Jill McCall FNASBM · performing their job A performance objective specifies the outcome or result...
Transcript of Jill McCall FNASBM · performing their job A performance objective specifies the outcome or result...
Setting performance objectives that
support and stretch your team
Jill McCall FNASBM
School Business Management Consultant
Aims
• A brief look at the performance management process
• What are performance objectives?
• Why performance objectives are so important?
• What does a good performance objective look like?
• Tips
• Avoiding common errors
• Example objectives
• Discussion
Change the way you think about performance objectives
Performance management • Varies from school to school – driven by policy • Pay related • Structured and fair • Plan, set, monitor and review • Timing of performance management cycle • 2 way process
• Employer assess and measure performance • Employee needs to feel valued, supported and be
given opportunities to develop
• Use an inset day for performance management reviews – it shows you take it seriously and value your staff
Remember Performance Management is a process not an event
Performance objectives Performance
the manner in which or the efficiency with which something fulfils its intended purpose
Objective
something that one's efforts or actions are intended to attain or accomplish; purpose
Sort out the difference between objectives and aims before you start:
Aims and goals are your aspirations
Objectives are your battle-plan
A work activity is the action an employee takes when
performing their job
A performance objective specifies the outcome or result of a
work activity
A performance objective is a
specific end result that
contributes to the success of the
organisation and that an
employee is expected to
accomplish
A performance objective
provides focus to an
employee’s work to ensure that
his or her actions are directed
towards achieving important
mission-related outcomes
Performance objectives are not work activities, task
descriptions or responsibilities listed in a job description
For example:
Activity:
Facilitate informational training sessions, as requested, for new employees
Performance Objective:
Facilitate informational training sessions on how to use the organization’s
internal online tools for new employees who request training. Achieve a
90% satisfaction rate from employee training feedback surveys over the
course of the evaluation period.
Why is it so important we get it right?
• Educational landscape in changing
• Biggest Asset/Biggest Liability
• Need to do more with less
• Need to be commercially aware
• Need to Get tough!
WHY do we set Performance
objectives?
Measure performance
Improve weaknesses
Assess suitability for promotion or increased
responsibility
Improve confidence
Develop additional skills
Motivate staff
Inform decisions relating to pay
Ensure we get VFM from our staffing
Think about… What do I want from the people I manage?
• Think about the job description and person spec
• Has the role changed recently?
• Are there areas that need improving?
• Specific actions or behaviours
Are those I line manage fully informed?
• Do staff know where they fit into the bigger
picture?
• Do they have access to the development plan?
• Can they articulate the strategic vision for the
school?
Are those who act as appraisers fully trained?
How well do I know the staff I appraise?
Admin
Finance
SIMS
Exams
IT
HR
Student services
Medical
Catering
Classroom
Library
Reprographics
Site
Health and Safety
SDP
IT – BYOD, VLE
Marketing, NOR
Staff development –
shadowing
opportunities
Asset Management
Project management
Timetable changes
Your team and the bigger picture
The balance
Personal Development
Organisational Development
Support Challenge
Common problems
• Lack of clarity
Outcome
Specific focus
Unachievable
Irrelevant or unrealistic
Lack of understanding of expectation
• Having no method or system of tracking progress
• No time frame
• Not being flexible and recognising that objectives may
need to be amended along the way
• Setting too many objectives
• Setting objectives which do not focus of organisational
development
• Staff who feel they do not need to be developed
• Staff not willing to engage in training
“If you do not know where you are going, do not be surprised if you do not get there!”
Who’s the Manager, F Patten 1981
Focused
High in Volume
Against Specific
Deadlines
Part of a smooth
working routine
INCREASED STAFF COMMITMENT
Setting objectives - tips
• Focus on school development plan/school strategy
• Use personal attributes which make that person able to perform the role better – perhaps those lacking currently
• Think about using a team objective
• Individuals or teams should set their own objectives
Setting objectives - tips
• Move away from activity base objectives
• Move towards behaviour objectives
• Think about how you write them
▫ Use action words
▫ Avoid words with no clear result
• Think about the bigger picture
Setting objectives - tips • Use a tried and tested format to ensure recording is
effective and reliable
• Think about the actions needed to achieve the objective. Listing them provides evidence to measure against when reviewed – who will be effected by them?
• Make sure objectives are properly agreed
• Don’t set too many objectives but don’t be afraid to set
2 short term objectives
• Think about development objectives – improving working practices or areas
E
• Ethical – fits in with personal and organisational ethics
• Evaluation – monitor and evaluate throughout the process
R • Recorded – formal and consistent
MA/STER Objective
Challenging
Clear
Agreed
Outcome
Measurable
Realistic
Understood
Resourced
Specific
SDP
Appropriate
Team
Flexible
Behaviour
Achievable
Time bound
Example objectives
• Train all employees in XYZ department on the new software,
so that their transition to the new software is complete and they are using it effectively (less than 10% error rate, as evidenced by no more than 5 calls a day to the help line) by 1 October.
• Conduct no less than quarterly one-to-one meetings with your staff and forward written summaries of topics discussed to line Manager
• Create and implement a development plan for each of your direct reports in an area which will further their effectiveness in their current position, to be reviewed with line manager twice during the year.
Example objectives •Teaching Assistant Work collaboratively and communicate in a clear manner and
effective manner with the year group teachers by providing regular feedback about children’s progress
•Senior Lunchtime Supervisor Establish a system to reward good behaviour and address
inappropriate behaviour Help promote a happy, secure school experience for all staff
and pupils at lunchtime by: Modelling how to treat the children fairly and with
respect Remaining calm and reassuring when dealing with
children and staff Providing support to lunchtime supervisors in difficult
situations
Example objectives
•Admin Assistant
Monitor and improve pupil attendance and punctuality by:
Completing a report of attendance and punctuality below 90% for action by SBM/Assistant Headteacher
Support the Christ-centred ethos of the school by:
Presenting a positive and welcoming reception to all pupils, visitors, parents and staff
Remaining calm and reassuring when dealing with pupils, parents and staff
Example objectives Contribute to the vision, values, moral purpose,
learning styles, leadership styles and ethos of the school by: Articulating school values through expectations of
staff, students, community and stakeholders Being aware of current and emerging trends and
developments in education policy, nationally and locally
Support the smooth running of the school through
efficient communication with senior leaders by: Using a whiteboard to record daily timetable Completing holiday forms 4 weeks in advance of
taking time off
Summary
Ensure you have a good performance management cycle and excellent policies
Ensure the process is fair and equitable across all staff
Evaluate and Monitor and record
Train appraisers
Ensure your staff know where they fit into the bigger picture
Use an inset day for annual reviews/objective setting
Summary M A/R S T E R
Performance objectives are not work activities – they are the specific outcome of a work activity
Use Team objectives linked to whole school improvement
Use behaviour objectives
Be clear and make sure the objective is understood AND agreed
Write objectives in terms of outcome/result – use action verbs
Be flexible – be prepared to renegotiate if necessary
GET TOUGH!
ANY QUESTIONS?
Tel: 01803 459326
Mobile: 07917421133
www.nasbm.co.uk www.sbmservices.co.uk