DEAF DIRECT: Performance Management Policy: April Performance Management Policy

Transcription

1 Performance Management Policy 1

2 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance Objectives Behaviours Personal Development Plan Process and Timing Rating Objectives & Behaviours Providing Evidence Managing Poor Performance Performance Management & the Link to Financial Reward 2

3 Introduction Deaf Direct is committed to supporting every employee to reach their potential and achieve their personal goals, which in turn will assist the organisation to achieve its objectives. The Performance Management process is designed to support, retain and develop existing employees and attract new employees. Deaf Direct strives to provide an environment where all employees understand the impact their contributions have on the achievement of the organisations goals and are provided the opportunity for ongoing personal growth. One way we can accomplish this goal is through a performance management process. The performance management process is continuous as we plan, manage, review, and reward performance. The purpose of this guide is to set out information about the means by which performance and contribution is encouraged, assessed, reviewed and recognised. Aims of the performance management process The overall aim is to ensure the efficient delivery of the Company s objectives and effective and efficient use of resources. Effective employee performance and development is key to deliver our 2020 Strategy. The purpose of an effective performance management process is for employees to have a clear understanding of the work expected from them, to receive ongoing feedback regarding how they are performing relative to expectations, to distribute rewards accordingly, to identify development opportunities and to address performance that does not meet expectations. A comprehensive performance management process empowers employees to have greater input to their personal career progression and will enable managers to better identify, recognise, and reward individuals based upon an agreed set of criteria. The scheme is a formal process centred on an annual meeting of each employee and their line manager to discuss his / her work: The Performance Management Review meeting. The purpose of the meeting is to review the previous year s achievements and to set objectives for the following year. These should align individual employees goals and objectives with organisational goals and objectives. Performance Reviews are provided for each employee throughout the year and any training or development needs identified. The content of these meetings is taken account of as part of the annual appraisal process. The process aims to improve the effectiveness of the organisation by contributing to achieving a well motivated and competent workforce. Benefits of the performance management process 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 skills and behaviours they need to fulfil their role. The standards of performance required. 3

4 How they can develop their performance and contribute to the development of the organisation. How they are doing. When there are performance problems and what to do about them. It s important to have a management style that is open, honest and encourages two way communication between line managers and employees. Continuous feedback is key day to day and in formal settings. Our performance management process and practices should enable employees to be able to answer the following What is expected of me in terms of outcomes and behaviour? How am I doing? How can I improve? Key principles of the process All employees are subject to a 3 month probationary period. All directly employed employees who have completed their probationary period are required to participate in this process. The process will be a fair and equitable process in line with our Equal Opportunities and Diversity Policy. The Company s primary resources are its employees and the knowledge, skills and behaviour which they bring to their work in achieving the Company s overall objectives. Just as it is essential to set overall targets, monitor achievement and allocate resources to enable the Company to succeed, so too must an individual s performance, skills, achievements and potential be assessed to ensure that all employees are equipped to fulfil their current roles and to identify areas for development. Performance Management Review meetings are an opportunity to discuss an individual s performance, to chart progress, to identify achievements and to consider the individual s contribution. The process should also identify barriers to more effective performance and identify training and development needs. Line managers are encouraged to ensure that employees receive regular and continuing feedback about their performance throughout the review period. This should include ensuring that staff have their contribution recognised and achievements acknowledged. This activity will culminate in the annual Performance Management Review meeting. The aim of the Performance Management Review is to promote effective two-way communication between employees at all levels, positively impacting on morale and motivation. The Company believes that reviewing training and development needs and performance on an individual basis will: 4

