appraisals: there are two different situations in which formal appraisal happens:
ANNUAL OR SIX MONTH APPRAISALS
The probationary period lasts for the first few weeks of employment. At the end of the probationary period, a meeting is held to review the performance of the new recruit and to decide whether or not they are suitable for the role. If they are suitable, their employment should be confirmed. If they are not suitable, decide whether to end the contract or extend the probationary period to give time to address issues or provide training.
Throughout the probationary period, regular catch-ups should be held to ensure that issues are addressed early on. This will reduce the chance of surprises for the new recruit at the end of the probationary period. Particular support should be given during the probationary period, such as training and the opportunity to shadow other staff.
ANNUAL OR SIX MONTH APPRAISALS
The second type of formal appraisal is normally conducted every six months or at
least every year.
A formal appraisal could focus on:
Reviewing how the staff member has performed their tasks and relationships with other staff
Setting objectives for the coming year (see box below)
Identifying a development plan for the coming year. A development plan helps the staff member to plan how they will gain the skills, knowledge and experience necessary for them to do their job better and to enable them to develop their career (see Section 7 for more details).
A staff member’s performance is a combination of:
KnowledgeCapability
Behaviour.
do not understand what they have to do (knowledge)
are not capable of doing it consistently (capability) or;
decide they are not going to do what is required (behaviour).
For these reasons, it is important to ask the staff member why they have performed poorly before making any judgment. If they have misunderstood the role or are not capable of carrying it out to a high standard, they require support. If they are not doing something willingly, this is a behavioural issue which requires discipline.
Ask the individual about the best way to help them.Always write notes about the discussion and record any decisions that are made. These notes may be needed as evidence during a disciplinary hearing. As soon as possible the line manager should develop an action plan to support the staff member in improving their performance.
Set a date to review progress and make the staff member aware of the consequences if performance does not improve. For example, bad behaviour may lead to a disciplinary hearing resulting in the loss of their job.
Disciplinary procedures: The last resort for poor performance is to set up a disciplinary hearing. It is good practice for an organisation to have a disciplinary procedure which is stated in the terms of employment. Disciplinary principles include:
The standard of work should be clearly explained so there is no misunderstanding.Job descriptions should be accurate.
Staff should understand the conditions of a probationary period.
The consequences of not meeting the required standards should be clearly explained.
