1. Performance Achievement Overview

2. Performance Achievement
Why Performance Achievement?
What is Performance Achievement?
Performance Achievement: Principles
Performance Achievement: Benefits
Performance Achievement: Stages
Performance Achievement: Examples
Roles and Responsibilities
Trial Implementation
This presentation will cover –
Why Performance Achievement?
What is Performance Achievement?
Performance Achievement: Principles
Performance Achievement: Benefits
Performance Achievement: Stages
Performance Achievement: Examples
Roles and Responsibilities
Trial Implementation

3. Why Performance Achievement?
Several national directives required the implementation of a process for individual performance management
The introduction of Performance Achievement fulfils our legal obligations as set out in the terms of the:-
Public Sector Agreement , that required the HSE to introduce a formal Performance Management System for all grades and disciplines.
Public Service Stability Agreement 2013 – 2016 (Haddington Road Agreement) – which restated the commitment to Performance management
Public Service Stability Agreement (Landsdowne Road Agreement) – which agreed to implementing Performance Management
The outcome of these agreements informed the preparation of HSE’s National Service Plan and HR’s People Strategy

4. Why Performance Achievement?
The People Strategy commits HSE –
‘to implement, maintain and monitor a Performance Achievement System that develops the capacity and capability of its employees, improves the performance of the organization and addresses underperformance in a timely and constructive manner’
The strategy recognises that high staff engagement is linked with beneficial behaviours, better outcomes and improved performance and integration of effective people management practices. It also facilitates establishing a culture of continuous improvement for service, teams and individuals.
The focus of performance achievement supports The People Strategy which under Performance Priority 6: the outcome of which is to ensure that –
Staff and teams are clear about roles, relationships , reporting and professional responsibilities so that they can channel their energy and maximise performance to meet organisational targets.

5. What is Performance Achievement?
Performance Achievement is intended to encourage our continual development within our role and achieve positive outcomes for our patients and service users.
It is through the personal development that Performance Achievement engenders that we will improve practices and develop our personal skills and abilities.
Performance Achievement is a process that will assist you to ensure; that you –
understand what it is that is expected from you in your present role as part of your team’s responsibilities
have considered the skills and abilities you want to develop within your role
have considered the steps that you need to take to complete what you want to achieve
And you will know what success looks like
But you don’t have to do this alone, you will –
Do so with your line manager/team leader’s agreement
be supported throughout the process by your line manager/team leader
be able to seek guidance and support from your line manager/team leader throughout the year through a series of formal and informal meetings
receive formal feedback on your progress at the six month review and again at the end of year
Performance achievement is not an isolated, one off event that starts and stops at each review point. It is a process that lasts for twelve months and is designed to promote greater communication between you and your line manager/team leader.
It recognises and acknowledges good achievement and will assist you to deal with problems as they arise in a supportive and structured manner
Performance Achievement is different than performance appraisals that are backward looking, scoring individuals on how they performed in their role.
Performance Achievement is forward looking assisting you to develop your skills and meet your responsibilities to your benefit and also to the benefit of our health service as a whole.

6. What is Performance Achievement?
Personal Development Plans
Continuous Professional Development
The differences between Performance Achievement, Personal Development Planning and Continuous Professional Development are –
Performance Achievement – A forward looking process that empowers staff to develop in their current role during the twelve month period of the Performance Achievement’s annual cycle.
Personal Development Plans (PDP) – Used on a voluntary basis to help develop the staff member’s long-term growth.
Continuous Professional Development (CPD) – encompasses experiences, activities and processes that contribute towards the development of a health care professional. CPD is, therefore, a lifelong process of both structured and informal learning.

7. Performance Achievement: Principles
1. Achieving the right thing
Legislation
Corporate Plan
National Service Plan
Operational Plans
Team/Business Unit Responsibilities
 Achieving the right thing
The HSE is a complex and dynamic organisation where services are subjected to numerous demands and competing priorities. But these services do not operate in a vacuum, they are interdependent and fully integrated.
In this context it is important to ensure that when we consider what objectives would like to achieve, that these are in keeping with our present role in the organisation and the responsibilities of our team, which in turn will be aligned with the objectives of HSE as a whole.

