Performance Management
A workshop
Aim of workshop
To support Human Resources managers and staff to
develop their knowledge on performance
management, within the context of equality and
diversity.
To actively consider the implications of the DRA being
removed, within the context of performance
management and equality and diversity.
Outcomes of the workshop
1. Participants will develop a shared
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understanding of what performance
management is,
Participants will know more about how to
create a framework which embeds equality
and diversity, and supports the organisation
meeting its Equality Duties,
Participants will be aware of where resources
can be found to support them further.
Small group discussion – 10mins
Language and our understanding –
Working in groups of 3/ 4 discuss:
What do you understand by the term:
‘ Performance Management’?
Definitions
“Performance management is a process which is
designed to improve organisation, team and
individual performance, and which is owned and
driven by line managers”
“Effective performance management therefore
involves sharing an understanding of what needs to
be achieved and then managing and developing
people in such as a way that enables the shared
objectives to be achieved.”
Ref: ARMSTRONG, M. and BARON, A. (2004) Managing performance:
performance management in action. London: Chartered Institute of
Personnel and Development.
In other words:
“Performance management is about helping
people to understand how they contribute
to the strategic goals of organisations and
ensuring that the right skills and effort are
focused on the things that really matter to
organisations and will make an impact on
organisational performance.”
Ref: Performance management in action – CIPD current trends and practices –
discussion paper 2009
Effective practice – what is involved?
What will an effective organisation be
actively doing in relation to
performance management?
What is involved in effective performance
management?
Who delivers performance
management?
Team working together :
HR write the policy
Line Managers implement it.
Motivation – consider:
Why is performance management
important?
For you, as an HR professional ?
For your organisation?
Why is performance management
important?
For HR
For the organisation
Evidence base for everything
Reduces conflict
Vehicle for communication – a 2 way process
Succession planning and talent management
Survival of the organisation
Retention of staff and reputation
Tool for developing trust across the organisation
motivate and manage staff
identify and rectify poor performance at an early stage
Prioritise what gets done and ensure there are sufficient resources to do it
learn from past performance and improve future performance
increase employee, learner, employers’ and public’s satisfaction with the organisation
What is the potential impact on equality
and diversity of each of these elements?
Profile of workforce in FE in colleges:
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Over 35% of all staff were over 50 years old –
this against the national labour market
statistics of around 25%
Staff aged under 25years represented the
smallest staff groups across three years to
2007/8 and they were the most likely to be
employed on a casual or temporary contract.
The average age of teaching staff is 45 years
7% of the workforce is aged below 25
Ref:LLUK, The further Education College Workforce Data for England. An analysis of the Staff
Individualised Record data 2008-2009
Labour Force Survey
Consider the implications of this
statement
“Tight definitions and profiles that are useful for
policy do not account for the vast diversity
among individuals in different age ‘brackets’.
Defining people by age alone misrepresents
the value of an individual and their
contribution to the workplace and society.”
Ref:Natalie Turner Laura Williams Corporate Partners Research Programme. The ageing
workforce. The Work Foundation. 2005
Reflect on these questions:
What is our ( in relation to your organisation) current data
on the profile of our workforce, including data on age,
ethnicity, gender, disability, transgender, sexual
orientation, religion and belief, marriage and civil
partnership?
Was this data also collected in relation to all types of
contract: part time, full time, permanent, temporary?
Was this data collected in relation to learning and
development opportunities ?
Creating your performance
management framework : some
questions:
How does my organisation describe ‘performance
management’?
What do we want to achieve through performance
management?
What tools will most effectively manage performance in my
organisational context?
Who are the stakeholders in performance management and
what benefits should they be getting?
How should the impact of performance management be
assessed and evaluated?
Planning cycle for performance
management
Tools for performance management
What are the tools for performance
management?
And who uses them?
Group discussion.
Tools for Performance Management
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SAR
Business Plan
QIP
OT2
Meetings : team/ college
Appraisals
Pay reviews and bonuses
Budgets
Induction
Funding
Supervision
CPD
Coaching and mentoring
Line managers and understanding bias
Equality impact assessments
Consider this quote:
“If it is only bad people who are prejudiced, that
would not have such a strong effect. Most people
would not wish to imitate them—and so, such
prejudices would not have much effect—except in
exceptional times. It is the prejudices of good
people that are so dangerous.”
Ref: Vikram Seth. A suitable boy. London: Phoenix, 1993.
Summary
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Clear common understanding of what you define as
performance management in your organisation.
Design the map of your performance framework and
how this integrates with your strategic business planning
Consider the impact on equality and diversity
Identify the tools you are going to use to measure
performance
Consider who is going to use the tools and if they have
the training and skills
Consider the potential impact on equality and diversity,
Further information and resources
CIPD: Performance Management.
http://www.cipd.co.uk/subjects/perfmangmt/general/per
fman.htm
LSIS resources will be place on the Excellence
Gateway soon::
Further information and resources
EHRC: Using the equality duties to make fair financial
decisions; ‘A guide for decision-makers’
http://www.equalityhumanrights.com/uploaded_files/PS
D/using_the_equality_duty_to_make_fair_financial_d
ecisions_final.pdf
Professor Binna Kandola: The value of difference –
Eliminating bias in organisations. A book which sets
out the challenges of changing outcomes for different
groups of people and offers clear and straightforward
strategies that can be adopted to achieve this.