East Berkshire Primary Care Out of Hours Performance ...

EBPCOOH/HR/MB Rev 8 11/2011 Performance Appraisal & Development Review Policy

East Berkshire Primary Care

Out of Hours

Performance Appraisal &

Development Review

Policy

EBPCOOH/HR/MB 2 Performance Appraisal & Development Review Policy

Version 8

Ratified Yes

Date Ratified 1.11.2011

Name of Originator Marie Bass

Date Issued 07.11.2011

Review Date 07.11.2013


Contents

1. Introduction................................................................................................................... 4

2. The Performance Review Process ........................................................................... 4

2.1 Preparation .............................................................................................................. 4

2.2 Discussion ................................................................................................................ 5

2.3 Recording ................................................................................................................. 5

3. General Principles ....................................................................................................... 5

4. Responsibilities ........................................................................................................... 6

Appendix 1 - The Performance Review Process Flowchart .................................... 7

Appendix 2 - Preparation Guidelines for Performance Review for Employees .. 8

Appendix 3 - Good Practice Guidelines Employee ................................................... 10

Appendix 4 - Good Practice Guidlines Reviewer ...................................................... 11


1. Introduction

The overall purpose of this policy is to provide a framework for Performance Development Review of all staff within East Berkshire Primary Care Put of Hours Service (EBPCOOH). The aim of this process is to enhance the quality of service delivery, using a positive approach to staff development and EBPCOOH’s business requirements. The Development Review process aims to achieve the following:

To provide an opportunity for a positive and constructive review of progress and agreed work objectives.

To help consolidate and improve on good performance aiming towards excellence

To allow agreement on specific work objectives

To provide for discussion of learning and development needs for current and future work roles.

This policy applies to all staff.

2. The Performance Review Process

The Review involves reviewing and planning employees work and skills. It is an essential part of EBPCOOH’s commitment to developing staff and to delivering a high quality service. The review process ensures that staff are clear about their responsibilities and have a formal opportunity to discuss any support they may need in meeting them. EBPCOOH aims for the review to be seen as a positive and developmental process, which is fair, effective and well informed. The review is part of the learning cycle and should be seen as a journey, not a destination; it’s a process, not an event.

There are three key elements to the review process:

Preparation

Discussion (through regular feedback and formal review meetings)

Recording (noting the agreed actions and objectives) The Reviewer will normally be the member of staff’s Department Manager. However, where a manager has more than eight direct reports, this role may be delegated to another manger or staff member within EBPCOOH. All reviewers must attend appraisal training before they can work with Personal Development Reviews (PDR). Details of the PDR are confidential to the employee, reviewer, line manager and Chief Executive.

2.1 Preparation

Preparation is a key element of the Performance Review Process. Prior to the review meeting both

the employee and reviewer should take time to review the employee’s job description, to ensure that

they still reflect the individual staff member’s job role. Time should be set aside to consider the


performance against the personal development plan and objectives since the last performance

review. The staff’s personal development portfolio will provide evidence that should aid staff to

assess their own performance.

2.2 Discussion

During the review meeting, there should be an open and constructive dialogue between employee and reviewer. This will include discussing the previous year’s performance, and how any training or development activity has improved the service. Both should agree the individual objectives for the coming year and a personal development plan should be developed and agreed together.

2.3 Recording

The performance review meeting should culminate in an agreed plan and can be recorded using the

paper base standardised documentation.

“Protected time” as agreed by the Department Manager should be available to both the employee and the reviewer to ensure this critical component of the review process is given due attention. All records of the review are confidential between the employee, reviewer and the Department Manager if not the reviewer and the Chief Executive Officer. If the employee is not in agreement with the outcomes, they have the opportunity to discuss the process with a member of the Human Resources Department. The review process is summarised in the Performance Review Process Flowchart in Appendix 1, Guidance for preparation of review for employees Appendix 2, Good Practice Guidelines for the Employee Appendix 3 and Good Practice Guidelines for the Reviewer Appendix 4.

