Things you should know about Performance Management

Transcription

1 Gillian Routledge Things you should know about Performance Management the art of decision making EIP 2018

2 Performance Management It s Numbers, spreadsheets, data and Klik about reds and greens a big stick not for me. Your PDR or annual appraisal That s what HQ do It s. Decision making Based on the best information and evidence Deciding how well we are doing and what we need to do Effected by Context (risk) Everyone does it Everyday

3 A Definition of Performance Management Performance management is the continuous process of improving performance by setting individual and team goals which are aligned to the strategic goals of the organisation, planning performance to achieve goals, reviewing and assessing progress and developing the knowledge, skills and abilities of people Armstrong, M. (2018) Text book of Performance Management 6 th Edition

4 EFQM

5 Strategy Mapping

6 Hallmarks of Performance Management (PM) PMCC are developing hallmarks of Performance Management based around themes of: Culture and Values (Leadership) Clarity of Purpose (Strategy) People and Relationships (People Partnerships and Resources) Structures and Processes (Processes Products and Services) Resources Data and Information (to support good decisions)

7 Guidance and Gaps

8 Culture and Values Leaders who shape the future, are active, supportive and visible Setting the typical ideas, ways of working, and social norms of the organisation Identifying what s important (and what is rewarded) Setting the standards of how we and our people behave.

9 The Code of Ethics and The Competencies and Values Framework College of Policing Limited (2017)

10 The Cultural Gap The organisational norms of leadership style The context The staff The behaviours that are rewarded and copied Seek first to understand then to be understood - Stephen Covey

11 Clarity A clear statement of purpose and intent (Mission/Vision) Developing and deploying a Strategy with clear objectives which the force/organisation wishes to achieve Consciously choosing and articulating a more desirable state than the present An understanding of how a role links with the strategic objectives. An understanding of what the risks and barriers are to achieving the objective What do you expect you or your team to do and what does good look like? "There is nothing so useless as doing efficiently that which should not be done at all. - Peter Drucker

12 The Policing 2025 Mission To make communities safer by upholding the law fairly and firmly; preventing crime and antisocial behaviour; keeping the peace; protecting and reassuring communities; investigating crime and bringing offenders to justice.

13 The 2025 Vision

14 The Clarity Gap A lack of agreement, or confusion about the clarity Often linked to a lack of data and insights Communication and understanding at all levels The expectations and the demands The risk level/appetite and resources to mitigate the risk What does good look like? How much is enough?

15 People and Relationships People are skilled and competent There is the mutual achievement of goals Fairness and equality are promoted People are cared for and valued The right relationships are encouraged Trust is given not earned.

16 The People and Relationships Gap A lack of skills in certain areas (digital, investigators, research and analysis) A lack of trust in decision making, give the power where the information us Fairness and support perceptions Austerity and partner funding People are a value ( ) not valued Conservation of resources (emotional wellbeing)

17 Structures and Processes A clear, integrated planning and governance framework linking NIM, corporate planning, budgeting risk and resource management. There are clear links between organisational objectives and tactical activity. Regular performance review structures serve all operational and organisational support departments linking with PCC and partners and integrating NIM.

18 The Structures and Processes Gap Complex and timely meeting structures not aligned to the purpose No clear links between money, people stuff and outcomes Over engineer a process to mitigate a risk? (Threat, Vulnerability, Harm) Possibility v probability.

19 Resources In policing (and public service) money is finite and spent in 2 ways: On People Salaries, Training, Overtime, Recruitment On Stuff IT, Estate/fleet, Kit Understand the condition of you resources

20 The Resources Gap Staff to do the job Staff to do the science Performance Management Helps with the Decisions. How are we doing against what we said we would do?

21 PM - Resources Data and Information Skilled individual(s) own and drive the PMF with the support of the Chief Officer Team Timely, accurate and relevant performance data is easily extracted captured and shared, in a cost effective way meeting legal requirements and user needs Insightful analysis, that is clearly communicated, supports intelligence led decision making that directs day to day activity

22 Decision Making/Difficult Choices (aka Performance Management) Achieve results for The Public (prevention/response/reduction) Our Staff Our Partners What does success look like? Making decisions on enough good information, Balancing the resources and the risks to achieve the outcomes Better preforming organisations make more good, informed decisions

23 Scanning where we are Sources of information You The public Demand Medium Term Financial Plan Profiles Levels of accreditation and CPD HMICFRS Etc., etc., etc.

24 Turning it into a plan that links everything together

25

26 Clarity

27 The Importance of Questions Strategic Objective Question Question KPI KPI KPI KPI Number of Indicators endless Limited and focused number of Indicators Judge of a man by his questions rather than by his answers - Voltaire Bernard Marr; Advanced Performance Institute

28 The Data and Information Gap Mission/ Vision Objective KPI KPI KPI KPI

29 The Data Gap What Data? Data Accuracy Data Purpose (what question are we seeking to answer?) Cost of Collection Data Extraction Data Manipulation Data Presentation and Sharing Data Interpretation

30 The Measurement Trap Just focussing on indicators, levels and ranges is a great start BUT creates a false sense of control Measurement is important, making it the focus is easy Indicative not definitive Avoiding the trap requires Interpretation, understanding, and usually a conversation or even better a dialogue to make a decision on what to do To avoid the trap ask Questions What s the diagnosis? What s the prognosis? What should the treatment be? Bernard Marr; Advanced Performance Institute

31 Performance Management- The 3 Ms Data collection - Symptoms and signs Performance Measurement the collection and analysis of data and information. Takes many forms, isn t always numbers. What s the diagnosis? Turning the data into insights - Performance Monitoring examining the outputs of performance measurement to understand the data, what do the data mean, how accurate are they, what are the statistics and analysis saying, what are the demands, forecasts, predictions, threats, vulnerabilities and risks. Why and how is this linked to performance and what more might be done to continually improve. (Strategic Profile e.g. Domestic Abuse Profile?) What s the prognosis? Turning the insights into action - Performance Management deciding what actions need to be taken, by whom, how and by when. Anticipating the outcome. Finally and most importantly, reviewing and documenting what was done, the results, building this EVIDENCE and learning into the organisation. What s the treatment? Peter Langmead-Jones; (some time in 2005)

32 Accountability is The follow up Reflecting on the decision Why did we make that decision? Was it effective? Did it improve the performance? What influenced the decision? Did it work? WHATS THE EVIDENCE (how do you know it worked or not)? Did we record the evidence? Do we know more that would change the decision in the future?

