1. ACF Performance Management

2. ‘ A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance'. CIPD Performance management: Factsheet, Feb 2007)

3. ACF Performance Management Policy RecruitmentSelectionInductionDevelopingRetainingExiting Recruitment: Identifying new staff that embody the competencies and values of ACF Staff Appraisals: Transparent criteria for evaluation Professional Development: Identify and promote talent within the organization

4. Measuring Performance Setting SMART Objectives Assessing Core Competencies Conducting a performance appraisal

5. ACF Competencies Organization of work Problem Solving Stress Management Compliance with security rules Compliance with ACF Charter Communication Delegation & supervision Management of skills & behavior Conflict prevention & management Team Work Job knowledge & technical skills

6. 5 Keys to a Successful Appraisal Measurement Are you assessing performance against agreed targets and objectives? Feedback Are you providing information to the individual on their performance and progress? Positive Reinforcement Are you emphasizing what has been done well and making only constructive criticism about what might be improved? Exchange of Views Is there a frank exchange of views about what has happened, how appraisees can improve their performance, the support they need from you to achieve this and their aspirations for their future career? Agreement Are you jointly coming to an understanding with all parties about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion?

7. Rating Performance Levels Level 4 Exceeds Expectations Level 3 Meets Expectations Level 2 Needs Improvement Level 1 Unsatisfactory

8. Rating Performance Levels Performance is efficient, timely, insists on high standards and rarely needs correction. Frequently goes above and beyond duties to accomplish the task. Strives for self-improvement and seeks opportunities to do so. Requires little supervision. Level 4 Exceeds Expectations Performance is consistently sound, balanced and reliable. Occasionally does more than is required. Minimal errors. Requires normal supervisory direction. Level 3 Meets Expectations Performance is occasionally deficient and requires improvement. Inattention to procedures and / or requirements. Requires considerable supervision or correction. Level 2 Needs Improvement Performance is consistently deficient and unacceptable. Needs constant supervision. Shows no effort or interest in self-improvement. Level 1 Unsatisfactory

9. A good and constructive appraisal meeting is one in which: appraisees do most of the talking appraisers listen actively to what they say there is scope for reflection and analysis performance is analysed, not personality the whole period is reviewed and not just recent or isolated events achievement is recognised and reinforced the meeting ends positively with agreed action plans to improve and sustain performance in the future.

10. A bad appraisal meeting is one which: focuses on a catalogue of failures and omissions is controlled by the appraiser ends with disagreement between appraiser and appraisee leaves the appraisee feeling disengaged or demotivated by the process.