Performance management policy [360 KB]

PERFORMANCE MANAGEMENT POLICY & SYSTEM

Launched: October 2004Revised: October 2005

Amendments Agreed: December 2005

Arts Council England Performance Management 1

PERFORMANCE MANAGEMENT POLICY & SYSTEM

INDEX

Page

Introduction 3

Performance Management Cycle 4

Performance planning meeting 5

Performance planning for staff on completion of probation 5

One to one review meetings 6

Half year review and development planning meeting 6

Annual performance appraisal 7

Moderation of appraisal recommendations 8

Appeal relating to performance appraisal or rating 10

Special circumstances 11

Appendices

1. Performance management record

2. Personal development plan

3. One to one meeting record

4. Employee preparation for performance planning

5. Employee preparation for performance review

6. Performance rating recommendations

7. Summary of ACE behavioural competency definitions

8. List of Core Service Standards

9. Feedback for shared service staff and staff working on corporate projects

10. Frequently Asked Questions


Performance Management Policy

IntroductionArts Council England aspires to harnessing and developing the full range of potential, talent and expertise amongst our staff in order to achieve our aims and objectives as one organisation.

Creating and embedding a culture of continuous learning, development and growth, where achievements and success are recognised is key factor in making this aspiration a reality.

Performance management is a holistic method of developing every individual employee within the organisation on a continuous basis. It provides a framework to link the corporate aims and objectives of Arts Council England to performance of individuals and groups of staff, where staff are clear about how their contribution to the work and aims of the organisation is valued.

The Performance Management Policy creates links between our corporate plan, our training & development policy and our reward system. The corporate plan provides the basis for objectives to be set for individuals and teams; the training & development policy offers the opportunity to develop capability within our workforce to deliver the plan and the reward system allows for financial recognition when objectives are met and exceeded.

In addition, as a public sector organisation we are expected to meet certain standards laid down by central government. The Modernising Government White Paper stated that public sector performance management policies should:

1. Link individuals’ objectives to the corporate aims

2. Give people incentives to seek more challenging responsibilities and develop the competences to demonstrate leadership and excellence in their field

3. Encourage continuous improvement

4. Offer awards for excellence rather than length of service

5. Help to identify poor performance and provide a framework for improvement

6. Support and develop a diverse work force and is non-discriminatory in the implementation of the process.


Arts Council England Performance Management

January – MarchReview of strategy & corporate plan for Regions, Directorates and whole organisation

AprilObjectives, competencies & performance standards agreed for individual staff with their line manger at performance planning meeting.Appendices 4 and 1

May – SeptemberRegular reviews between line manager & employee at one to one meetings 4-6 weekly.Appendix 3

November – FebruaryTraining needs for individuals analysed. Local and Corporate Training and Development Annual Plans prepared and budget set for next financial year.

OctoberFormal half-year review of recorded progress against objectives agreed between line manager and employee. Personal Development Plan drawn up and agreed.Appendix 2

November – FebruaryRegular reviews continue at one to one meetings

Early AprilAnnual appraisal takes place and line manager makes recommendations on performance rating linked to reward package.Appendices 5 and 1Personal Development Plan updatedAppendix 2

May – JuneModeration & appeals process

Performance Management Cycle

4

Performance planning meeting (April)Arts Council England reviews its strategic direction, corporate plan aims and work plans by early in the calendar year, from January to March. Therefore, plans for all regions, directorates and the departments within them are in place by the beginning of the new financial year in April.

Therefore, each member of staff (except for staff on probation – see below) will have a performance planning meeting with their line manager in April, where the relevant departmental objectives can be translated into personal objectives for the year. The meeting will cover the following

Review current work plans and objectives to establish if they need to continue into the coming year

Agree work objectives for coming year (April – March), linking these objectives to corporate and departmental plans. These will be well designed, clear, realistic and measurable objectives which are relevant to the employee’s job role. . Normally employees will have no more than six main individual objectives for the year, although departmental, regional or organisation wide collective objectives may be additional to the main list (see appendix 8 for information on core service standards).

