Transcript Document

NVQ IN MANAGEMENT
Session 4: Team Performance
Management and
Development
Kate Fairweather
CMCAust Marketing
07802 250508
09/12/2013
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Management Programme
• Leadership and setting the direction
• Operational Planning and managing change
• Working relationships and effective
communications
• Team performance management and
development
• Personal development and managing yourself
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Session 4 Objectives
• By the end of this session you will be able to:
– Explain how employment legislation affects performance
management
– Describe your organisation’s appraisal/review process and
how this enables this to review performance fairly
– Describe best practice in running an appraisal interview
– Identify appropriate development options for a team
member
– Describe key stages in the disciplinary process and
research your organisation’s policies and procedures that
you must follow
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Links to last sessions
Last sessions covered:
• Working relationships
• Motivating people and encouraging input
• Operational Planning
• SMART objectives for you and your team
• Developing a Personal Development Plan
• Getting constructive feedback
This session looks at how you monitor the quality of
work fairly, review performance, identify
development needs, support your team and
individuals, and input to appraisals and disciplinary
processes
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Employment Legislation and
Performance Review
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By law employees have the right to be treated fairly and not to be unfairly
dismissed
Unfair dismissal can cover actual dismissal by the employer, or an employee being
forced to leave their job due to harassment, bullying or because they have been
treated differently because of their age, race, sex, disability, religion or belief or
sexual orientation
You must not discriminate against employees in the way you manage performance
because of their age, race, sex, disability, religion or belief or sexual orientation –
see the Operational Planning Workshop
Every employee must have a Job Description that covers what is required of them
in their job and the terms and conditions of their employment – this should cover
Disciplinary and Grievance procedures that meet the ACAS Code of Practice
If an employee has not been treated fairly under the ACAS Code of Practice then
an Employment Tribunal will take this into account as the Code is regarded as best
practice for employees regardless of size or type
Under the Data Protection Act an employee has the right to access the content of
their performance reviews, appraisals, notes of informal and formal performance
interviews and any evidence used in disciplinary hearings against them
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Activity 1
Read the ACAS Advisory Booklets on Recruitment
and Induction and How to Manage Performance.
Produce copies of staff and line manager Job
Descriptions and your Organisation’s Employee
Handbook, and list what policies apply to
performance review, and describe what procedures
you are required to follow to meet legal obligations.
Explain why it is important that managers follow
the organisation’s procedures when managing
employee performance?
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Performance Management System
• Benefits of knowing what is expected and how
achievement will be measured
• Setting SMART objectives and agreeing
behaviours/competences, Key Performance
Indicators – see the Leadership Workshop
• Formal appraisal and ongoing reviews of progress
• Coaching and support from the manager and the
team or other departments
• Formal development planning and review
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Performance Review
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Team meetings – how often?
One to one reviews – how often?
Review how they are progressing, have things changed, are there different priorities
Review how individuals are achieving, do they need more support or can they take on more
If achieving celebrate success – loudly!
If not performing discuss why, agree actions to bring back on track, record the discussion and
actions agreed and monitor results – if continue to perform below expectation investigate
disciplinary procedures
Annual team review – celebrate success, discuss things that went less well and blue sky new
ideas
Annual individual review should lead into a Personal Development Plan (PDP) for each person
– ensure that you allow each person to give their view of their performance and how they
could improve. See the Personal Development Workshop for a PDP format
Some organisations encourage managers to write the appraisal and then give the individual
sight of this at least a day before the appraisal meeting so that they can prepare their
response – others encourage individual to self appraise and then put the two points of view
together at the appraisal meeting
It is useful for managers to have 360 degree feedback from managers, their team members
and colleagues – some organisations have introduced this a formal part of the appraisal
process
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Activity 2
Describe your organisation’s appraisal and review process and
produce examples of appraisals and reviews you have
completed.
