1. Performance Appraisal
Canteen Staff
Canteen Network Meeting
6 March 2012
Thank you for letting me speak with you this afternoon. Can I just get a handle on who we have here today.
Hands up anyone that is not a PAID canteen worker (there may be volunteers there that don’t get paid – may not apply to them)
Hands up who is employed by a P&C / school / independent contractor.
Hands up who actually has a contract with their employee that sets out duties, work conditions, etc
Whichever situation you are employed in Performance Appraisal is a positive and productive process that should be implemented by your workplace.
When conducting this process we need to make sure it is effective for both manager and employee.
This is a business/professional relationship and associated process. Any personal connections or opinions need to be kept totally separate. Each person needs to remember what HAT they are wearing at the time.

2. Purpose
Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.
There should be no surprises. Staff appraisals are no substitute for regular ongoing
communication between staff and their managers. The staff appraisal should not be the first time that an employee tells a manager that things are going really badly, or really well. Both should know this already.
Ideally it is carried out by the Canteen Convenor or P&C President, remember that the Canteen Committee is a sub-Committee of the P&C and reports to the General meeting on all that is happening with the Canteen. Whoever carries out this activity needs to remember what hat they are wearing and ensure that any potential conflict of interest is avoided. Transparency of process is paramount.

3. What They Are NOT Remuneration review Part of disciplinary process
Manage under performance
Address inappropriate behaviour
set up a separate interview to discuss remuneration if appropriate
Staff Appraisals should never be used as part of a disciplinary process. If staff are underperforming, the specific areas of underperformance need to be addressed as part of an ongoing process of counselling and training. Some P&Cs have a specific policy to address disciplinary issues.
poor performance should be addressed throughout the year and have a plan in place to improve
specific incidents should be dealt with at the time not ‘saved up’ for this event
If a staff member has engaged in inappropriate behaviour, the specific behaviour should be addressed at the time it occurs. It should not be ignored, allowed to get worse and then sprung upon them at staff appraisal time.

4. Key Steps Acknowledge Expected Outcome Prepare Interview process
Document
Plan for next one
Acknowledge Expected Outcome:
documented process and supported by contract
regular communication
set the scene
not disciplinary procedure, dressing down
Prepare:
Schedule appraisal meetings at least two weeks before the appraisal date
Book a room for the appraisal
All of the pre-appraisal documentation goes out to the employee at least two weeks before the appraisal with clear instructions on how to complete it.  Within this documentation include a draft agenda. Sample document available to Canteen Network to distribute
Set time in your diary to carry out the pre-meeting work
Ideally, set aside 1 hour for the meeting. Make sure that it is not at a time when it will be impacted by busy times
Interview Process:
we’ll go through in next slide
Document:
provide copy of agreed points for the action plan for next 12 months, these will provide the basis for the next performance appraisal
keep copy on file
Plan for next one:
set date for next one
agree steps for continued monitoring during year

5. Interview Process Opening discussion – outline what is covered
Provide feedback on Good Performance
Provide feedback on Poor Performance
Areas for improvement
Address support or training needed
Ask for and respond to input from manager/employee
Sum up, agree plan and provide copy of documentation
Agenda:
The appraisal purpose
Employee self assessment of performance
Manager feedback on performance
Development plans
Career plans
Objectives for next period
To start:
Where objectives from previous appraisals have been met, this is a great opportunity to acknowledge the work of the staff member. In our busy work lives it’s easy to take good performance for granted. We may believe that we give positive feedback, but the reality is that there are precious few times when managers say “well done.” Performance appraisals are a great time to stop and look at the wonderful contribution that individual staff make every day.
Before you can set new objectives, a staff appraisal should look at objectives set at any previous appraisals. If objectives were not met, this needs to be examined in a frank and open way. The purpose is not to shame or punish but to identify the starting point for new objectives. It is also an opportunity to identify the barriers that prevented them being met so that these barriers can be addressed before you set your next set of objectives
The Interview:
The key to an effective appraisal meeting is to put the appraisee at ease.  One of the easiest ways of doing this is to spend a few minutes at the start chatting more generally about how things are going in life.  As the appraiser is important that:
You set the scene including being clear what the meeting is about and what it is not about
At least 70% of the talking should be done by the appraisee not you
You give the appraisee the opportunity to give their own self assessment of their performance before you
You don’t interrupt them even if you don’t agree with something they are saying
When you are giving your feedback, you are as specific as possible and ideally include examples to illustrate.  For example, I notice that you are always really well prepared with all the key information for your meetings with the divisional managers
You ensure that the appraisee is fully committed to and in agreement with objectives for the next period
You spend time looking at the development needs and career/succession plans (may be that they intend to move on so need to have plans to deal with it)
Make sure the appraisee is clear on the next steps and timescales
Agreement:
Come to an agreement. The ultimate aim of a staff appraisal is to come to a shared understanding of how the staff member will focus their performance in the next period of employment. The appraisal should end on a positive note, with the employee energised and motivated to tackle the work journey ahead.

6. Sample Questions and Goals
Has the past year been good/bad/satisfactory or otherwise for you, and why?
What do you consider to be your most important achievements of the past year?
What elements of your job do you find most difficult?
What elements of your job interest you the most, and least?
What action could be taken to improve your performance in your current position by you, and your boss?
What sort of training/experiences would benefit you in the next year? Not just job-skills - also your natural strengths and personal passions you'd like to develop - you and your work can benefit from these.
achieve Green Apple award
increase revenue by x%
improve profit by x%
increase number of volunteers
reduce amber/red items
green up x% of menu items
achieve xyz certificate/award
General Questions:
Has the past year been good/bad/satisfactory or otherwise for you, and why?
What do you consider to be your most important achievements of the past year?
What elements of your job do you find most difficult?
What elements of your job interest you the most, and least?
at action could be taken to improve your performance in your current position by you, and your boss?
What sort of training/experiences would benefit you in the next year? Not just job-skills - also your natural strengths and personal passions you'd like to develop - you and your work can benefit from these.
Example Goals:
achieve Green Apple award
increase revenue by x%
improve profit by x%
increase number of volunteers
reduce amber/red items
green up x% of menu items
achieve xyz certificate/award

7. Outcomes Create a learning and develop plan for next 6 – 12 months
Set goals for next 12 months
Document and Communicate
Learning Plan:
determine training that may be needed over the next 6-12 months
examples may be – Food Handling course; OHS course; bookkeeping if that is part of your duties and if you have had that training in the past check if a refresher is needed.
After the Meeting:
Produce a meeting note or completed summary
Provide two copies of the meeting note or completed summary and ask the appraisee to sign and return one copy to you if they are in agreement that it accurately reflects what was discussed and agreed
Make yourself available to discuss concerns that the appraisee might have about the meeting note.  It could be that you have misinterpreted something or incorrectly recorded it
Set up a time to review progress on objectives

8. References
NSW Industrial Relations, Managing Performance
NSW Industrial Relations, Managing Employees ml
Here are a couple of points of reference for you regarding managing employees

9. Thank you