8. Performance Achievement : Principles
2. Achieving it in the right way
Achieving it in the right way –
When you consider your methodology, or how you go about achieving your objectives, it should be done in a manner that reflects our organisational values and behaviours.
These are –
CARE – provide care of the highest quality, deliver evidence based best practice and listen to the views and opinions of our patients and service users, considering them in how we deliver our services
COMPASSION – show respect, kindness, consideration and empathy in our communication and interaction with people, be courteous and open in our communication with people and recognise their fundamental worth and provide services with dignity and demonstrate professionalism at all times
TRUST – provide services in which people have confidence, be open and transparent in how we provide services and show honesty, integrity, consistency and accountability in decisions and actions
LEARNING – foster learning, innovation and creativity, support and encourage our workforce to achieve their full potential and acknowledge when something is wrong, apologise for it, take corrective action and learn from it

9. Performance Achievement : Principles
3. Achieving it with the right skills
Achieving it with the right skills –
The Performance Achievement system is intended to encourage our continual development and achieve positive outcomes for everybody such as positive outcomes for our patients and service users.
It is fundamental to the Performance Achievement system that you feel encouraged to develop the skills and abilities required to be successful in your role.
It is through continuous personal development that we can develop our personal skills and competencies to build a better health service for our patients and our service users. Performance Achievement provides the means to enable this to happen.

10. Performance Achievement : Principles
OPTIMAL INDIVIDUAL PERFORMANCE ACHIEVEMENT
To summarise - Performance Achievement will enable us to agree with our line manager/team leader –
What it is you are going to do? (your Objectives)
How to achieve your objectives in the right way (HSE’s Values) and
Consider the skills and abilities required to achieve your objectives (your Development).

11. Performance Achievement: Benefits
Aligns Objectives
Builds Skills and Capabilities
Focus on Staff Development
Engages and Empowers Employees
Improves Performance
Staff engagement though formal and informal meetings
Provides Feedback and Recognition to Staff
Facilitates Dialogue on Achievements
Performance Achievement Benefits
The performance achievement system formalises good practice in terms of people development, in terms of developing effective working relationships between staff and line managers/team leaders through communication, engaging with staff and involving them in setting objectives decision making and developing skills and competencies necessary to perform in the workplace
Performance Achievement
Aligns personal and professional objectives with those of the organisation
Identifies necessary skills for the role and support development of these skills
Engages and empowers employees through involving them in setting objectives, problem solving and decision making appropriate to their role.
Provides learning opportunities to develop
Provides feedback and recognition on progress and performance

12. Performance Achievement: Benefits
Desirable behaviours
Outputs for staff
Outputs for the organisation
Overall performance
Levels of innovation amongst staff (Gallup 2007)
Willingness to advocate the organisation to others (Gallup 2006)
Higher job satisfaction – lower levels of stress
More involvement in ones role
Positive feelings towards the organisation
Lower staff sickness absence (Gallup 2006)
Lower staff turnover (Gallup 2006)
Personal development
Engagement
Fewer accidents at work (Gallup 2006)
Lower infection rates in hospitals (West 2012)
Lower staff turnover (Gallup 2006
Greater customer satisfaction or patient experience (IES, Salanova, West)
Increased operating income (Towers Perrin 2006)
Increased productivity (Gallup 2006)
Increased profitability (Gallup 2006)
Performance Achievement Benefits
Research has demonstrated the benefits of performance achievement not only for the individual but also for service users and the organisation.
Performance Achievement –
Empowers staff to develop in their current role during the Performance Achievement annual cycle
Provides staff with an opportunity for development. This involves considering knowledge, skills and capability and identification of areas for development.
Compliments the use of Personal Development Plans (PDP) – PDPs are used on a voluntary basis to help develop the staff member’s long-term growth within HSE
Research has shown that there performance achievement has benefits for the organisation. For example. a significant improvement in personal performance management is associated with 12.3% fewer deaths following hip fracture (Michael West, Professor of Organisational Psychology 2012) and 33% of hospital variance in mortality is attributed to HRM practices (including performance achievement)

