- Transcript
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0:00
Welcome to making the most out of your appraisals training session for managers.
0:05
I'm Karen Moyer, the corporate Learning and Development lead from the people and Culture team.
0:10
This training will be a valuable refresher for managers to help enhance the conversations you will have with your team members.
0:18
Appraisals and ongoing performance feedback help us to make sure we are meeting our strategic priorities to achieve the outcomes within our One Coventry plan.
0:28
Performance discussions help us to be clear about what is expected. They are an opportunity to recognise good performance and also discuss areas where more support might be needed.
0:43
The objectives of today's session include discussing and understanding the difference between values and behaviours.
0:52
Demonstrating how to conduct 1 to ones and give feedback.
0:56
Explain how to prepare and conduct an effective appraisal.
1:01
And practise writing SMART objectives using targets and standards.
1:06
There are some appraisal enhancements for the forthcoming year of 20/23/24.
1:12
We'll be aligning the learning and development options under the six themes within the corporate learning and development hub.
1:19
This will make it easier to search for the opportunities available and to improve discussions between managers and employees.
1:28
We will be introducing A diversity and inclusion performance objective for those employees grade 7 and above.
1:36
Senior managers can continue to use the comprehensive appraisal dashboard to view the completions and performance ratings for their departments.
1:46
Principles of Performance Management.
1:49
To set the context, the principles of performance management are effective. Performance management aligns the efforts of managers and employees with the 1 Coventry Plan and objectives. Employees have a responsibility for their own performance and development, taking an active role in planning and continually striving for excellence. Managers are responsible for setting performance expectations and recognising when to coach for improved performance. Diversity and inclusion is a key priority for commentary.
2:20
City Council.
2:22
By following the principles of this training, it will ensure that you, the manager, are being inclusive and celebrating the success of individuals in your team.
2:32
And also supporting any any development areas and the well-being of your team members. We want all of our employees to feel that they can be themselves at work and feel valued. It's your responsibility as managers to understand this and support individuals in your team by creating an environment that promotes dignity and respect and encourages people to feel comfortable being themselves at work.
2:56
One to once in appraisals, help us to celebrate diversity and ensure the Council is a welcoming and inclusive place to work. The performance cycle should be a continual cycle managed throughout the year covering the following points, appraisal completion which reviews the performance, the behaviours and objectives and reset standards for the following year, having regular one to ones to review objectives, discuss performance and progress and support required.
3:27
Reviewing and evidence in behaviours to demonstrated throughout the year and reviewing and setting new objectives should plans change. Regular 1:00 to 1:00 should ensure you can have an open and continuous dialogue with no surprises 1 to one meetings.
3:45
These are individual confidential meetings between a manager and team member.
3:51
The meeting should be constructive and supportive.
3:55
It is advisable to take notes of each meeting so that you can document progress and pick up any action points at the next meeting.
4:03
One to ones can be held as frequently as needed, usually once every four to six weeks as guidance.
4:10
Here is an example of the 1:00 to 1:00 template which can be found on the Appraisal and Behaviours page on the Internet.
4:19
The one to one form can be used as a working document throughout the year to review the following.
4:26
The employees well-being.
4:28
A review of recent achievements to share.
4:33
Review the performance and progress made.
4:36
Evidence of behaviours demonstrated.
4:40
And agree actions required and identify any further support if required.
4:47
The one Coventry values now form part of our behaviour framework. But what are organisational values and behaviours?
4:55
Values are based on our deeply held beliefs and translated into day-to-day actions.
5:01
Our values describe who we are and what we stand for as an organisation.
5:06
And our behaviours are the practical application of our values and inform the way in which we carry out our work and conduct ourselves. Why are they important?
5:17
A clear and agreed set of values help drive our behaviours. They give greater transparency in what we need to do to perform and to shared language about what is needed and expected in the Council.
5:31
They give us a consistent criteria to use for recruitment, selection and induction.
5:37
They define us and influence everything we do and how we treat each other. We want Coventry City Council to be an inclusive workplace where people know they are valued and feel empowered in their roles. Here are the one commentary values which employees across the council help to develop.
5:57
They are open and fair.
5:59
Nurture and develop.
6:02
Engage and empower.
6:04
Create and innovate.
6:06
Own and be accountable and value and respect. The image on the slide is taken from our one commentary Values and Behaviour Framework that is available on the Internet.
6:18
This shows how the values have been aligned to the behaviours.
6:22
For example, the car behave is on the left column.