Agree the working style and types of behaviour required in order to achieve the objectives and carry out the job role, using the Arts Council England behavioural competencies and values statement as a guide (see Intranet for details on both).

Be clear what the expected outcomes of the work are, including the performance standards and quality of work expected.

Identify any gaps in the employee’s knowledge, skills and abilities required to do the work and how these can be met through training and development activities.

The employee is encouraged to make preparatory notes for this meeting (form attached as appendix 4)

The employee’s objectives will be recorded on the Performance Management Record (attached as appendix 1), which will be signed by both employee and line manager to indicate their agreement to the performance plan. The line manager will provide a copy of this record to their line manager to countersign, as this manager has responsibility for overseeing the performance management process for all staff in their department, directorate or region. In so doing, a level of consistency across the organisation will be maintained, as the line manager’s line manager will have an overview of the objectives for the staff in their region or directorate.

Performance planning for staff on completion of probationThis exercise will also be carried out at the point an employee passes their probationary period, setting performance objectives for the remainder of the performance planning year (i.e. until the end of March). The probation policy is available on the Intranet.


One to one review meetings (4 – 6 weekly)Once the performance plan is agreed and in place, it is important that the employee’s performance is reviewed regularly at an informal meeting with their line manager every four to six weeks. This gives the employee an opportunity to report on progress against their objectives and standards, identify barriers and difficulties in their current work performance and obtain support, coaching, direction, feedback and encouragement from their line manager. These meetings will be a two-way process between the employee and manager which help to monitor progress and enhance performance.

The frequency and content of these meetings will be recorded in an informal way by the line manager. Both the employee and the line manager are encouraged to take and keep copies of their own notes. (See Appendix 3 for a record sheet which can be used on an optional basis).

Half year review & development planning meeting (October)After six months, in October each year, a formal meeting will take place to carry out a half year review of the performance plan for each individual employee with their line manager, together with a full discussion on training and development needs.

At this meeting, the employee and line manager will summarise and record the employee’s progress against their objectives and work standards to date. The employee is encouraged to prepare notes in advance of this meeting (form attached as appendix 5). Where it is agreed that objectives are no longer relevant or need to be amended, this will be recorded. Where appropriate, new objectives will be substituted with the agreement of both the employee and line manager.

The employee will be encouraged to produce evidence of where they have made progress against objectives and the line manager will provide balanced, constructive feedback on the employee’s progress up to that point in the year. Where an employee works in a shared service (Finance, Human Resources or Information Technology) or has worked on a Corporate Project, the line manager must obtain feedback on the employee’s performance in advance from a suitable lead officer. This will ensure a wider range of feedback on the employee’s performance than the line manager is able to provide on their own. See Appendix 9 for details.

Where appropriate, the line manager will identify and record if there are weaknesses with the employee’s performance, which may lead to a recommendation that they are identified as ‘developing’. This rating would affect their financial reward from next April. The employee and line manager will consider what support the employee requires to improve their performance over the coming months so that they have a positive end of year performance appraisal. Advice and support on this area is available from local HR Partners.


In addition, a Personal Development Plan (PDP) should be completed at this meeting (attached as appendix 2). An evaluation of training undertaken since the last record of personal development needs should be recorded, as well as the employee’s training and development needs for the next 6-12 months.

This information will be submitted to the Human Resources Service Centre so that both regional and corporate training plans can be developed and budgeted for the coming financial year. Progress against the plan can be kept under review at the one to one meetings throughout the year. This document is a live rolling document and can be further updated at any point throughout the year if necessary. It will, in any case, be updated at the annual performance appraisal at the end of March.

A summary of the review will be recorded on the Performance Management Record (see appendix 1) by the line manager, signed by them and the employee, with a copy given to the line manager’s manager to countersign.