13. Performance Achievement: Stage 1
1. What am I going to do?
2. How am I going to do it?
3. How will I know when it’s achieved?
The four stages to Performance Achievement: Stage 1 – What you are going to achieve
Determine what you want to achieve i.e. your objectives by first considering how your role and responsibilities fits into those of your team and the wider organisation. –
Legislation and Policy
The Corporate Plan
The National Service Plan, and
Operational Plans
Team / Business Unit responsibilities
 1. What you are going to do – Consider what performance is demanded from our health service together with your team/business unit’s responsibilities and consider what you can do to make a positive contribution.
 If you are a member of one or more teams think about what you can personally do to improve your performance and development to maximise your contribution and delivery of health services.
 Develop in your own words three or four objectives that you can deliver within the Performance Achievement year and note these down.
 Some members of staff instead of describing their objective in their own words may prefer to adopt the wording of an objective contained in for example, the National Service Plan.
 If you are a line manager/team leader include an additional objective as to how you will development the effectiveness and efficiency of your staff /team.
 2. How you are going to do it – Next consider and note down how you are going to achieve your objectives. In doing so consider the Health Service’s Values and behaviours and what skills you will require to enable you to achieve success.
 3. How will you know it is achieved – Finally consider how you will know when you have achieved your objectives, noting down the measures or outcomes of what it is you want to achieve.
What do you want to achieve?

14. Performance Achievement: Stage 2
Agree what you
want to achieve
The stages to setting your Performance Achievement Objectives: Stage 2
Agree what you want to achieve
Discuss this with you line manager/team leader and together complete the Performance Achievement form which will ask you the following questions for each of your objectives –
What you are going to do?
How you are going to do it? and
How you will know it is achieved?
 What you are going to do? Your objectives should–
  Be challenging, stretching you to deliver meaningful results
Be achievable within the twelve month timeframe of the Performance Achievement cycle
Complement and align with the objectives of your role, the responsibilities of your team and your organisational objectives
You may wish to consider using ‘SMART’ objectives. SMART objectives are –
Stretching
Measureable
Achievable
Realistic
Time bound
More information on setting SMART objectives can be found in the Performance Achievement resources that can be found on HSELand. I will give you more information about HSELand later.
Develop at least 3-4 objectives.
 How you are going to do it? – in discussion with your line manager/team leader agree how you are going to achieve your objectives in a manner that –
  Complements our Values of Care; Compassion; Trust and Learning
Clearly identifies and describes the steps that you will take to achieve your objectives
 If the achievement of your objectives may be adversely affected by an event or occurrence outside of your control, then describe this risk on the Performance Achievement documentation.
Finally consider how you will know when you have achieved your objectives, noting down the measures or outcomes of what it is you want to achieve
Sign your agreement –
Once you have completed your Performance Achievement documentation then you and your line manager/team leader will sign it to acknowledge the agreement.

15. Performance Achievement: Stage 3
Seek support and help to achieve
The stages to setting your Performance Achievement Objectives: Stage 3
Seek support and help to achieve
The Performance Achievement process will take place over a 12 month period with an interim formal review. See the paragraph “Performance Review Annual Cycle” below.
However the Performance Achievement process should be the subject of informal discussion between you and your line manager/team leader on a regular basis.
Such discussions will help you reflect on your progress towards achieving your objectives.
If you are finding your objective(s) too difficult or challenging to achieve on your own then your line manager/team leader should work with you to provide you with the support and help you require. Approaches that may be offered include advice, coaching, mentoring or shadowing you in the workplace.
Such meetings do not need to be recorded on your Performance Achievement form but will act to ensure that there are no unexpected surprises at the interim or end of year reviews.

16. Performance Achievement: Stage 4
April/May: Agree Performance Achievement objectives and Personal Development Plan
September/October:
Interim progress
review.
3. April/May: End of year review / Commence next year’s Performance Achievement cycle
The stages to setting your Performance Achievement Objectives: Stage 4
Interim and End of Year reviews
There are four occasions when you will be subject to a review –
A scheduled review as part of the Performance Achievement annual cycle – intended to monitor your progress and provide support and guidance as you work towards your objectives.
A review if your role changes or you take up a new position – held with your line manager/team leader BEFORE leaving your role or position. This review is intended to recognise and give feedback on the work that you have completed to date within the Performance Achievement cycle.
A review upon taking up a new role or position – held with your new line manager or team leader to ensure that your objectives have a natural fit with your new role or position. This may require an adjustment to one or more of your objectives.
The End of the Year review – held at the end of the Performance Achievement cycle to reflect on what you have achieved and how you have achieved it. (The end of the year review meeting will also be used to commence the forthcoming year’s Performance Achievement cycle.)
You and your line manager/team leader can prepare in advance of the review meeting. During this meeting you will receive/ give feedback on your Performance Achievement. More information on giving and receiving feedback can be found on the HSE Intranet.
If you have any relevant material or evidence that will help demonstrate your progress in the achievement of your objectives then bring this to the meeting as a reference.
Performance Achievement reviews should be a positive and constructive experience and are intended through feedback to guide you to achieve your objectives and to progress your personal development.
All interim and end of year formal reviews are recorded on your Performance Achievement form
At the end of the formal review you and your line manager/team leader will sign the form to acknowledge that you both agree with the outcome.
In some exceptional cases if you feel that you would benefit from a further discussion concerning your Performance Achievement with another manager, then note this on the form and request the opportunity to speak with your second tier manager.