Note on the SMART format below actions you will now take to
improve performance reviews with your team
Objective and target
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Who is responsible
When must be
complete
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How to monitor
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Appraisal
The Appraisal for should cover:
• basic personal details, that is; name, department,
post, length of time in the job
• job title
• job description
• a detailed review of the individual’s performance
against a set of job-related criteria
• an overall performance rating
• general comments by a more senior manager
• comments by the employee
• a plan for development and action.
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Rating Systems
• Coming up with an overall performance rating
• How far objectives and competences have been met
• A rating against each e.g.
1 outstanding
2 exceeds requirements of the job
3 meets the requirements of the job
4 shows some minor weaknesses
5 shows some significant
weaknesses
6 unacceptable
• Avoid subjective assessment, use a moderation system,
check for any unfair ratings
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Best Practice for the Interview
• Employees should be given adequate notice of the appraisal interview. Self-assessment forms
can help them prepare
• At least one hour should be set aside for the interview
• Seating arrangements should be comfortable and the interview free from interruptions, the
tone should be friendly and use a positive transactional mode (see Communications Workshop)
• The appraisal should not spring any surprises – any issues that have arisen during the year
should have been discussed at the time and recovery action agreed
• The appraiser should encourage the employee to talk about their strengths and weaknesses
using open questions and then discuss ways in which the employee’s good work can be continued
and how he or she can achieve further improvement: The “Praise Sandwich”
• Both parties should discuss how far agreed objectives have been met and agree future
objectives and development actions
• Talk about individuals behaviours, not their characteristics
• The appraiser should encourage the employee to make suggestions about how to improve their
work or what their longer term career objectives are
• There should be a right of appeal against the appraisal rating that goes to a more senior
manager
• The appraiser should produce a written record of the interview soon after it is held, and ensure
that agreed development opportunities are provided
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Activity 3
Read the ACAS Advisory Booklet on Appraisal.
Describe how you have (or would) set up and run an
appraisal interview with a team member to ensure that
you met the best practice requirements ACAS describe.
Produce a set of questions to ask:
• Beginning with a light comment to relax the employee
• Use of open questioning rather than closed
• Starting with discussion of strengths then move to
weaknesses – the “praise sandwich”
• Use of phrasing that focus on behaviours not the
individual’s characteristics – “You have had
disagreements with colleagues” rather than “You are
argumentative”
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Development Opportunities
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You have a number of options for developing a team member to do their job better or to provide further
career development:
On job coaching and support from you or from another team member with more experience or specific
skills so that they can provide holiday cover or add this to their job role
Secondment to another department to acquire skills, experience or a better appreciation of your
organisation’s values and objectives
Give them responsibility for managing a project with other team members or people in other
departments – this could be a big important job, or something quite light like the team Christmas lunch
Delegate a task to them to deliver – see the Operational Planning Workshop for levels of delegation
Allow access to web-based research and training, allocate working time for them to work on this
Offer access to formal training or qualifications – ensure your organisation has the budget for this, they
may also have a list of courses and/or providers they use. Check if there is any public funding for formal
training, or if employees are eligible to apply for Learning Loans. Agree how much time you will provide
in working time for development activities, and what you will expect the individual to do in their own
time: If the development is purely for your organisation’s benefit then it is appropriate for the employee
to be able to complete training within working time.
Offer development opportunities equally – bear in mind the needs of part time staff, or those with
childcare responsibilities, ensure that people with disabilities can access similar opportunities. Also take
account of their learning styles – see the Leadership Workshop for Learning Styles Questionnaire
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Activity 4
Research a range of development opportunities you
could offer to your team members, identify any
equal opportunities issues with offering these and
how you could ensure all team members could
access them.
Include Learning Style questionnaires from the
Leadership Workshop for some of your team
members and describe how you would use the
results to identify appropriate development
opportunities.
Provide two examples of how you have (or could)
offer development opportunities to your team
members.
