Learning Outcomes
Participants will have the opportunity to,
• Examine and discuss the Performance Review
Scheme and how it operates
• Understand the role of the reviewer and the
colleague being reviewed
• Identify approaches to agreeing, discussing and
assessing goals
• Explore how to get the best out of the Review
meeting.
Job Family Salary Band
Consolidated
Salary Progression Range
Minimum
NonConsolidated
*
Salary Advancement Range
Maximum
Supermaximum
Impact of Ratings
Position in
Salary Band
Contribution
below
expectation
1
Contribution Contribution
meets
exceeds
expectation expectation
2
3
4
Below
Maximum
No Salary
One Salary
Point
Two
Salary
Points
Points
On or above
maximum
Three
Salary
Points
No Salary
No Salary
One
Two
Points
Points
Salary
Point
Salary
Points
Performance Improvement
Procedure
•
At any point during the review year where the performance of an
individual merits a no progression rating, PIP may be invoked.
•
PIP is a procedure designed to help any individual improve their
performance
•
PIP must have been put in place prior to a member of staff being given a
contribution rating of no progression, but entry into PIP does not
necessarily mean that a contribution no progression must follow.
•
When invoking PIP a reviewer must have,
–
–
–
Previously discussed the unsatisfactory performance with the Human
Resources Adviser.
Given the individual feedback about his or her performance during the year (in
the context of the PIP) so that there has been an opportunity to correct the
under performance.
Discussed with the individual, when goal setting for the following year, actions
that are needed to improve performance (via PIP).
Exceptional Contribution Bonus
It is possible to reward truly exceptional individual or team
performance with immediate and substantive recognition in
the form of a one off payment at any time during the year.
All of the following criteria must be met in a measurable
way;
• A one-off substantial contribution has been completed;
• The contribution was outside the normal expectations of
the job;
• The performance during the contribution and on daily
work was outstanding;
•And/or the individual made a major contribution to revenue
generation. Please note that results, not effort, are to be
rewarded.
•The reward payment will be non-consolidated, and be set
as a % of annual basic salary.
Special Contribution Recognition
Bonus
• It is possible to reward exceptional individual or
team performance in the form of a one off
payment as required through a Special
Contribution Recognition Bonus. The nature of
this contribution will differ in scope, impact and
duration from that which triggers an EPB.
• Staff can be recognised by one of a range of
small rewards, (e.g. selection of vouchers (John
Lewis, House of Fraser, Argos, Marks &
Spencer), meals, flowers, and chocolates) up to
a maximum of £100 to the benefit of the
individual
Key Dates
• A review year will be from 1st May to 30th
April
• Review meetings will take place between
February and April
Goals
• Identifying goals helps the individual manage
performance through clear expectations
• Goals should enable the individual to
understand how his or her role contributes to
achievement of academic unit objectives
• Reviewers and individuals should agree goals
(process in place for resolving disagreements)
Goal Setting
•
•
Goals will normally be agreed for, and
reviewed over, a 12-month period.
It will normally be appropriate to set
between four and seven goals. Goals
should be:
–
–
–
–
Key, i.e. a significant part of the individual’s
role.
Linked, where appropriate, to the objectives
of the academic unit.
At least one activity should be specifically
related to contribution within the team.
Supported, where appropriate, by
developmental objectives.
Outcomes/Objective Led Model
• Specific
• Measurable
• Achievable
• Relevant
• Time based
Input Models
•
Some individuals are also likely to agree
some goals which can be broadly
identified as ‘input activities.’
– Progress towards longer-term activities
and processes which cannot be
completed in any one review year
– Developmental activities which
describe the acquisition and/or
increase in skills and knowledge that
an individual brings to a task.
Goals
•
•
•
It may be the case that a number of goals will
be generic, reflecting the fact that several
people might have similar roles and/or that
individuals and reviewers have agreed shared
activities.
Many goals can and should be transferred
between different review years.
Goals that are agreed at the beginning of the
year may become obsolete due to
organisational change or other factors. The
individual and the reviewer should be prepared
to revise them as necessary.