17. Performance Achievement Nursing Example
Name:
What are you going to do?
Describe here objective 1 – what you intend to achieve and by when
I want to become proficient in venepuncture and cannulation in accordance with hospital policy and procedure by November 2017.
How are you going to do it?
Clearly state here the steps you intend to take (methodology) to achieve this objective and how it links to our Health Service Values and Behaviours. Mention also if you intend using a Personal Development Plan.
Read and Learn Hospital Guidance and Policy
Undertake the venepuncture and cannulation study day in the local Centre for Nursing & Midwifery Education which covers:
Consent for venepuncture / cannulation
the differences between venepuncture and cannulation
peripheral Line Placement 
peripheral line Removal
Line Complications and  infection
Practice the above with supervision from my mentor   
Achieve competency in accordance with V and C policy, i.e. X number of supervised
Venepuncture / cannulations
How will you know it is done?
Clearly state here what success looks like. Describe what you will have achieved at the end of the Performance Achievement annual cycle.
I will be proficient in both venepuncture and cannulation and will be able to practice both unsupervised.
Date:
Manager’s Signature
Staff member’s signature

18. Performance Achievement Managers Example

19. Performance Achievement
Performance Achievement documentation
and
‘A quick reference Guide to....’
Once you have agreed with your team leader/line manager your Performance Achievement objectives for the forthcoming year you need to complete the documentation.
All Performance Achievement Quick Reference Guides and documentation can be accessed by Logging onto –
Here you will find a series of short tutorials designed to assist your understanding of all stages of the process together with the Policy and ‘Guide to completing your Performance Achievement documentation’..
You can either save the documentation and complete it electronically on your computer or print off the form for completion in writing.

20. Roles and Responsibilities: Senior Management
Leadership is required to fully implement performance achievement system successfully.
For performance management will be more successful, when senior managers ‘champion’ performance achievement in their area. This will assist to embed it throughout the organisation and make it ‘business-as-usual’.
Senior management are responsible for –
Ensuring that Performance Achievement of all staff takes place;
Establishing and maintaining appropriate structures and administrative processes to support and monitor compliance;
That an appropriate line manager/team leader be nominated to be responsible for their staffs’ Performance Achievement and that line manager/team leader is competent to undertake this role;
Where a member of staff regularly works in more than one hospital, group, location or team that one manager/team leader is appointed to be responsible for the Performance Achievement of that staff member doing so in collaboration across all hospitals, groups, locations or teams in which that member of staff is employed.
Ensuring that completed Performance Achievement documentation is –
Marked ‘Confidential’ and managed in accordance with the’ Information Classification and Handling Policy’ and ‘Records Retention Periods Policy’.
Compliant with the ‘Dignity At Work Policy’;
Subjected to the collation of statistics for the purpose of –
- Data Protection Requests;
- Freedom of Information requests;
- Parliamentary Questions;
- Providing the management information relating to compliance;
- Identifying the training needs of staff, and
- Informing training plans.