5 Enable every employee to have a clear understanding of their role, tasks, priorities and responsibilities with the Company. Identify barriers to individuals fulfilling their role with the Company and examine ways of removing those barriers. Identify individual and organisational training and development needs. Increase job satisfaction by recognising achievement and identifying potential. Job descriptions Job descriptions should be used as a focus for setting objectives as part of the performance management process. All employees should have an up to date job description. It is the responsibility of the line manager, in conjunction with the employee, to review and update the job description on an annual basis prior to agreeing objectives for the following year. Planning Performance There are 3 aspects to planning an individuals' performance Objectives what individuals are expected to achieve. Behaviours the way in which individuals work towards their objectives. How they deliver objectives rather than what the objectives are. Determined by the values and culture of the organisation. Personal development the development individuals need in order to achieve their objectives and realise their potential. Objectives Objectives will be based on an employee s job description and form part of the wider aims of the team and business. They provide a link between the job of the individual and the business vision, giving the employee some wider context for the work they are doing. Each employee will have 6 objectives set. The SMART acronym will be used to focus on setting objectives, thus objectives will be: Specific objectives should state a desired outcome, what does the employee need to achieve? Measurable how will you and the 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? 5

6 Behaviours The Deaf Direct behaviours consist of 4 levels of skill in respect of 6 different behaviours that apply to all employees. There is then an additional behaviour that applies to people managers and those in senior roles - Leadership. These behaviours are: 1. Communication 2. Customer focus 3. Teamwork 4. Achievement / Results orientation 5. Planning & Organising 6. Commercial & business awareness COMMUNICATION: Ability to listen to what others have to say and communicate one s own ideas / information in an appropriate manner. What does this mean for me? Level 1: Expresses views and feelings openly and constructively Asks questions to clarify understanding Actively listens to what is being said Shows empathy Builds rapport with others Displays a helpful and positive attitude at all times Uses multi-media to receive and convey information Uses basic IT skills including using relevant information systems Seeks and gives feedback on a regular basis Clearly states own views on how to tackle tasks Level 2: Conveys information concisely, questioning others to check understanding Conveys facts clearly and concisely Expresses own views confidently and assertively Builds rapport with others by being tactful and using clear statements Asks probing questions for clarification Uses multi-media to receive and convey information. Uses basic IT skills including using relevant information systems Thoroughly explains the reasoning behind decisions taken Level 3: Communicates effectively at all levels and in demanding situations, promoting open communications and sharing of views Deals confidently and assertively with complaints and disputes Influences others through well-reasoned discussion Actively encourages others to share their views Accurately represents the views of others in an open manner 6

7 Is seen as an effective representative of the organisation Acknowledges and addresses objections raised by others Uses multi-media to receive and convey information Uses Intermediate and system specific IT skills including IT information systems Addresses real problems Level 4: Communicates effectively to influence and build commitment, internally and externally Uses multi-media to receive and convey information Uses advanced and system specific IT skills including IT information systems Thinks of likely objections and raises these and their counters in discussion Gains co-operation when faced with resistance by demonstrating an understanding of the views of others Communicates corporate goals consistently and with enthusiasm Develops and communicates a clear vision CUSTOMER FOCUS: The will and ability to provide a level of service that consistently exceeds customer expectations. Working to identify what the customer will want tomorrow as well as today and setting excellent customer service standards which meet the unique needs of our customers. What does this mean for me? Level 1: Meets everyday customer needs in a prompt and helpful manner Deals effectively with customers queries Responds to customers needs, complaints and problems, showing patience, sensitivity and giving immediate and appropriate information Listens and responds to customers adopting a person centred approach Notes customers requests accurately and concisely Ensures appropriate action is taken, in alignment with the quality standards Understand how own job and actions affects customers Level 2: Meets customer expectations in difficult circumstances and sees the bigger picture Understands the goals of the team and organisation in meeting customers expectations Provides customers with options and supports the implementation of the appropriate option Shares ownership of customers problems Uses initiative in resolving problems Takes an active interest in setting high standards of customer care Is able to manage the requirements of diverse customers without compromising the quality of the expected service 7

