Managing a Cluster 1: Performance management systems and people management May 2012

What will we do?

• Background • Elements of PMS • Interrelationship RTC (NZTC)/Prof Standard (CA)/RTLB indicators • “difficult” conversations • Discussion • Where to from here

Background

Appraisal is regular and evidence based. The principal has used the RTLB professional standards when appraising RTLB and has asked RTLB to bring evidence of their effectiveness to appraisal sessions. Feedback from clients (students, teachers, parents and principals) is also considered in the appraisal process. The results from performance appraisals are then used to identify professional development for RTLB.

2009

• In 28 clusters, RTLBs were appraised annually. The quality of this appraisal varied greatly, with only half of these clusters implementing a comprehensive appraisal process likely to lead to improved practice. ……... Appraisal of RTLB was not carried out in four of the clusters; in a further eight, it varied …….in a few clusters some RTLB were appraised while others were not….

Communication & relationship leadership & local priorities RTLB Integrated planning and delivery

District/regional & national

Fund management and RTLB & practice leadership With others & Community, Whanau, Iwi Cluster governance & management Cluster processes and systems Referral processes RTLB practice Performance agreements Learners and achievement Teachers and schools National priorities, Ministry contract and support & federation Change Management & Leadership Needs analysis, planning and reporting & advisory group RTLB recruitment, training RTLB PLD Individuals

Disciplinary/ competency Process NZSTA advice Establish Need Appraisal Review The Life Cycle of an Employment Relationship Recruitment Advertising Selecting Professional Development Performance Agreement •JD •Prof Stds Terms & Conditions •CA •IEA

Legislative basis

• Legislation and contractual – Gazette notice – PMS 5 – CA’s

Working Relationships

Good Faith “Good faith means dealing with each other honestly, openly and without misleading each other.”

QUOTES FROM WORK PERFORMANCE EVALUATIONS

. . or things you don't want to see on your appraisal

• "Since my last report, this employee has reached rock bottom, and shows signs of starting to dig." • "His team would follow him anywhere, but only out of morbid curiosity." • "Works well when under constant supervision, and cornered like a rat in a trap." • "When he opens his mouth, it seems that this is only to change whichever foot was previously in there." • "This person has delusions of adequacy." • "sets low personal standards, and then consistently fails to achieve them." • "This employee should go far, and the sooner he starts, the better."

Overview

• Two of your main planning tools & vital for: – career aspirations of individual RTLB – require staff buy-in and motivation • They also: – set cluster and individual priorities, – provide the opportunity for constructive support and feedback and – clearly identify expected standard of performance and what constitutes competency

Performance management is about

• Managers and employees having regular quality conversations about performance during the year, • Employees getting clear, specific and timely feedback about their performance and • Employees participating fully in the performance management process.

Performance management is more than

• Filling out forms, • Leaving everything up to the manager, • And is not limited to an end of year review / appraisal, • It is about planning, quality feedback and monitoring throughout the year.

Performance management principles include (but not limited to):

• Fairness • Transparency • Role Clarity • Participation • Feedback • Agreement • Professional development

Performance Management Cycle

• Ongoing, annual process. • Throughout year, ensure the following: – Set in place and advise RTLB of, a predictable annual performance management process, – Identify and communicate achievement areas and performance indicators, – Check and record progress, – Provide feedback where appropriate; and – Undertake face to face, progress review.

Professional Development

• At part of performance management cycle, and in consultation with each employee, • Identify and set out individual RTLB professional development needs; • Monitored progress and • Review performance.

Measurement Tools

• Cluster manager and RTLB develop performance objectives and how they are to be measured. • These may include surveys, feedback, observation, and qualitative, quantitative and cost measures. • They may have regard, but are not limited to, the Key Indicators for RTLB (hand-outs).

Resources

• • • • • • •

http://instep.net.nz/ http://www.educationalleaders.govt.nz/ http://www.nzsta.org.nz/board-as-employers/ http://www.minedu.govt.nz/NZEducation/Edu cationPolicies/SchoolEmployment/Employer s.aspx

OECD Report Toolkit Denis

What are the next steps?

• Remember personal files • Obtain delegation • Other things…….