6:26
Have the definitions to those behaviours in the centre column.
6:31
With the independent value which has been aligned to the behaviour in the right column.
6:37
Using the example, putting customers first.
6:41
The independent value is open and fair.
6:45
For being adaptable, this has an underpinning value, create and innovate and so forth. Here is an example of how the one commentary values have been integrated within the framework.
6:59
Clearly defining the values expected of all employees at each behaviour level.
7:05
So putting customers first states the underpinning value as open and fair. The behavioural indicators which are bullet pointed for each level now include a new behavioural indicator aligned to the underpinning value.
7:21
You can see these in brackets at the bottom of each column.
7:26
For example, for behaviour level 1, the following indicator is included.
7:33
Treats every customer fairly according to individual needs.
7:38
This has been aligned to the independent value of open and fair.
7:44
This is shown for each of the different behaviour levels.
7:48
Here is an example of the behaviour levels.
7:52
And these are given us guidance.
7:55
This shows which could be given for each job grade within your service area.
8:01
OneNote to make is that levels should be consistent across the same job roles. The performance grading criteria is used to determine an employee's performance against the behaviours and objectives.
8:15
This three tier criteria is either met, not met or exceeds the behaviours and objective set.
8:26
For example, if an employee has met an objective given to them, then the MET grading will be applied.
8:34
In the green column, met states.
8:37
Achieves behavioural indicators and objectives relevant to the role on a consistent basis.
8:44
The individual is driven, proactive and demonstrates quality and equality in their work.
8:51
And requires minimal supervisory direction and follow up.
8:58
If they are exceeding their objectives are behaviours, they should be regularly exceeding the behavioural indicators relevant to their role.
9:07
If they are not meeting these, this states that the behavioural indicators and objectives are not met on a consistent basis.
9:17
Preparing for an appraisal.
9:20
For an employee.
9:23
Gather examples of achievement for each behaviour and evidence used in the offline preparation form.
9:30
For the appraisal.
9:32
Share your achievements throughout the year.
9:35
Self evaluate your own performance for behaviours and objectives.
9:42
Draught Personal objectives for the year ahead taken into consideration your career aspirations and goals.
9:50
And send your draught appraisal form to your manager prior to the meeting.
9:57
For a manager.
9:59
Ask the employee to complete an offline preparation for appraisal form to capture their evidence.
10:06
Revisit behaviours and objectives for the previous year.
10:10
Gather examples for each behaviour and objective.
10:15
Gather feedback from various sources.
10:18
Agree and set forthcoming objectives aligned to the One Coventry and Service plan.
10:25
What should happen at the appraisal?
10:28
What is reviewed at the appraisal for last year 20/21/22?
10:34
We will discuss the individual's well-being and how things are going.
10:39
That performance and grading for last year for each behaviour and objective.
10:46
Their development needs and any support and adjustments they may need.
10:51
And the career conversation around aspirations and progression or any development that the individual requires.
11:00
What do you need to consider when setting performance objectives for next year, 2223?
11:07
You will reset the behaviour levels and share the expectations with the employee.
11:14
You will set relevant SMART objectives.
11:17
Discuss and agree development needs and any support.
11:21
And share any changes for the next year, the importance of appraisals?
11:27
All employees have the opportunity to review the year with the manager and understand expectations for the year ahead.
11:35
Employees understand their contribution to the One Coventry plan and council and service objectives.
11:42
It's an opportunity for quality conversations around well-being, performance, career aspirations, plus skills and behaviours the employees will need to develop for their future.
11:55
It facilitates an environment where performance is valued and achievements are recognised.
12:01
And it supports individuals with well-being and further development where identified.
12:10
A useful technique to acquire information throughout the appraisal is the Star technique.
12:17
This model is used for seeking or providing evidence of performance for an interview, an annual reprisal, or 1:00 to 1:00.
12:27
Following the staff format allows anyone to remember a time or event when you use those skills and tell the story in a comprehensive manner.
12:38
Situation.
12:40
What is the situation or of the environment you were in?
12:45
The task What did you need to accomplish to deal with the situation?
12:51
Action.
12:52
What exactly did you do?
12:54
Discuss the steps you took in this situation to make sure you use the key skills you're trying to explain.
13:02
And result.
13:03
What was the outcome, What did you accomplish and what did you learn?
13:08
This assists you to promote yourself and your achievements and this can be used for discussing behaviours and objectives.
13:16
As part of this discussion, you will need to set some objectives.