8 Level 3: Looks for ways to exceed customer expectations, pursues requirements and invites customer feedback Is able and willing to offer more help than is expected by the customer, whilst keeping within organisational guidelines Develops ways to measure customer satisfaction Seeks to capture and share customer feedback Establishes the needs of customers and is able to measure success Implements new initiatives designed to support and enable customers Collaborates within the organisation to actively improve customer service Provides opportunities for others to develop customer service initiatives that differentiate the organisation Analyses customer requirements and develops appropriate solutions Level 4: Focuses on long term customer satisfaction Collaborates with other organisations and forms partnerships in the interest of customer service and best value Reviews service levels Identifies strategies and processes needed to achieve and sustain long-term customer satisfaction TEAMWORK: The will and ability to work collaboratively as part of a team to achieve organisational goals. Fostering a co-operative spirit, showing commitment to teamwork and motivation to pursue team as well as own goals. What does this mean for me? Level 1: Recognises own value within the team and demonstrates awareness of the need to contribute Demonstrates an awareness of the need to work as part of a team Readily contributes to team initiatives and team meetings Pro-actively shares knowledge and information with colleagues Willingly assists others Ensures own tasks and activities add value to team goals and objectives Is comfortable working as part of a team Level 2: Contributes to effective team working and shows a willingness to cooperate across functional boundaries Understands what colleagues need to know and keeps them informed Notices when colleagues are under pressure and offers help and support Is prepared to take on extra tasks in order to support the team Works co-operatively with others to solve problems Is willing to be flexible when asked or needed Uses the ideas and advice of others 8

9 Recognises strengths and weaknesses of team members and plays to strengths Treats team members equitably and with respect Level 3: Actively encourages teamwork Encourages and recognises the contributions of team members Seeks to co-operate with other teams Invites the views and suggestions of others Involves team members in day-to-day decision making Ensures communication is a two-way process Gives timely and constructive feedback Level 4: Drives strategic teamwork throughout the organisation to achieve goals Identifies and builds on opportunities for team working across the organisation Works to develop a one-team culture Develops strategies to improve cross-functional working ACHIEVEMENT/RESULTS ORIENTATION: Generates a high level of motivation and enthusiasm to succeed and displays commitment to their career. What does this mean for me? Level 1: Takes action to achieve objectives to the required standards Focuses on getting the job done Take the appropriate action to achieve tasks Evaluates own work through self-assessment and feedback from others Shows a willingness to learn new skills Sustains effort over long periods of time Reports any problems or changes that may adversely affect target achievement Level 2: Checks and monitors performance against given standards, sets own standards and improves performance Sets realistic goals and actively strives to achieve them Uses feedback to improve performance and celebrate successes Rises to challenges Suggests changes to systems and processes in order to improve performance of self/team Spends time working through difficulties until a satisfactory solution is found Level 3: Sets challenging goals for self and team and benchmarks against others Reviews quality processes used by the team 9

10 Identifies ways to improve team performance and measure success Strives for continuous improvement leading to excellent performance Shows persistence, drive and the determination to achieve results Benchmarks present and future results against the external environment Level 4: Sets and achieves transformational business goals and implements a strategic commitment to quality Has a track record of significant achievement and delivering quality results Strives to be a top performer displaying drive and determination Transforms the business and its processes in order to continually improve performance Encourages and supports others to achieve service excellence Develops strategies to improve commitment to quality and getting the job done Constantly delivers more than is required PLANNING AND ORGANISING: Ability to think systematically and logically in order to plan and organise resources efficiently and make effective decisions. What does this mean for me? Level 1: Plans own time to ensure achievement of task within deadlines Manages time effectively, completing tasks within the given timescale Focuses on the right things Plans how deadlines will be met Keeps files and records up to date Uses to do lists, task plans and other planning tools Pays attention to detail and checks accuracy of own work Level 2: Sets own objectives with clear measures Makes sound decisions under pressure and deals with problems quickly Monitors completion of tasks and objectives to ensure quality service Organises and prioritises work effectively and liaises with others Establishes measurable objectives for self Level 3: Sets clear objectives and monitors and evaluates progress Able to produce a plan of action in partnership with stakeholders Prioritises and schedules multiple tasks and appointments Delegates work to others to aid their development Checks and monitors progress against objectives ensuring service levels are upheld Re-allocates work to cope with absence and change 10