A copy of the record signed by all three staff will be passed to the Human Resources Service Centre to collate training needs and to place on the employee’s personal file. It is the joint responsibility of the line manager and the Human Resources Service Centre to ensure that a signed copy of both this record and personal development plan for all staff, except for staff on probation, is placed on the all employees’ files. This is evidence that this process has taken place consistently for staff at all levels across the organisation.

It is recommended that the management team of a region or directorate share, on a confidential basis, their views on how their staff are performing at the six month point. This will assist with the final moderation process after twelve months.

After this review meeting, informal one to one meetings will continue on a regular basis until the end of March.

Annual performance appraisal (End of March)The performance appraisal will occur at the end of March or beginning of April at a formal meeting between the employee and line manager. It will focus on an assessment of the employee’s work performance and achievements over the whole of the last year.

Provided that there have been regular informal and formal reviews throughout the year, there should be no surprises in the review meeting. Both the manager and the employee will be able to arrive at an objective assessment of the employee’s successes and any aspects of the year’s work where they have been less successful. Both will identify specific examples of work, which illustrate the employee’s standard of performance and level of achievement. The emphasis will be on a balanced, fair assessment where difficulties beyond the employee’s control, which prevented their achievement of a particular objective or affected their ability to perform to the required standard, will be recorded.


For staff working in shared services and on Corporate Projects, the line manager is also responsible for obtaining feedback from relevant lead officers in advance to provide the employee with a wider range of feedback on their performance (see appendix 9).

The employee is encouraged to prepare notes in advance of the appraisal meeting (form attached as appendix 5).

A final version of the Performance Management Record (see appendix 1) incorporating comments from the employee and recording any significant issues which came up at the performance appraisal meeting, will be used as the record of the appraisal which will be signed by both staff. The employee may attach their own preparation form or comments to this report.

The Personal Development Plan should also be updated at this point, evaluating training and development activities which have taken place since the half year review and identifying any new emergent training needs for the coming year.

A copy of both documents will go to the line manager’s manager for counter-signing and comment. If a line manager’s manager believes that a line manager has not assessed an employee’s performance fairly and objectively, they should discuss this with the line manager and where appropriate ensure the performance appraisal record is amended and signed off again before it goes to the Human Resources Service Centre.

Both forms signed by all three staff will be passed to the Human Resources Service Centre to be placed on the employee’s personal file by May at the latest. It is a joint responsibility of line managers and the Human Resources Service Centre to ensure the documents are completed and placed on file for all staff, except for those on probation, ensuring that this policy is being applied consistently for all staff across the organisation.

Performance PlanningThe next step is to arrange a separate meeting for the line manager and employee to begin the performance planning process for the coming year, which should take place shortly after the performance appraisal is completed.

Moderation of appraisal recommendations (May – June)It is important to ensure that there is consistency and fairness of treatment in the application of the performance management process. Therefore, overall performance ratings will be reviewed and moderated across the organisation.

After completing annual appraisals on each of the employees who report into them, line managers will be asked to make an overall rating recommendation for each employee based on the evidence of their performance for the year (see Appendix 6), as follows:

Outstanding The individual has delivered over and above their objectives,


the quality of their work has been consistently high and they have demonstrated all the organisation’s behavioural competencies and values relevant to their role to a high level in their approach to work. Overall their work performance has been of a very high standard and they have ‘gone that extra mile’ and added value to the organisation through their achievements.

Good The individual has met all their key objectives which were within their control and has demonstrated a generally effective level of performance throughout the year. Their quality of work has been appropriate to the role. The individual has demonstrated the organisation’s behavioural competencies and values relevant to their role during the year to a satisfactory level. It is expected that the majority of staff will fall into this category, as this is the required performance level.