Goals and Change
• Maintenance
• Improvement
• Step Change
Guidance from the
Manager/Reviewer
• Any generic goals
• A team goal
• A steer as to unit priorities to be reflected
in goals
Other Considerations
• Goals should be appropriate to the level at
which the individual is working in the job
family
• Goals setting should take account of the
volume of work being set
Evidence
• The intention is not to create an evidence
collecting industry/culture
• Managers should be aware of individual
performance from everyday contact and
observation
Evidence
Evidence may be available as,
• Facts and figures about output, meeting
deadlines for the delivery of reports,
services etc;
• Quality measures, for example feedback
from internal or external customers that
error rates have reduced (this may need to
be solicited for the purpose of
performance review).
Personal and Professional Development
Goals
•
Developmental goals are entered onto the Form
A, and form part of the recommended 4-7
goals.
•
Reviewers need to be aware of the necessary
resource and financial commitments to ensure
individuals’ can complete their developmental
goals.
•
Reviewers should always offer individuals the
opportunity to discuss personal development
and long term career planning. Individuals do
not have to have this discussion.
Problems?
•
•
Every attempt should be made to reach
agreement about goals. This may result in an
element of compromise.
Where there is difficulty in agreeing goals
normal processes should be followed;
–
–
–
The next person in the management chain will be
asked to review the proposed goals and the objection
to the proposals;
Where agreement cannot be reached, the reviewer will
set appropriate goals taking account of the individual’s
comments and those from the senior colleague
consulted;
Where the individual still cannot agree, he or she
should summarise the disagreement with the activities
on Form A before signing it.
Action Between Annual Meetings
• Monitor progress towards goals
• Adjust goals to reflect any significant
changes
• Give constructive feedback and praise as
appropriate
Preparing for the Meeting (1)
Reviewer
• Arrange a date for the meeting giving the individual
adequate time to prepare Form A.
• Find a venue, free from interruption and distraction.
• Consider any evidence of achievement which will not be
provided by the individual.
• Read and evaluate the individual’s notes about
achievement of goals and development recorded on
Form A.
• Evaluate the individual’s proposals for the focus of
activities/ development for the forthcoming year.
• Based on the above, prepare an outline agenda for the
meeting
Preparing for the Meeting (2)
Ask the Individual to:
• Assess his or her contribution and professional
development in the past year against the goals
and development agreed at the start of that
review year.
• Complete the “Individual’s Comments” on the
Form A for the past year and provide these to
the reviewer.
• Consider goals and development for the next
review year using a new Form A. Provide these
to the reviewer for consideration.
Deciding on the recommendation
Goals may be exceeded in a number of ways e.g:
•
a project is delivered early;
•
customer service is better than planned;
•
the role holder devises, introduces or project manages
a new system for dealing with an aspect of the role;
•
the role holder makes a wider contribution to
School/Departmental goals during the year;
•
the role holder contributes usefully to some goals
which are not within the scope of their agreed goals
e.g.: assisting in delivering other team member's goals;
doing new work that appears during the year;
continuing to deliver goals when they have become
more difficult or complex during the year.
The Recommendation
Some things to think about:
• Volume
• Quality
• Innovation and change
• Adversity
• People
Making a contribution recommendation
Assessing contribution is not an exact science or a tick box
exercise, however,
– Weigh up after the meeting
– Use judgements appropriate to your area of work
– Consider what contribution has been made to unit
priorities
– At the end of your round of meetings compare the
range of contributions you have discussed
– Not all activities need to be completed by the end of
the year, progress towards a longer term goal counts
Any Questions
Learning Outcomes
Participants will have the opportunity to,
• Examine and discuss the Performance Review
Scheme and how it operates
• Understand the role of the reviewer and the
colleague being reviewed
• Identify approaches to agreeing, discussing and
assessing goals
• Explore how to get the best out of the Review
meeting.
Number of
People
Below
expectation
Met
expectation
Performance
Exceed
expectation