11 Level 4: Co-ordinates and monitors corporate goals Analyses facts vigorously and weighs up options carefully Monitors and reviews performance against a variety of performance indicators Determines and allocates resources to turn policies and concepts into key results Co-ordinates the development and implementation of high level policies and plans in line with corporate goals and strategy COMMERCIAL & BUSINESS AWARENESS: Ability to apply an understanding of the organisation and the external environment to make sound commercial judgements and identify ways to improve effectiveness. What does this mean for me? Level 1: Find ways to improve effectiveness Relates own activity to the need for cost effectiveness Keeps up to date with relevant developments within the organisation Uses knowledge of Deaf Direct and contacts within the organisation to take sound decisions about day-today activities Makes full use of all set procedures to govern decisions Consults with others with experience of similar tasks when formulating plans Level 2: Controls the impact that work activities have on profitability Shows a sound understanding of the financial management of own area Identifies business opportunities Takes decisions on the basis of how customer groups will be affected Plans own operation with a thought to likely changes in the market place Uses knowledge of customer needs to take sound commercial decisions Level 3: Improves overall profitability Shows an awareness of market place influences and pressures Sets demanding performance targets Introduces initiatives to make significant improvements on efficiency Recommends a course of action to maintain competitive edge in the light of market developments Highlights key areas of current business practice to address Level 4: Sets the climate for future growth Applies industry experience and knowledge to guide strategic decisions Compares progress against other industry leaders to ensure competitive edge Uses broad knowledge of social and economic trends to analyse business opportunities Takes sound commercial decisions based on corporate direction Makes proposals based on predictions of what could take place in the future 11

12 All managers (people managers and those in senior roles) will also be rated on the following behaviour: LEADERSHIP: The will and ability to create a positive environment that encourages and influences individuals and groups to work to achieve a shared vision and deliver to the highest standards. Recognising and rewarding individual and team effort, encouraging commitment through involvement and ownership. What does this mean for me? Level 1: Demonstrates an enthusiastic and committed manner Deals with difficult situations calmly Shares useful and relevant information with appropriate parties Involves individuals in problem solving Handles criticism positively Overcomes significant obstacles to achieve an objective Deals with setbacks effectively, remaining even tempered and displaying selfcontrol Level 2: Sets stretching personal and team objectives (SMART) in line with corporate aims and targets Identifies, attracts and deploys appropriate resource to achieve business goals whilst valuing diversity Tackles issues of under performance Ensures well-being of workforce Establishes effective contingency plans Spends time with individuals and listens to their concerns Encourages the generation of ideas and contributions Demonstrates trust in others decision making Keeps focus and energy when under pressure Level 3: Takes responsibility for building overall talent in the organisation Demonstrates strong coaching skills Analyses the strengths and development needs of his/her people and agrees job and career development goals Energises others to perform to their potential Openly gives and seeks feedback Identifies individual motivators and uses them Encourages individuals to come with solutions rather than problems Level 4: Translates vision into action and leads others to achieve positive results for all 12

13 Acts with conviction and integrity Secures commitment of others behind organisational goals and values Gives clear direction and avoids unnecessary procrastination Positively influences others by their own personal example Empowers others by delegating responsibility whilst maintaining accountability Creates an environment of trust and integrity in which others will follow Able to make difficult, unpopular decisions Pulls diverse functions together to achieve organisational aims The list of behaviours is not exhaustive and individuals are encouraged to demonstrate achievements not included. Employees will be measured against these behaviours during the performance reviews and as part of the annual Performance Review. An expected minimum level of achievement will be defined for each behaviour for each Job Role. The overall aim is for employees to demonstrate capability in their job role. Employees will need to provide evidence of capability which can be in various forms, such as examples of practical delivery of services, good practice, customer feedback, testimonials and peer observations. Personal Development Plan All employees must consider their development needs, in discussion with their Line Manager, and any development actions must be identified through consideration of the Performance Management Plan and the employees career aspirations. If the development plan is agreed it must outline the competences to be developed and the actions to develop them. It should only contain actions for which the necessary resources are available. Career planning and professional development activities are designed to further develop and maintain a high-performance workforce by providing targeted opportunities for learning and growth. Career planning allows employees to align their annual development goals with long-term career goals and organisational needs. Any training needs, future training requirements, planned qualifications, development opportunities and career planning should be discussed in the light of the Personal Development Plan. The plan need not be complicated but should include: The development needed. How the development will be achieved. When the development will be achieved. How the achievement will be measured. 13