33 Vital Signs Objective: Safer Communities. Protect Nhoods Number of Indicators endless To what extent are communities safe? Limited and focused number of Indicators CSEW Police Recorded Crime (Victim based) Call handling Arrival time Identification of threat and vulnerability What data do we want? (over 100 indicators) Can we predict the What are the future? tolerances before we treat?

34 Tolerate or Treat? Attendance time Pass Rates for Priority Incidents (within an hour) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Sep 2017 Oct 2017 Nov 2017 Dec 2017 Jan 2018 Feb 2018 Mar 2018 Apr 2018 May 2018 Jun 2018 Jul 2018 Aug 2018 Pass Acceptable Range (Upper) Acceptable Range (Lower)

35 Police Recorded Crime Victim Based

36 Police Recorded - Burglary

37 Police Recorded Crime Violence without injury

38 Additional Information We attend most of our crimes No Dip in victim satisfaction Or with arrival time THRIVE applied well and vulnerability identified Range is within an hour, 75-80% are within 2 hours Set 5 years ago New IT system introduced Police driving accidents are increasing Data accuracy circa 96% and stable Our objective: Safe communities Our Question: To what extent are communities safe

39 Tolerate or Treat? Attendance time Pass Rates for Priority Incidents 100% 90% 80% 70% Or recalibrate the tolerance. 60% 50% 40% 30% 20% 10% 0% Sep 2017 Oct 2017 Nov 2017 Dec 2017 Jan 2018 Feb 2018 Mar 2018 Apr 2018 May 2018 Jun 2018 Jul 2018 Aug 2018 Pass Acceptable Range (Upper) Acceptable Range (Lower)

40 Vital Signs for staff? Vision objective: Workforce Leadership is critical To what extent are Officers and staff well led? Sickness OHU referrals?????? Number of Indicators endless Limited and focused number of Indicators

41 College of Policing Leadership Review (2015) 1 College of Policing Leadership Review (2015) Identifies that a different type of leadership is needed for the future A command style of leadership risks disempowerment of people and is the greatest obstacle to achieving a positive culture Argues for a more collective style of leadership to improve communication and shift power to all levels States that a new model of leadership training and development is required ( 1 College of Policing, Leadership Review: Recommendations for Delivering Leadership at All Levels. College of Policing Limited, June See

42 Graham, L., Plater, M., Brown, N., Gracey, S., & Zheng, Y. (2018). The Impact of Leadership Style on Police Officer and Staff Well-Being and Behaviour. Leadership Research Knowledge Sharing Workshop, (presented at Durham Constabulary Head Quarters, June 2018

43 Supportive Leadership 1 This leadership style stresses the importance of personal integrity and serving others such as employees and communities It focuses on the development of people to their fullest potential through an understanding of each person s different characteristics, strengths and interests Supportive leaders serve as role-models, build trust and provide feedback and resources to their people It is argued that supportive leadership combats negative outcomes associated with the promotion of self-interest ( 1 Liden et al., 2008)

44 Supportive Leadership 1 Made up of seven dimensions Conceptual skills leader s competence Behaving ethically Creating value for (serving) the community (Public Service) Empowering followers Helping followers grow and succeed Putting followers interests before own interests Caring about followers well-being (Emotional Healing) ( 1 Liden et al., 2008)

45 Authoritarian Leadership 1 A leadership style in which the leader behaves in a commanding fashion and exerts high levels of discipline over subordinates The authoritarian leader makes the decisions, subordinates are expected to follow their instructions or face sanctions Emphasises the need to achieve the best performance and expresses displeasure with subordinates when they do not achieve this ( 1 Cheng, Chou, Wu, Huang, & Farh, 2004)

46 The Impact of Leadership Measure Supportive Leadership Authoritarian Leadership Respect for Leader +++ Leadership Effectiveness Discomfort with Leader Interaction Resource Dependence ++ ( 1 Graham et al., 2016)

47 The Impact of Leadership Measure Supportive Leadership Authoritarian Leadership Job Satisfaction ++ Life Satisfaction + - Life Satisfaction + Emotional Energy ++ - ( 1 Graham et al., 2016)

48 The Impact of Leadership Measure Supportive Leadership Authoritarian Leadership Engagement ++ Feeling Responsible for Improvements + - Felt Accountability ++ Extra-Mile Behaviour (Organisation) + - Innovation + ( 1 Graham et al., 2016)

49 The Impact of Leadership Measure Supportive Leadership Authoritarian Leadership Ind-Code of Ethics Values Alignment + Ethical Voice + Moral Disengagement + Incivility Behaviour (Public) Officers only - + ( 1 Graham et al., 2016)

50 Leaping the Gap e+ship+around&view=detail&mid= c626bd8a4f EA C626BD8A4FEA&FORM=VIRE

51 Every box has questions and evidence

52 Summary: Everyone is a Performance Manager You can do it without data but not advisable A high performing individuals/teams/organisations should be making more good, informed decisions.

53 Questions?