3. General Principles

EBPCOOH is committed to ensuring that all individuals take part in an annual performance review. Staff should have an annual review every year and as many informal follow-up meetings that may be required. The staff review aims to strike a balance between reviewing, performance, agreeing objectives, targets and identifying development areas that will help meet them. Personal Development Plans (PDPs) will be based on training needs identified and agreed following performance reviews. There will be equity of access to appropriate training and development, regardless of grade, full time or part time status, gender, ethnicity and disability as outlined in EBPCOOH’s Equal Opportunities and Diversity Policy.

4. Responsibilities

Managers will be responsible for implementing and monitoring the scheme within their department. Department managers will be responsible for:


Arranging and carrying out review discussions

Delegating review discussions, as appropriate, within the team structure

Relevant documentation with the employee

Supporting individuals in their agreed development activities

Maintaining review records

Attending training to develop skills to carry out performance review discussions and ensuring that reviewer and employee attend relevant training

Good Practice Guidelines for reviewer (managers) can be found in Appendix 4.

Employees will be responsible for:

Completing the relevant documentation with their reviewer

Participating in the review process and reviewing their own development and progress towards agreed objectives

Attending appropriate training Guidance for Employees on Reviews see Appendix 2

The Human Resources Department responsible for:

Supporting the implementation of the scheme

Monitoring the scheme across EBPCOOH

In conjunction with the departmental manager delivering training and awareness sessions for all staff

In conjunction with the departmental manager monitoring the training and development activities identified in the PDPs

Reviewing and updating the scheme

Equal Opportunities The Performance review process is open to all staff and equality of opportunity should be reflected in individual review outcomes and access to development opportunities.


Appendix 1

The Performance Review Process Flowchart


Appendix 2

Guidelines for preparation for Performance Review

(For Employees)

Before your appraisal interview you should take some time to think constructively about your job. You will get much more from the interview if you have put some time into the preparation.

Initially study your job description – has it changed? If so how?

As a part of the review we need to agree on objectives to be worked on the next 12 months

What standards do you attain in your work?

How can we measure them?

We need to produce no more than 5 objectives to outline all the main activity areas (major outcomes) of your job

Do we need to address any training needs in order for you to achieve the objectives?

You will need to give some thought to your overall performance over the last 6-12 months what do you think are your a) strengths b) weaknesses

Are there any factors affecting your work – what are they? Can we find a way to overcome these?

In order to answer some of these questions and prepare for the discussion in your review you will find it useful to ask yourself the following questions. Make sure you do this against your whole job and are fair to yourself yet honest! 1. Quality of work

Has your work been careful & accurate?

Have you made any hurried or bad decisions?

Are there any areas where further improvement can be made? 2. Communication

Do you keep others informed of your actions or intentions?

Do you have difficulty communicating with other members of staff, patients or management?

3. Creative Input

To what extent have you contributed new ideas & worthwhile suggestions?

Are they ingenious, productive & well thought out?

Do you use your initiative to take action without instruction on routine matters?

4. Judgement


Have your decisions been sound and well thought out?

Have there been decisions you have been reluctant to take? 5. Application

Do you drive yourself hard to reach objectives or do you take a more leisurely approach?

Do you organise your work to achieve the most important objective?

Is your effort always directed in the most productive direction?

Are your jobs completed on time without loss of quality?

Do you complete the less interesting jobs?

Are you well organised in all aspects of the job?

Are you unsure of accepting new responsibility?

Would you consider yourself presentable, punctual and well prepared? 6. Job knowledge & skills

What are the most important duties of your present job?

What skills & knowledge are your strengths?

What skills & knowledge do you lack?

Are any particular skills & knowledge under used?

Are there any aspects of your job that you do not find satisfactory or about which you would like more information?

7. Interpersonal skills

Do you feel at ease with others?

Do they feel at ease with you?

