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NVQ IN MANAGEMENT Session 4: Team Performance Management and Development Kate Fairweather CMCAust Marketing 07802 250508 09/12/2013 (c) Auth K Fairweather.

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Presentation on theme: "NVQ IN MANAGEMENT Session 4: Team Performance Management and Development Kate Fairweather CMCAust Marketing 07802 250508 09/12/2013 (c) Auth K Fairweather."— Presentation transcript:

1 NVQ IN MANAGEMENT Session 4: Team Performance Management and Development
Kate Fairweather CMCAust Marketing 09/12/2013 (c) Auth K Fairweather

2 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 09/12/2013 (c) Auth K Fairweather

3 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 09/12/2013 (c) Auth K Fairweather

4 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 09/12/2013 (c) Auth K Fairweather

5 Employment Legislation and Performance Review
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 09/12/2013 (c) Auth K Fairweather

6 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? 09/12/2013 (c) Auth K Fairweather

7 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 09/12/2013 (c) Auth K Fairweather

8 Performance Review 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 09/12/2013 (c) Auth K Fairweather

9 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 Who is responsible When must be complete Measure How to monitor 09/12/2013 (c) Auth K Fairweather

10 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. 09/12/2013 (c) Auth K Fairweather

11 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 09/12/2013 (c) Auth K Fairweather

12 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 09/12/2013 (c) Auth K Fairweather

13 Read the ACAS Advisory Booklet on Appraisal.
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” 09/12/2013 (c) Auth K Fairweather

14 Development Opportunities
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 09/12/2013 (c) Auth K Fairweather

15 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. 09/12/2013 (c) Auth K Fairweather

16 Examples of Disciplinary Issues
Rules for performance • bad behaviour, such as fighting or drunkenness; • unsatisfactory work performance; • harassment or victimisation; • misuse of company facilities (for example and internet); • poor timekeeping; • unauthorised absences; and • repeated or serious failure to follow instructions. Gross misconduct • theft or fraud; • physical violence or bullying; • deliberate and serious damage to property; • serious misuse of an organisation’s property or name; • deliberately accessing internet sites containing pornographic, offensive or obscene material; • serious insubordination; • 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; and • a serious breach of confidence. NB Check your Employee Handbook for issues defined by your organisation Auth K Fairweather 15/08/

17 Disciplinary Action 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 09/12/2013 (c) Auth K Fairweather

18 (c) Auth K Fairweather 10/10/13 07802 250508
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. 09/12/2013 (c) Auth K Fairweather 10/10/

19 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 your work from Activities 1 to 5 to Kate Fairweather at 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 Running successful appraisal interviews Issues with the disciplinary process and avoiding employment tribunals 09/12/2013 (c) Auth K Fairweather

20 Management NVQ 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 , or go to our website where you will find details 09/12/2013 (c) Auth K Fairweather

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