PERFORMANCE AND DEVELOPMENT INTERVIEW. Human Resources PERFORMANCE & DEVELOPMENT

Transcription

1 PERFORMANCE AND DEVELOPMENT INTERVIEW

2 PERFORMANCE AND DEVELOPMENT Employees create the quality of Wageningen UR. For employees to deliver quality, their personal ambitions and aims must be in balance with the goals of the organisation. The essence of Human Resource Management for Wageningen UR is to assure this balance by using various HR instruments such as the Performance and Development interview (P&D interview) and employee mobility and training. The P&D interview is the most important instrument to focus attention on the performance, development and employability of employees. The essence is to assure a balance between personal ambitions and aims and the objectives of the organisation. THE P&D INTERVIEW A Performance and Development interview is a periodic discussion between an employee and his or her manager. It is held at least once per year. The P&D interview has three parts: Evaluating the employee s performance. Making new agreements for the coming period. Evaluating the coach. Evaluating the employee s performance The fi rst part of the P&D interview is evaluating the employee s performance during the evaluation period. This involves a general review and evaluation of the agreements made during the previous P&D interview about the desired performance, the employee s development and the coach evaluation. The fi rst part ends with the manager s evaluation of the employee s performance and a recommendation about allocating the periodic salary increase. Making new agreements During the second part of the interview, the employee and the manager make new agreements for the next evaluation period. 2

3 These agreements concern the following: The employee s contribution to realising the targets of the department/offi ce/chair group, i.e. the results to be achieved. These results are based on the department/offi ce/chair group plan, the annual plan, the job profi le with assigned result areas and the capacities of the employee. The employee s growth and competence development. This is based on the competence profi le, the employee s need for development and the needs of the department/offi ce/chair group. Special attention for career and mobility, based on the career wishes of the employee and developments surrounding his or her job. Working conditions. Evaluating the coach The third component is the coach evaluation. Based on an employee questionnaire, the employee and manager discuss the manager s coaching style. 3

4 THE P&D INTERVIEW AND COMPETENCES The P&D interview addresses topics such as competence development. A competence is a specifi c combination of knowledge, skills and attitude. These three elements together lead to observable behaviour. Wageningen UR uses a list with 34 competences. These competences are described by means of a general defi nition. Behavioural indicators are included with each competence, which allows the competence to be recognised in the employee s behaviour. This also ensures that everyone assigns the same meaning to the competences. The development potential of a competence is also indicated. Competences that are very important to a specifi c job are added to the Hay job profi le. This is the competence profi le. 4

5 THE P&D INTERVIEW: PREPARATION The manager is responsible for initiating the new P&D cycle. For the P&D interview to be valuable, it is important that both partners in the interview prepare thoroughly for the substance of the discussion and also prepare for how they want to conduct the interview. For the P&D interview, it is important that both discussion partners are well prepared. PREPARATION BY THE MANAGER Starting the P&D interview cycle Announce the interview. Create the digital P&D interview form. Make preparations for the procedure: Make sure that the required documents are available, such as the previous P&D report, a new P&D form (partly fi lled in beforehand), annual plan of the department/offi ce/chair group, job profi le (Hay), competence profi le, training plan if applicable and evaluation reports for education and/or research. Make an agreement with your employee about the preparation you expect from him or her. Substantive interview preparation Refl ect on the review: Evaluate the agreements from the previous interview. Evaluate the achievements and development during the period under review. Formulate a tentative evaluation and recommendation for the periodic salary increase. Refl ect on new agreements: Check the competence profi le, modify if necessary and re-score. Consider the performance and development agreements. Read the completed coach evaluation. Decide how you want to conduct the P&D interview (agenda, discussion style). 5

6 The P&D interview: preparation continuation PREPARATION BY THE EMPLOYEE The quality of the discussion is the most important aspect. Open the new P&D form. Refl ect on the review: Review agreements from the previous interview. To what extent have they been completed? If not, why not? Are you satisfi ed with your achievements and your own performance? Are you satisfi ed with your development during the evaluation period? Are additional agreements required? Refl ect on new agreements: Read the annual plan or work plan of the department/offi ce/chair group. How are you going to contribute to these goals/what results are you going to achieve? Competence profi le: what development agreements do you want to make? What are the relevant competences for the next period? Estimate the level of development (score the competence profi le). What additional development do you want? What agreements do you want to make about career development? Are there problems with working conditions and work pressure? Fill in the coach evaluation. 6

7 THE P&D INTERVIEW: IMPLEMENTATION The quality of the discussion is the most important aspect. As employee and manager, do you effectively discuss the employee s performance and make good agreements about the next period? Do you both take an adequate part in the discussion; is there an open and honest exchange of information and ideas? The P&D form and the P&D system are only aids to this process. A few practical tips At the beginning of the interview, decide who will write the report. During the P&D interview, you make agreements about effective and enjoyable job performance. A tip for making agreements as concrete as possible is to formulate them according to the SMART method: Specifi c, Measurable, Acceptable, Realistic and Time-bound. This requires some practice. The P&D form can be used as an interview agenda. Make sure you are not disturbed during the interview. Do not allow the interview to go on long, preferably no longer than 1.5 hours. If necessary, make another appointment. Digital P&D interview form The content of the P&D interview is recorded on a digital P&D interview form. This report is always accessible via the digital system for both the manager and the employee. The system also allows the manager to obtain management information from the reports. Due to a strict authorisation procedure, confi dentiality is assured. Medewerkerbutton P&D forms can be found by clicking on the Medewerkerbutton, tab Mijn R&O-formulier, on the desktop of your computer. This applies to your own form as an employee. If you are a manager, you will fi nd all the forms of your employees by clicking on the Medewerkerbutton, tab Leidinggevende Menu. Signing the form The employee and the manager digitally sign the completed P&D interview form by ticking the appropriate boxes. The manager signs fi rst, followed by the employee. 7

8 Employees create the quality of Wageningen UR. OBJECTION PROCEDURE The employee may sometimes disagree with an aspect of the P&D interview on job performance. In this case, the employee can make a comment about this aspect on the P&D report form. If the employee also wants to make a formal objection to the content of a P&D interview or object to the consequences that are linked to this interview, he or she can follow the usual procedures: the Regulations Individual Right of Complaint (DLO) or the Objection and Administrative Appeal Regulations (Wageningen University). FOR MORE INFORMATION More information about the P&D interview can be obtained from your manager, the HRM offi ce and on WUR intranet. On the intranet, you can also fi nd the P&D Interview Manual and other information about P&D interviews. Servicedesk.Medewerkerbutton@wur.nl 8