Do you feel at ease with management?

Are you seen as responsive to problems of others?

Are you there any instances where you felt you could have handled a delicate situation better?

8. Pressure

Under what conditions do you feel you work best?

How do you react under fluctuating priorities and work demands?

Does the quality of your decisions suffer when you are under pressure?

Could you handle more responsibility if it was offered?

Do you seek more responsibility?


Appendix 3

Good Practice Guidelines for Employees

(The Employee)

Before the Performance Review Meeting

Confirm date and time with your Manager well in advance

The time set aside for this meeting will ensure you have plenty of time as you don’t want the meeting to be rushed (your review will take approx 1 – 2 hours)

Give your role during the last year a lot of thought before you complete the paperwork given to you by your Manager

Look back at your last review to refresh your memory on what you previously discussed and more importantly on what you previously agreed

During the Meeting

Remember

Take your copy of the completed paperwork with you to the meeting and your updated portfolio

Try to relax – remember this review meeting is a positive meeting about you – it is your dedicated time with your Line Manager and your opportunity to talk about your current job and your future

There will be no surprises!

This is what to expect

Your Manager will want to discuss with you any objectives and personal development plans previously agreed

Your Manager will ask about your performance and achievements over the last year

Listen closely to the questions and try to answer them honestly

Share with them any difficulties or any concerns that you may have

Discuss the Department’s objectives and how they may affect you

If you have any ideas for improvements in your Department- do tell your Manager

You will have the opportunity to ask questions

You will agree on any development required


Appendix 4

Good Practice Guidelines for Reviewers

(The Reviewer)

Before the Performance Review Meeting

Confirm date and time with the employee well in advance (min. of 2 weeks in general)

Set aside plenty of time – you don’t want the meeting to be rushed (approx. 1-2 hours)

Book meeting venue where the meeting can be in private. There should be no interruptions.

Provide the employee with the relevant paperwork (at least 2 weeks before) clarifying exactly what they need to do before the meeting.

Ensure you have knowledge of the employee’s job and work area.

During the Meeting

Introduction

Have relevant paperwork/forms completed and ready.

Try and keep the seating casual, but if using a desk sit at right angle to make it less formal

Ensure atmosphere is friendly and relaxed; try and put the employee at ease

Explain the format of the meeting at the start for what you are going to discuss and in what order.

Main discussion

Encourage them to reflect on their achievements and areas for development using the questions in the Preparation Form

Link discussions back to previous review meetings, any objectives set and development plans agreed and to their job description

Ask ‘Open’ questions to find out about their performance over the last year, involving yourself in the conversation to let them know you have an understanding of their role

Listen closely to what they have to say

Listen for any issues they may be having difficulty with and find out more by encouraging them to discuss any concerns they may have


Help and encourage them to look for their own solutions

Give ‘Praise’ and ‘Positive’ feedback when appropriate – highlighting any new achievements during the past year

Ask them about their workload and any additional hours they may work, occasionally or regularly

Tell them about EBPCOOH’s objectives and how they fit in

Ask them for their view on issues or areas that could be improved within their Department

Give time and opportunities for questions Remember No Surprises!

At the end of the meeting

Summarise the discussion and agree who is responsible for doing what

Let them know about their valued contribution. if they are doing a good job – tell them

Ask them what they want to do in the future – help develop towards promotion when they have achieved their full outline – we need to retain good staff in EBPCOOH

Talk about any training and learning that they may need during the next year and try to agree a way forward for them to do this

Complete or draft the Personal Development Plan objectives as jointly agreed whilst it is all fresh in your mind

Agree any personal objectives to support the achievement of the Departments objectives

After the Meeting

Complete the review progress report as soon as possible and give a copy to the staff member

Complete Departmental Learning and Development Action Plan and send to copy to HR for personnel folder

Arrange any training requirements that have been agreed for the forthcoming year and send copy of agreement form to HR for personnel folder

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