21. Roles and Responsibilities: Managers
Line managers/Team Leaders are responsible for –
Undertaking the Performance Achievement within working time by
Conducting an initial Performance Achievement meetings together with interim and end-of-year reviews of their staff in a timely manner;
Completing an additional interim review of a member of staff’s progress towards achieving their objectives before that staff member leaves or changes role or position during the Performance Achievement Annual Cycle;
Holding an initial Performance Achievement meeting or a formal review of Performance Achievement objectives, in respect of a new member of staff upon their arrival during the Performance Achievement Annual Cycle.
Respecting the confidential nature of Performance Achievement process by meeting with staff in private;
Informally meeting with staff throughout the Performance Achievement yearly cycle, and as required, proffer support, guidance and assistance towards the achievement of their agreed objectives.
Clinician line managers / team leaders may amalgamate Performance Achievement meetings with those required for clinicians engaging in the Continuous Professional Development (CPD).
Ensuring that Performance Achievement documentation is marked ‘Confidential’ and managed in accordance with the ‘Information Classification and Handling Policy’ and ‘Records Retention Periods Policy’.
If a member of staff indicates on the form that he/she wishes to have a discussion with their second tier manager, the line manager will forward the Performance Achievement documentation to the appropriate manager. In this instance the second tier manager will be responsible for conducting a meeting with the member of staff and processing the completed documentation as per paragraph 10 hereunder.
Processing the completed Performance Achievement documentation by –
Providing a copy to the staff member to whom it refers,
Retaining a copy for their own information, and
Providing the original to their National Director, Chief Officer, Chief Executive, Director of Nursing, Hospital Manager (or person so designated by their National Director, Chief Officer, Chief Executive, Director of Nursing, Hospital Manager) as appropriate for –
inclusion in the staff member’s official personnel file as part of their record of employment in their current role. (This means that the completed performance achievement documentation cannot be taken into account as part of recruitment processes.)
Informing the statistical records in respect of the Performance Achievement process.

22. Roles and Responsibilities: Staff
All members of staff are responsible for –
Engaging in the process of Performance Achievement within working time by –
Engaging in their initial Performance Achievement meetings also interim and end-of-year reviews;
Engaging in additional interim meetings to review progress in achieving their objectives before leaving or changing role or position during the Performance Achievement Annual Cycle;
Upon taking up a new role or position during the Performance Achievement Annual Cycle, meeting with their new line manager / team leader for an additional initial Performance Achievement meeting or a formal review of Performance Achievement objectives, to ensure that the objectives are consistent with their new role or position;
Proactively working towards the delivery of their Performance Achievement objectives in collaboration with their line manager/team leader;
Ensuring that the copy of their Performance Achievement documentation is retained in accordance with the ’Information Classification and Handling Policy’.

23. Trial Implementation
A steering group consisting of management and staff representatives have agreed the implementation of performance achievement system at six (6) sites.
Included in the trial are –
Environmental Health Services
National Screening Services
Cork – South, South West Hospital Group
CHO 6
National HR
Mater
Rotunda
Acute Hospitals Senior Management
The purpose of the Trial is to develop Performance Achievement in conversation with a large, but representative group of staff of different backgrounds and disciplines, ranging from front line clinicians to staff involved in providing ‘back office’ support.
This conversation is to take place during a fully evaluated trial implementation at the above sites within HSE.
Listening to the your views is important so that we all can take ownership of Performance Achievement and can use it meaningfully to provide a high quality, sustainable healthcare grounded in our values of Care, Compassion, Trust and Learning.
Once evaluation from the trial is complete, the Performance Achievement Policy and accompanying Guide will be amended as required. National implementation will then follow and a full evaluation will take place twelve months thereafter.

24. Trial Implementation Get started:-
Inform your staff that your site has been included as one of 6 sites for trial implementation of performance achievement
Read the Performance Achievement Policy, A Guide to completing your Performance Achievement documentation, FAQs, and familiarise yourself with the Performance Achievement form
Talk to your staff, requesting them to familiarise themselves with the process.
Arrange initial meeting with individual direct reports and ask them to identify 3 or 4 potential objectives relevant to their role and grade and developmental needs for discussion at the meeting
Access supports provided through LETD aimed at supporting managers to implement the system through the provision e learning modules specifically designed to assist and guide managers through the process. This on line training in the form of short narrated training slideshows can be accessed through HSeland. Topics covered include:-
A quick reference guide to What’s in it for me?
A quick reference guide to Preparing for meeting with Manager
A quick reference guide to Preparing for meeting with Staff
A quick reference guide to Setting objectives
A quick reference guide to Setting SMART objectives
A quick reference guide to Completing documentation
A quick reference guide to Giving and receiving feedback
A quick reference guide to Coaching
A quick reference guide to Follow-up documentation
A quick reference guide to Closing meetings

25. Performance Achievement