13:22
Objectives could relate to behaviours or values that the individual hasn't met and needs further development.
13:30
The development needs of an individual to improve skills for progression or fill skills gaps for a new piece of work.
13:42
Any targets that the individual needs to meet, either service targets or concerning their work.
13:50
Any tasks that need to be met.
13:53
And projects that they'll be part of or have actions within.
13:58
Our tips for objective setting are to open the discussion positively.
14:03
And show it's a two way process to encourage commitment.
14:08
Focus on specific tasks or activities.
14:12
Agree smart objectives and review them regularly.
14:16
And the Green Action plan.
14:19
Smart structure for objectives. In order to set smart objectives, ensure they are specific.
14:27
Clearly defined outcome or result.
14:30
Measurable.
14:32
How the achievement will be shown?
14:36
Achievable aligned within capabilities and the job role.
14:42
Relevant so linked to corporate or service plans.
14:47
And timed with a completion date set.
14:51
Ensure there is a measurable verb, a target, and a standard. During the appraisal discussion you will naturally receive and give feedback.
15:02
Some tips on receiving feedback.
15:06
Seek feedback. Ask for feedback regularly from a variety of resources.
15:12
Avoid debates. Accept feedback for what it is and attempt to help you to improve your skills and develop personally and professionally.
15:23
Listen actively.
15:25
Paraphrase what is being said and make sure you're clear about the behaviour that needs to be improved.
15:31
Ask the details so you understand.
15:36
Ask for examples. In order to change you need to have a better understanding of what you are doing wrong.
15:44
Don't obsess. Take what you need from the comments and begin addressing what you can. Be open to hearing what the other person is saying.
15:54
Process the feedback in your own time.
15:57
Take time to evaluate the message and decide how you're going to apply it. The Seder model aims to provide a balanced conversation and is broken down into five steps.
16:10
They is for context. The first step is to set the context so that the individual can see how the feedback fits into their overall performance. Explain the level of impact, how important it is, who is affected, and the outcome.
16:27
A is for examples. Describe specific examples to illustrate the situation clearly.
16:35
In many cases, the individual will identify examples for themselves when coach them to lead the conversation.
16:42
Remember to emphasise positive behaviours as well.
16:46
D is for diagnosis. Explore the Y together.
16:51
Understanding what's behind the performance is essential to learning and problem solving.
16:59
A is for action.
17:01
The next step is to decide and agree what actions will be important going forward.
17:07
Unless the individual is inexperienced in their role, encourage them to lead this step.
17:14
An R for review.
17:16
Agree when you should get back together to review.
17:20
Following up to support and embed actions is critical.
17:24
Lasting change only happens if those behaviours move from deliberate actions to unconscious habits.
17:32
So provide positive and timely prompts to encourage individuals. The aid model is a useful way to make someone understand how they can improve or make significant changes.
17:44
This is good for giving positive, constructive feedback and there are three stages.
17:50
A is for action.
17:52
What did they do?
17:54
I for impact. What was the impact of that action?
17:59
How it affected the project, the team or the work?
18:03
And dad for do.
18:05
What is the desired outcome? What needs to change to move forward?
18:11
The learning and development opportunities available to the employee can be discussed based on their development needs and their career aspirations and are as follows.
18:22
There is a wealth of online learning courses available online.
18:27
A variation of apprenticeship levy qualifications.
18:33
Occupational health, Safety and well-being courses.
18:38
A range of corporate development available, including leadership and management development and informal learning.
18:46
This is where you would ask the individual to shadow somebody else in the team, Maybe have a mentor or maybe attend meetings with yourself to develop for your next steps. We advise to check your team establishment to ensure the correct people are in your structure.
19:06
Arrange the appraisal meetings.
19:09
Send your team the offline preparation form to prepare for their appraisal.
19:16
Send them the Wong Coventry Values and Behaviour Guidance Booklet.
19:21
Identify the performance ratings for your individuals.
19:26
Prepare the online appraisal form.
19:30
Identify individual development needs.
19:34
And visit the process videos, the guidance and templates online. In summary, we've discussed and understood.
19:42
The principles and Benefits of Performance Management.
19:47
We've explained and understood the difference between values and behaviours.
19:53
We've demonstrated how to prepare for an appraisal and evidence achievements.
19:59
And talked about writing SMART objectives using targets and standards.
20:07
Thank you for attending today's session. - Link to the media
- https://www.youtube.com/watch?v=QnvBBmEpEpo
- Published date
- 24/07/2023