Developing The individual’s performance does not meet expectations on grounds such as:

Some objectives have not been met which were within the individual’s control to achieve

The quality of all or some of their work has been below and acceptable standard during the year

The individual does not demonstrate the organisation’s behavioural competencies or values relevant to their role in the required manner in their approach to their work to an acceptable standard.

On Probation New employees whose service is too short for their performance to be ranked against their longer serving peers will not be eligible for a rating assessment or bonus award.

To ensure consistency across the region or directorate, Level 3 and above line managers are encouraged to participate in a confidential discussion within their Regional Office or National Office Directorate Management Teams. The purpose of these discussions is to outline the ratings recommendations each line manager is making and to ensure that they are applying consistent expectations to their staff. It is the responsibility of the local Executive Director to set up this meeting, supported by the local HR Partner. This should take place in early May prior to the moderation process.

A summary of the overall individual ratings from the performance appraisals records for Salary Levels 3-7 will be produced by the local HR Partner for each office Senior Management Team for moderation. A local HR Partner will attend these discussions to


provide guidance and an organisational overview. The Senior Management Team will pay particular attention to the recommendations for Outstanding and Developing employees, to ensure that staff are being assessed consistently across their region or directorate. Where they identify this is not the case, they will discuss the ratings with the relevant line managers. Recommendations which affect employees’ salary and reward package will be only be implemented once the Senior Management Team have moderated the ratings summary.

A summary of the overall individual ratings from the performance appraisal records for Salary Levels 1-2 will be produced by the Human Resources Service Centre for Executive Board for moderation. The same process will be followed as for Senior Management Teams.

Following the conclusion of the moderation process, a report summarising the ratings by grade and by office against diversity data will be presented to Management Committee to check that there is no inappropriate discriminatory bias in the application of the performance appraisal process.

The moderation process should be completed by early June, so that salary changes and any other payments will be included in June salary payments. Staff will be informed in writing by a letter signed by the relevant Executive Director of the outcome of the appraisal process in relation to their salary.

Appeals against performance management recordIf an employee is dissatisfied with the wording on their performance appraisal record at any point during the year, they should not sign this record but indicate to their line manager that they do not accept it as it is written. The employee and the line manager will attempt to resolve their different views informally. If the employee remains dissatisfied and refuses to sign the performance management record, then they may take out an appeal in writing. If they do not do so, then they will be expected to sign the performance management record and indicate any concerns in the comment box on the form. It is the line manager’s responsibility to ensure that this is done and the form is submitted to the Human Resources Service Centre.

The employee may make a formal appeal by putting the reasons for their dissatisfaction in writing to the local HR Partner within five working days of being asked to sign the performance record. The line manager will be informed if this is the case. The appeal will be heard by a previously uninvolved senior manager, usually from the same office, following the stage two appeal process outlined in the Grievance Procedure. Where it is found that the wording of the performance management record is a fair and accurate, the employee will be expected to sign the record and it will be regarded as the valid version even if they continue to refuse to sign it. Where it is found that the wording is found to be


unfair or inaccurate, then the line manager will be expected to amend the record before the employee signs it.

Appeals in relation to the performance ratingFollowing the conclusion of the moderation process, each eligible employee will receive a letter signed by the relevant Executive Director stating which performance rating they have been awarded, what effect this will have on their salary progression and whether they will be awarded a non consolidated bonus. This letter will be given to them by their line manager, who will be able to explain the context for the decision on the individual’s rating.

If an employee is unhappy about their performance rating, they can write to their Executive Director and ask for a fuller explanation of their performance rating as decided through the management led moderation process, within two weeks of receiving their notification letter. The Executive Director will write back to the individual to provide a fuller explanation. It is not possible to provide information on the performance ratings of other individuals as part of this explanation. If the employee is still unhappy, they can take out a grievance against their Senior Management Team who took the moderation decision, submitted to the local HR Partner in accordance with the Grievance Policy available on the Intranet. This grievance will be heard by another, uninvolved Executive Director supported by a senior member of the HR Shared Service.