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Examples of Disciplinary Issues
Rules for performance
Gross misconduct
• bad behaviour, such as fighting or
• theft or fraud;
drunkenness;
• physical violence or bullying;
• unsatisfactory work performance;
• deliberate and serious damage to property;
• harassment or victimisation;
• serious misuse of an organisation’s
• misuse of company facilities (for example property or name;
email and internet);
• deliberately accessing internet sites
• poor timekeeping;
containing pornographic,
• unauthorised absences; and
offensive or obscene material;
• repeated or serious failure to follow
• serious insubordination;
instructions.
• unlawful discrimination or harassment;
• bringing the organisation into serious
disrepute;
• serious incapability at work brought on by
alcohol or illegal drugs;
• causing loss, damage or injury through
serious negligence;
• a serious breach of health and safety rules;
NB Check your Employee Handbook for
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issues defined by your organisation
• a serious breach of confidence.
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Disciplinary Action
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Have the difficult conversation if all development action has failed to improve performance
Follow your organisation’s disciplinary procedure, the Employee Handbook will contain details
of expected standards of performance, behaviour and list examples of capability, misconduct
and gross misconduct that will lead to disciplinary action
Have an initial meeting to discuss performance problems – as soon as the problem comes to
your attention
Remain in control and calm, state the issue from your point of view and listen to the employee’s
explanation
Say what area of performance has been below standard and agree corrective action with the
employee, and write down the action agreed, with a copy to them and retaining a confidential
copy
Follow up on the action agreed over an agreed period (daily, weekly) and then have a further
meeting to review progress – if this is acceptable then tell the employee that the issue has been
resolved, but that further examples of poor performance may result in disciplinary action,
provide a note of the meeting to the individual and keep a confidential copy
If progress has not been acceptable then you will have to tell them that and explain that you
will need to refer the issue for disciplinary action, then follow your organisation’s procedures
which will involve getting your HR department involved unless you are trained to conduct the
disciplinary process
This process provides a paper audit trail of issues raised, actions taken and resolution achieved
that will feed into any formal disciplinary process that may be required
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Activity 5
Read the ACAS Code of Practice on Disciplinary
and Grievance procedures.
Describe the key stages in the Disciplinary
Process.
Research your organisation’s Disciplinary,
Grievance and Bullying/Harassment policies and
procedures and provide a note of how and in
what circumstances you should follow these
procedures.
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Review of this session
• We covered –
• How employment legislation affects performance management
• Performance management systems, appraisal/review processes
and how these enables this to review performance fairly
• Best practice in running an appraisal interview
• Identifying appropriate development options for a team member
• Key stages in the disciplinary process and your organisation’s
policies and procedures that you must follow
• If you are taking a Management NVQ with CMC Aust then
now email your work from Activities 1 to 5 to Kate
Fairweather at [email protected] for assessment
of learning and feedback
Places to find out more – search internet on any subject or theorist, these web sites are useful:
ACAS Model Workplace and all employment legislation www.acas.org.uk Running successful
appraisal interviews www.businessballs.com
www.mindtools.com Issues with the disciplinary process and avoiding employment tribunals
www.youtube.com/pbspressoffice
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Management NVQ
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This workshop provides the underpinning knowledge for Unit 4, 20, 23, 24 of the
Management NVQ Diploma at Level 5 and Unit 409, 427,428 of the Business
Administration Diploma at Level 4 – Management Option, plus NVQs at Level 3 and 2 in
Management and Business Administration
For these Units you will need to produce for your NVQ Assessor:
– Copies of performance reviews (appraisals and/or one to one, supervisions) you
have input to or conducted with team members
– Your research into your organisation’s policies and procedures for performance
management with notes of how you apply these as a manager
– Outline interview formats you have or could use for reviews
– A listing of potential development opportunities you could offer team members,
with notes on how these offer fair options for people with different needs
– Copies of Learning Style questionnaires for two team members and what
development options would suit them
If you would like to take a Management NVQ please contact me, Kate Fairweather 07802
250508, email [email protected] or go to our website
www.cmcaustmarketing.co.uk/nvq_qualifications.htm where you will find details
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