Performance Management

The activities we have in place as an organisation to effectively manage individual, team and organisational performance are as follows:

• Strategic Plan – Our four year plan which sets out our organisational aims and key performance indicators. It is reviewed every two years to ensure it remains relevant and involves feedback from all permanent staff and student staff representatives. It is approved by our Board of Trustees.
• Annual Operating Plans – These are one year business plans, written by each team, which set out the team’s objectives for the year. There are very closely linked to the Strategic Plan with each objective identifying which element of the Strategic Plan it is working towards. It is the Senior Manager’s responsibility to ensure that Annual Operating Plans are used as working documents and are reviewed periodically throughout the year to check progress. Each plan is approved by Management Committee.
• Appraisals – These occur annually for every member of permanent staff (between July – September) where they will meet with their line manager to reflect on the previous year’s objectives and set new individual objectives for the year ahead. Each appraisal should be closely aligned to the team’s operating plan with individual objectives reflecting parts of the team’s overarching objectives.
• 1-2-1 Meetings – These are informal meetings between line managers and their direct reports. It is down to the line manager’s discretion regarding the frequency of these meetings but as a guide we would recommend no less than once per month. Every 2 / 3 weeks seems most effective. These meetings should be task based with individuals feeding back on progress against their appraisal objectives or tasks assigned to them in the previous 1-2-1. There should also be an opportunity to set new objectives for the next 2 /3 week period. A summary of the 1-2-1 actions should be made, to ensure both parties are clear on expectations and timeframes. Please bear in mind that any actions / objectives should use the SMART principle (Specific, Measurable, Achievable, Realistic and Timely).
• Capability Policy – In the very infrequent cases where the performance of individuals does not meet expectations, we have in place a formal Disciplinary & Capability Policy. If you are concerned about an individual’s performance you should have a conversation with the HR team as early as possible. The aim is always to put in place mechanisms to support improved performance and very often this can be achieved where early intervention is made.

Most permanent members of staff have a three month probationary period written into their contracts when they commence their employment with us. During this period, you should ensure that you are meeting with them frequently (at least every two weeks) to monitor how they are settling into the organisation, to set objectives and monitor progress against objectives, and to respond to any queries, fill any knowledge gaps or put plans in place for additional training.

You will receive a notification from PeopleHR when the three month probationary period is about to conclude. At this point you should make arrangements to sit down with the individual and have a probationary review meeting. Within this meeting you should reflect on the previous three months and identify any areas for improvement. If you have any concerns regarding the individual’s performance within the three month period, you should seek advice from HR before you hold the probationary meeting. Have a look through the Probationary Review Meeting Guidance to help you structure the meeting.

Once you have concluded the probationary review meeting, you will need to write to the individual to confirm whether or not they have passed their probation. Please speak to HR who will help guide you with the letter content.

The organisation has a standard format and expectations for convening and recording 1-2-1 meetings between line managers and their direct reports. It is expected that all line managers will meet with their direct reports individually for a 1-2-1 meeting at least once per month, although we would encourage the meeting to be more frequent (i.e. every 2 to 3 weeks).

These meetings should be task based with individuals feeding back on progress against their appraisal objectives or tasks assigned to them in the previous 1-2-1. There should also be an opportunity to set new objectives for the next 2 /3 week period.

For the 1-2-1 to be effective, a summary of the actions agreed should be recorded on the 1-2-1 template document to ensure both parties are clear on expectations and timeframes. Please bear in mind that any actions / objectives should use the SMART principle (Specific, Measurable, Achievable, Realistic and Timely). The document should be uploaded to the individual’s PeopleHR record. You can then refer to this document in your next 1-2-1 to discuss any progress on specific actions.

To record a 1-2-1 meeting please go to the individual’s PeopleHR record, select ‘Logbook’ from the menu, make sure 1-2-1s is selected from the drop down menu and click on the plus sign to add a 1-2-1. A pop up box will appear for you to complete the date and within this you can attach the 1-2-1 document you have created.

Every member of staff should receive a formal appraisal meeting annually. We would expect this to occur between July and September. Appraisals are cascaded through the organisational structure, starting with the Chief Executive and senior managers, then cascading to line managers and their direct reports.

The appraisal meeting should follow the structure of the appraisal form, with sections A and B having been completed in advance by direct reports.

Appraisals should be closely aligned to the team’s operating plan with individual objectives reflecting parts of the team’s overarching objectives.

It is the line manager’s responsibility to complete the appraisal form and send it to the HR team to be uploaded to the individual’s PeopleHR record.