14 Process and Timing The Performance Management Process consists of a four-phase cycle: planning, managing, reviewing and rewarding performance. Planning Phase In this phase, individual goals and objectives are set for the performance period. Goals that are SMART (specific, measurable, achievable, relevant, and time based) increase employee motivation and commitment to goal attainment, leading to greater performance and productivity. Managing Phase Regular communication between the manager and employee is critical during this phase of the performance management cycle. Through formal and informal conversations, both parties are aware of progress towards the successful completion of goals and expectations. These discussions also enable the manager to provide timely feedback and coaching throughout the year. As the performance cycle spans several months, it is important for managers and employees to keep track of key performance highlights and challenges that occur during the year. These notes will help when it's time to prepare for the annual performance review. Problems may be identified with performance and support (training, coaching, etc.) and adequate time for the performance to improve will be given. Annual performance review The manager then meets with the employee to conduct the formal review. If SMART goals have been set (planning phase) and ongoing communication / feedback has taken place (managing phase), the overall outcome of the annual review discussion and the outcomes should come as no surprise to the employee. Carrying out performance management review meetings, there are 3 elements Regular informal meetings these will be as and when required and depend on the role and also the individual. Formal interim performance reviews these meetings will be held every quarter. Annual performance management review. Rating objectives & behaviours All objectives and behaviours will be rated each quarter according to the following scale: 1. Needs improvement / fails to meet expectations. 2. On track & meeting expectations. 3. Strong & exceeding expectations. 4. Outstanding. 5. Exceptional. How the ratings will be applied to objectives Each of the 6 objectives set for every employee will be scored and rated using the above scale. The ratings awarded for each objective will then be added together to 14

15 provide one overall score which will translate into an overall rating for objectives as follows: Score for objectives Overall Rating How the ratings will be applied to behaviours - Each of the 6 behaviours (7 for people managers and senior managers) set for each employee will be scored and rated using the above scale 1 to 5. The ratings awarded for each behaviour will then be added together to provide one overall score which will translate into an overall rating for behaviours as follows: All employees (with the exception of People Managers & Senior Managers): Score for behaviours Overall Rating People Managers & Senior Managers: Score Overall Rating Overall Rating - Each employee will have a rating for objectives and a separate rating for behaviours. These 2 scores will then be used calculate the final overall rating with objectives and behaviours being weighted equally, 50% / 50%. Providing Evidence The employee is expected to prepare for their review by collating evidence to support the achievement of their objectives and behaviours and bringing this with them to the meeting. This evidence could be case studies, statistics, feedback from clients. Discuss with your line manager what is appropriate as evidence given your role. 15

16 Managing Poor Performance The performance management process may identify serious weaknesses in an employee s performance. If an employee s performance is causing serious concern, a meeting should be called to consider the evidence of serious concern. If the case is more serious, then an appropriate period of support should be provided, at the end of which should be a final meeting to review progress. If the employee is still experiencing difficulties, then consideration may need to be given to whether formal procedures should begin. For further information, please refer to the Improving Performance Policy and Procedure. Performance Management and the link to financial reward Individual performance will be linked to financial reward through salary increases and bonus payments. This will only apply to those employees who receive a rating of 2 or above. Should an employee receive an overall rating of 1 at the end of the year or an individual rating of 1 for objectives or 1 for behaviours at the end of the year, they will be exempt from receiving any financial reward. For those employees who receive an overall rating of a 2 or above, a salary increase will be awarded - subject to budget. The percentage increase awarded will be determined by the salary pot available that year but will be the same percentage increase for all eligible employees. For those who receive a rating of 3 or above, the bonus scheme will apply. The amount payable will depend on the available budget but will increase in line with the ratings from 3 to 5. Employees must have successfully completed their probationary period in order to be eligible for a salary increase or bonus payment. Signed: Date: April 2017 Philip Gerrard, Chief Executive. 16