1:2:1’S, APPRAISALS AND OBJECTIVE SETTING

PERFORMANCEMANAGEMENT

Holding regular structured 1:2:1 meetings with direct reports can be regarded as the most important thing a manager does and the most effective way of improving and maintaining performance.

The rationale for this can be set out as follows:

Quality & quantity of communication

Strong professional relationship

High levels of trust and respect

Strong consistent performance•Regular 1:2:1 meetings with reportees is central to encouraging a better relationship and performance

•1:2:1’s are about building a professional relationship, not about being ‘mates’

•It is important for managers to build and maintain respect and trust with their reportees.

•A reportee that respects and trusts their manager, is more likely to want to deliver for the overall business.

EFFECTIVE 1:2:1’s 2

• Hold meetings regularly e.g. once a month.• Agree in advance how meetings should work. • 1:2:1 meeting should not just be a tick list of tasks completed.• At least 50% of the meeting should be a discussion about how the reportee is

performing.• Review performance against agreed objectives• Review JD against actual performance and amend as necessary.• Ask if training or support is required.• Actions points should be recorded – alternating who is responsible for this• Keep reportee informed what is going on in organisation• Allow reportee to feed views upwards

EFFECTIVE 1:2:1’S - Best Practice 3

What is an appraisal?

•Self assessment

•Assessment of performance 40%

•Plan for the future 60%

•2 way discussion

•Part of continuous process

•Discussion of potential aspirations/development

APPRAISALS 4

What are the benefits of an appraisal?•Opportunity for feedback and recognition

•Provide guidance and support

•Opportunity to discuss and review past year

•Improves morale and motivation

All of which help with employee engagement

APPRAISALS 5

• Preparation is vital• Avoid surprises• Approach with positive attitude• Ask open questions• Two way discussion/listen• Be specific when giving feedback, use examples

APPRAISAL PROCESS – Best Practice 6

Why do we have personal objectives?•Give structure to the organisation

•Gives clear vision and direction for everyone

•It is essential that all employees understand how the work they do, feeds in to the overall business objectives and contributes to the success of The Social Investment Business.

•Help to move the business forward

•Objectives need to be clearly defined and to be agreed with individuals. They should relate to the overall purpose of their job with specific targets then set for each performance area.

•Useful tool to help manage performance

•Personal objectives should be SMART objectives.

Consequences of not setting objectives:•No vision or direction

•Disorganised

•No structure

•Low morale

SUCCESSFULLY SETTING AND ACHIEVING BUSINESS OBJECTIVES 7

10 STEPS TO SMART OBJECTIVES

1.Sort out the difference between objectives and aims, goals and/or targets before you start. Aims and goals relate to your aspirations. Objectives are your battle-plan. Set as many objectives as you need for success.

 

2.SMART stands for Specific, Measurable, Achievable, Realistic and Timely

 •Don’t try to use that order. M-A/R-S-T is often the best way to write objectives.

 

1.Measurable is the most important consideration. You will know that you’ve achieved your objective, because here is the evidence.

 

1.Achievable is linked to measurable. Usually there’s no point in starting a job you know you can’t finish, or one where you can’t tell if/when you’ve finished it.• How can I decide if it’s achievable?• Others have done it successfully (before you or somewhere else)• It’s theoretically possible (ie clearly not ‘not’ achievable)• You have the necessary resources, or at least a realistic chance of getting them• You’ve assessed the limitations

 

 

SUCCESSFULLY SETTING AND ACHIEVING BUSINESS OBJECTIVES 8

6.If it’s achievable, it may not be realistic. If it isn’t realistic, it’s not achievable.

You need to know:•Who’s going to do it?•Do they have (or can they get) the skills to do a good job?•Where’s the money coming from?•Who carries the can?

Realistic is about human resources/time/money/opportunity

7.The main reason it’s achievable but not realistic is that it’s not a high priority. Often something else needs to be done first, before you’ll succeed.

If so, set up two (or more) objectives in priority order.

 

8.The devil is in the specific detail. You will know your objective is specific enough if:• Everyone who’s involved knows that it includes them specifically• Everyone involved can understand it• Your objective is free from jargon• You’ve defined all your terms• You’ve used only appropriate language

 •Timely means setting deadlines. You must include one, otherwise your objective isn’t measurable. But your deadlines must be realistic, or the task is not achievable. T must be M and R and S without these your objective can’t be top—priority.

 •It is worth this effort! You will know you have done your job well and so will others.

 

 

SUCCESSFULLY SETTING AND ACHIEVING BUSINESS OBJECTIVES 9

SMART

SPECIFIC - Make it clear, positive, unambiguous

MEASURABLE - Clear milestones for review, definition

ACHIEVABLE - Relevant to current role

REALISTIC - Resources, time, money

TIMELY - Setting deadlines

SUCCESSFULLY SETTING AND ACHIEVING BUSINESS OBJECTIVES 10

Example of a SMART objective:

To arrange management development workshops for all managers during 2012-2013.

M - A record is kept of all managers attendance and evaluation is analysed.

A – All managers are allowed time to attend and are encouraged to do so by SMT.

R – HR team are sufficiently resourced to carry out these workshops in-house, therefore no additional budget required.

S – Clear remit of what activities are required for the HR team to provide guidance and support to managers.

T - Carried out each quarter.

 

 

SUCCESSFULLY SETTING AND ACHIEVING BUSINESS OBJECTIVES 11