1. Appraisal briefing for Managers to use with their teams

2. Purpose of this briefing session
For me to share my learning from the Managers Appraisal training
Slides and ideas
For you to share your thoughts and concerns
Raise the questions now so we can be sure to address them
For us to agree how we can make this work in our team

3. Information about the new appraisal system
The following slides were all used during the Managers Appraisal training workshop
There is information on the Southern Health website, e.g., copies of behaviours
Full copies of the paperwork, checklists to help people prepare and more FAQs will be added over the next few months

4. Appraisals in general
The purpose of a good appraisal system is to:-
Review achievements against objectives, both in terms of what was achieved and how
Agree future objectives
Plan development & support required in order to meet those objectives.
Ensuring greater mutual understanding between people, more opportunities to give praise, better clarity of focus and
increased engagement.

5. Appraisals in the context of all other people management activities
Performance management
Individual development
Disciplinary processes
Team development
Appraisals
Monthly reviews
Informal chats
Coaching

6. The Organisational Context
National Health Service
Southern Health Business Plan
Future objectives
Future Objectives
Past objectives
Review behaviours and achievements
Deliver outcomes
Continue to improve behaviours and skills
Individual

7. Why change our appraisal?
To make it consistent
ensuring the same approach across Southern Health
To make it easier
ensuring it is as easy as possible for staff at all levels
To align it to our business plan
ensuring everyone understands their part in our success
To align it to our new values
ensuring we’re appraised against the behaviours
that define our values

8. What did our research tell us?
Focus Groups, telephone interviews, Working Group, Pilot discussions, best practice research across a range of organisations
Simplicity
Clarity
Choice
Meaningful
Inclusive
Clinical supervision is different

9. Key features of our new appraisal
Cascades the business plan into your personal objectives every April
Provides you with feedback on the way you behave
Confirms evidence of your clinical / professional competence
Appraisal Form focuses you in 3 sections
Review of the past
Confirmation of evidence of competence
Plan for the future
Uses an appraisal notebook - shape the way
you work month to month

10. The Notebook Pass your team your notebook to have a look at!
Prompts about our overall goals and principles….
Spaces for notes about your own specific objectives, support, learning and achievements throughout the year…..

11. Section 1 – Reviewing the past
Personal reflection
What are your views on the previous year?
B. Achievement against objectives
What have you achieved? (for your patients/service users, for your colleagues, for your part of Southern Health, for yourself?)
C. Behaviours
Detailed sets of behaviour to help us reflect
and clarify expectations

12. The origins of our new behaviours
Our behaviours describe
what staff at different levels do
when they display the values
Our values describe the
culture we aspire to
Valuing
Achievement
Delivering
Value
Forging
Relationships
Driving
Innovation
Releasing
Ambition
Person &
Patient
Centred
Frontline
Team leader
Manager
Divisional
Exec
Board
Chris
Values define the culture we aspire towards – aspirational – and nothing more than a poster on their own!
These have been translated into behaviors for each level of the organisation
These behaviors define high and low performance 12

13. The behavioral framework – appraisal forms for each
Frontline clinicians and carers
Frontline non-clinical
Frontline medical
Business support
Operational services
Corporate services
Team leaders
Team leaders
Managing managers
Managing managers
Chris
Values define the culture we aspire towards – aspirational – and nothing more than a poster on their own!
These have been translated into behaviors for each level of the organisation
These behaviors define high and low performance
Divisional, associate and area directors
Executive
Board 13

14. Two aspects in this section
Section 2 - Confirmation of evidence of professional/clinical competence
Two aspects in this section
Statutory & Mandatory Training
Professional/Clinical requirements to maintain current role
Individuals need to take personal responsibility
Managers need to be confident in their staff

15. Section 3 – Planning for the future
Objective setting
Driven by the cascade of the Business Plan
Personal development needed to achieve objectives
Use a wide range of development options

16. Development options
Reading Shadowing On-line resources Journals Networking Conferences Projects Coaching Mentoring
Reflective practice Learning journal Acting up Covering for holidays Secondments DVDs Speak to experts Specialist briefings Meetings

17. …and finally……
A page at the back for anything else – whatever you want to say that doesn’t fit anywhere else…. Special thank you’s? Appreciation? Career thoughts? Suggestions?

18. Making it work for us
What do we need to do to prepare? Let’s book some diary time….. Check back on our questions from the beginning….

19. These are the important things ….
The quality of the conversation underpins the quality of the process
Preparation and follow up are key for everyone
We are all learning – this is the first time round
Be flexible and sensible!
Good luck!