1. Employee Performance Appraisal Manager Briefing Session/Training 9 and 10 December 2014

2. Purpose of Session Appraisal System Emphasis on Behaviour and Coaching Linking to the Council Priorities and future developments.

3. What makes a success? 3 things: ▫ Management is the intervention of getting things done through others ▫ You need your employees as much as they need you. ▫ A manager’s job is to manage employees’ behaviour within the parameters of the organisation’s priorities

4. Performance at HDC

5. Performance Process at HDC

6. Planning and Reviewing Performance Define behaviour/performance required: Link to corporate priorities/service planning Other Corporate/Service Specific guidance such as Terms and Conditions/Job Descriptions and Person Specifications Annual performance objectives – ensure objectives are understood/employees have ownership

7. Planning and Reviewing Performance Monitoring/Motivating Performance/Behaviour Positive reinforcement – including highlighting areas of under performance – unsuitable behaviours Annual and six month reviews 1 to 1 – recommended

8. Planning and Reviewing Performance Management of behaviour – links to HR policy Disciplinary Capability

9. 8 Steps to Performance Appraisal Be prepared including ensuring employees prepareensuring employees prepare Conduct the meeting in a tone of partnership Identify both good and under performance Find the root causes of performance gaps Plan to close performance gaps Re-evaluate performance objectives Get it on record – Performance Appraisal Form Follow up

10. The Performance Appraisal Process at HDC Documents on HINT

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12. The Performance Appraisal Process at HDC Driving for Work – Checklist (Page 8 of Handbook) Reviewing Health and Safety Issues/Training Reviewing Workstation Safety – DSE Assessment (Page 9 of Handbook)

13. Closing Gaps in Performance Understand reason for gap Skills/Knowledge gap – different methods of learning (Page 16 of Handbook) Behaviour – changing behaviour – coaching (Page 21 of handbook). Behaviour which is significantly or persistently below standards should go to capability.

14. Exercise Setting Objectives Refer to Handout 7 (Page 27) of Handbook Look at corporate priority. Choose a service to work on. Set a service priority in line with corporate priority Set an objective for a member of the team in line with the service priority. Ensure the objective is SMARTer. Choose someone from the group to report back. Report back to include the corporate and service priority, objective set and explain how it is in line with the service priority and why it is SMART.

15. Future Considerations Team Performance – this should be measured linking through appraisals to service planning Development of an appraisal framework that allows flexibility and means of measuring performance more effectively Coaching skills – very useful skill for support employee performance

16. To Summarise Key Points Council Plan/Service Plan Links to Appraisals Each employee will own their own Appraisal Performance - focuses on behaviour – getting the best out of everyone

17. Employee Ownership of Appraisal Preparation Questions How did you do last year? What went well/did not go so well? What areas would you like to be involved in next year and how can this be developed into your objectives? What challenges have you faced this year and how can you progress these next year? What challenges do you face next year?