The Performance management system provides a basic framework of policies and procedures for management and employees to use in setting goals and objectives for work to be accomplished within the organization and for appraising the outcomes on a consistent and regular basis. Managers are responsible for providing ongoing informal and formal feedback to employees throughout the year using clear continuous communications. The process is collaborative and participation whereby the manager and the employee communicate and share ideas on the job to be accomplished. This is described and finalized in the job description document. Together, they set specific goals for performance for the upcoming year. This set of agreed upon goals, approved by the manager, along with the job description document becomes the substantive content for the annual performance appraisal process.
Performance Management System: Philosophy
Standards will be established and used in evaluating levels of performance along with an incentive-based reward system (e.g. monetary rewards). Standards of performance are stated in measurable and quantifiable terms, coupled with any observable behaviors, or qualitative descriptors and/or outcomes. These are incorporated into both the job description and in the annual performance goal document. High performing organizations provide managers with the training and tools giving employees continuous and immediate feedback on their performance including both strengths and weaknesses. High performance organizations provide employees with full access to policies and procedures on the performance management system including specific expectations for performance provided to them by their managers at the inception of their performance appraisal period.
Why have a Performance Management System?
A Performance Management System creates a shared vision of the purpose and aims of the organisation, helping each individual employee to understand and recognise their part in contributing to them, thereby enhancing the performance of both the individual and the organisation. This system has been designed to:
- Evaluate and recognise performance;
- Identify strengths and areas for development or improvement;
- Assist in improving areas of area for development or improvement;
- Set; realistic objectives;
- Monitor and review performance against objectives;
- Identify training needs relating to performance of your job, your team and/or the organisation;
- Identify other assistance required.
By achieving these basic elements, the system will therefore contribute towards the organisation’s overall staff planning and the morale & motivation of staff both individually and collectively and will also help us to become a “learning organisation”.
The most important principle is that the Performance Management is owned by both employer and employee. It is in place to benefit both parties and will therefore be a positive approach to staff management and is not merely a critical assessment. It will also assist in focusing attention on the aims of your post and role and will, by correct setting of objectives, engender motivation and identify training for all staff, irrespective of length of service or perceived seniority.
The Performance Management system will therefore be consistent throughout the organisation, it will be a continuous process, and evaluation will be specific. Furthermore, there will be full consultation throughout the process. Your line manager or supervisor will never introduce any sudden shock or previously un-discussed information or expectations into your specific formal Performance Management interviews or relevant documentation. We also undertake to ensure that whilst obviously assessing your present performance, the Performance Management System should always be positive and aim to improve staff critical performance.
The staff Performance Management system is therefore central to the development of the organisation and each member of staff employed by it.
Accordingly, everyone employed by the organisation will have his or her performance assessed using the generic pro-forma as a baseline.
The Performance Management System
This Performance Management system is designed to focus employees’ attentions on the attainment of objectives and goals that will bring benefits to the organisation as a whole and to the employee in particular. It will also strengthen the lines of communication and relationships to create a constructive, supportive organisational climate to aid working performance.
To succeed there must be objective discussion, two-way communication, confidentiality (see also Confidentiality below), and a follow up of agreed action.
The Performance Management system will therefore have four stages:
- “Off line” independent reflection using the pro-forma.
- A structured Performance Management discussion/review (using the pro-forma) between the employee and the Program Manager.
- Formulation of any necessary “Development Action Plans” – most in–house developmental activities (shadowing, basic IT Training, coaching or mentoring etc) will not require a formal action plan but must be agreed and recorded in the appropriate boxes on the pro-forma. More formalized development activities – longer term courses, day release, “ Inspirational” training events or courses requiring a significant financial and/or time input will require a formal “Development Action Plan” and will in the vast majority of cases require approval from the Program Manager and the Executive Committee. These will be appended to the individuals Performance Management Pro-Forma and will require timetabled and thorough interim review.
- “Up the line” reporting of any appropriate hard and measurable data/information (See also Confidentiality below)
The Performance Management System: Paperwork
The only form required for completion of your Performance Management Review is the pro-forma specific to your role and responsibilities. This includes sections designed to evaluate your performance against specific targets set, your attitude to your work, the organisations performance with respect to supporting and empowering employees etc. A narrative explaining what we are seeking to measure/evaluate through the deployment of this scheme is attached. (Appendix 1)
This form will be completed during the formal interview and has been designed to be “signed off” at the end of the interview.
The Performance Management Flowchart (attached) gives an overview of the process and responsibilities therein. (Appendix 2)
In extraordinary and extreme circumstances where you and your supervisor cannot agree on a particular aspect of :
- Your performance review, and/or
- Your review of the organisations performance, and/or
- Potential development opportunities identified, the matter will be referred to a nominated Director.
The Director will discuss the disputed matter with you both (individually or collectively dependent upon the nature of the dispute), with a view to resolving the matter quickly and equitably.
If this “internal arbitration” fails, you will be given the opportunity to request External Independent Arbitration, (e.g. through the Labor Relations Agency or similar) and their decision will be final and binding upon both you and the organisation.
If having exhausted this process no mutually agreed resolution emerges BNC reserves the right to invoke appropriate disciplinary action or you may tender your resignation.
It is important to note that the foregoing is not intended to detract from or circumvent BNC’ rights as an employer (exercised through Disciplinary or other procedures) or your rights as an employee.