1. Seevic Performance Appraisal
Introducing the New College Scheme

2. Aims of the New Scheme
To integrate the College’s Vision and Values into all processes
To focus on expectations of competencies; skills, attitudes and behaviours
To provide a structured approach to objectively assess performance
To integrate the IDP into the annual review process
A structured approach to improving teaching and learning and service delivery

3. Underpinning Principles
An equal exchange of feedback and ideas with the aim of achieving mutual agreements
Objective assessment of current performance which is evidence based
Vision & Values – to what extent staff models the College’s vision & values through their behaviour
Equality and diversity ensuring that staff are trained to review staff fairly and objectively and that the process is not used to determine benefit or to disadvantage, but is developmental with due regard to equality and diversity
Managerial commitment to the process which is implemented fairly and consistently
Staff commitment to actively engage with the process

4. Best Practice Criteria
Criteria for teaching staff is extensively sourced from the College’s Guide to Best Practice for Teaching & Learning
For some criteria if a teacher is exceeds expectations and is assessed as outstanding there is the flexibility to define the characteristics of outstanding yourselves

5. Performance Management
There are three aspects that contribute to planning for an individual's performance:
objectives which the employee is expected to achieve
competencies or behaviours - the way in which employees work towards their objectives
personal development - the development employees need in order to achieve objectives and realise their potential

6. Regular Dialogue
A regular dialogue between line managers and their team members is at the heart of performance management. Managers should discuss work as it goes along by holding regular informal meetings about:
how the employee is doing in terms of objectives and competencies and this might be added to the employees IDP/objectives update
things that could be enhanced further areas to work on and any concerns about performance. These can feed into the development plan.

7. Performance Management
Reviewing performance typically has three elements:
regular informal meeting where line managers discuss current work and development
formal interim meeting to discuss progress against performance plan
annual appraisal review where the work of the year is discussed and feedback given.

8. Performance Management
Good performance management helps everyone in the organisation to know:
what the business is trying to achieve
their role in helping the business achieve its goals
the skill and competences they need to fulfil their role
the standards of performance required
how they can develop their performance and contribute to development of the organisation
how they are doing
when there are performance problems and what to do about them.

9. Performance Managment
An engaged employee is someone who:
takes pride in their job and shows loyalty towards their colleagues, management and organisation
goes the extra mile - particularly in areas like customer service, or where employees need to be creative, responsive or adaptable.

10. Features of the Scheme Annual Review at the end of the summer term
Interim Review in September/October for teachers to review course achievement data and set additional targets where appropriate
Line manager model

11. Preparation
Objective assessment of performance based on a review of evidence including:
Lesson observation grades
Learner survey results & feedback from focus group
Achievement and retention data
Sample SoW, lesson plans, course material and homework
IDP
Achievement of key tasks and impact on service delivery

12. 360ْ c Feedback
Optional process to ask for feedback from a sample of colleagues – i.e. staff in the same team, staff that report to them, other staff who have regular contact
Feedback should focus on:
Keep – suggestions what should they carry on doing
Start – suggestions what should they start doing
Stop – suggestions what they should stop doing

13. What are SMART objectives mean?
The SMART acronym is a useful way of getting objectives right:
Specific - objectives should state a desired outcome. What does the employee need to achieve?
Measurable - how will the manager and employee know when an objective has been achieved?
Achievable - is the objective something the employee is capable of achieving but also challenging?
Relevant - do objectives relate to those of the team / department / business?
Timebound - when does the objective need to be achieved?

14. Objectives
Clear objectives and areas for development should be highlighted for all staff that have been assessed as either requiring development or unsatisfactory as a means to improve performance
All teachers, even those assessed as outstanding, should have teaching and learning related objectives

15. What is a personal development plan?
A personal development plan is where development needs are set out. They need not be complicated but may include:
The development needed
How the development will be achieved
When the development will be achieved
How the achievement will be measured

16. Interim Review of Objectives
Process
Issue & Prep
RD issue documentation to individual and line manager
Staff member completes assessment adding comments as part of their pre-appraisal prep
SLT signature
After the meeting the Line Manager sends completed document to appraisee and SLT manager
SLT Manager signs and sends completed document to RD
Interim Review of Objectives
RD issues Section 3: Objectives to line manager to initiate interim review
Line Manager returns updated Section 3 to RD

17. Using the Documentation
Pre Appraisal Meeting
HRD (Tara & Sian) to issue documentation to line managers (next year automated on iTrent)
Line managers to agree time for appraisal (with sufficient notice) and give paperwork to appraisee
Appraisee to self assess performance against each criteria identifying whether they meet all requirements or have outstanding performance
Appraisee adds comments and additional notes to paperwork to inform discussion at the appraisal meeting
Line Manager makes own assessment of performance against each criteria in prep for the review meeting
Appraisal Meeting
IDP reviewed in detail in Part 1, including requests for training and career planning to be discussed in the meeting. Line Manager to summarise key points.
Line Manager discusses with appraisee all competency criteria in Part 2. Indicates both the Staff and Mgr assessment and summarises key points of the conversation
IDP is reviewed against objectives and actions. Non teaching and learning objectives and actions are recorded in Part 3. Copy of objectives are issued immediately.
Both Appraisee and Manager summarise key points of the appraisal assessment. Form is signed by both parties
Manager shares report with SLT manager who also signs form
Completed document is handed to Resource Development (Sian for Teaching Staff and Tara for Support Staff)

18. Any Questions?