Appeals against the processIf an employee is unhappy about any aspect of the process applied by their line manager or the senior management moderation panel in deciding on their performance rating, they may submit an appeal in writing to the local HR Partner by a set deadline, which will be at least five working days after receiving their notification letter.

Once the HR Shared Service has received any appeals submitted by the deadline, they will make the arrangements for appeals. The Executive Director with responsibility for Human Resources will hear appeals, except in cases of appeals within that Executive Director’s own area of the organisation. In these cases, another Executive Director will hear the appeal. In all cases, a senior HR representative will be present to advise. The appeals will take place in June/July if required. The Executive Director will hear submissions from the employee and the line manager in person. The employee may be accompanied by a work colleague or union representative to the appeal hearing. The line manager may be accompanied by a work colleague to the hearing. The Executive Director will consider their decision and confirm it in writing to the employee and line manager within three working days of the hearing. This decision is the final stage of the internal process.

Special circumstances Departing line managers and transferring staffWhere a line manager is due to leave the organisation at some point during the year, they are expected to complete a Performance Review Record for each of the staff they line manage directly, following a meeting with each individual employee, so that their


assessment of the employee is captured and passed on to the new line manager. This should also happen if an employee moves to another job within ACE during the year.

Long term absenceWhere an employee is absent for a lengthy period of time, such as due to maternity leave or long term sickness absence, the performance management cycle should recommence from performance planning on their return.

Probationary AssessmentIf an employee has undergone a probationary assessment during January/February or March, a full performance appraisal is not required. However, at the end of March, the line manager should briefly summarise progress since the probationary assessment on the Performance Management Record.

ConclusionThe performance management process is a vital key to personal development and job satisfaction, as well as ensuring the success of the organisation. This process is straightforward and can be incorporated simply into the day-to-day work and interaction of individual staff and their managers.

Agreed: October 2004Amended: October 2005Amendments agreed: December 2005


APPENDIX 1PERFORMANCE MANAGEMENT RECORD

Employee’s name: Job Title: Period covered by objectives:

Line manager’s name: Department/Region or National Office Directorate:

Date of: Performance planning meeting: Half year review: Annual appraisal:

Performance Planning

Objectives to be achievedDeadline

Review at half yearEvidence of progress

Annual appraisalEvidence of achievement at

full year 1.

2.

3.

4.


Performance PlanningObjectives (continued)

DeadlineReview at half year

Evidence of progress


full year 5.

6.

7.

8.

New objectives added or current objectives amended after performance planning

DeadlineReview at half year

Evidence of progress


full year


Work related behaviour described in organisation competencies and values(most important to job role and individual - See Appendix 7 for competency descriptions)

Performance PlanningHalf year review

Evidence of progressAnnual appraisal

Evidence of achievement at full year

Personal Development PlanThe individual will need to be supported to achieve these objectives by appropriate training and development. Please outline these needs and how they will be met onto the individual’s Personal Development Plan (see Appendix 2).

Personal Development Plan completed? Please tick


Other comments/notes:From employee, line manager or line manager’s manager(please specify who you are after your comment)

Performance Planning Half Year Review Full Year Appraisal


AGREED & SIGNED BY

Performance planningmeeting

Half yearreview

Full yearappraisal

Employee:

Date:

Line manager:

Date:

Line manager’sManager:

Date:

Line managers - Please send a signed copy of this document to your local Human Resources team together with a copy of the Personal Development Plan, both after the half year review and after the annual appraisal.


APPENDIX 2

Performance management system Personal Development Plan (PDP)

Employee’s name: Job Title: Period covered by this plan:

Line manager’s name: Department/Region or National Office Directorate:

Record & review of training and development completed since the last review of personal developmentArea of training & development Type of training

e.g. Corporate/ other internal/ external/ formal ‘off the job’ training course or other ‘on the job’ development activity

Evaluation of effectiveness & comments(1= highly effective to 5= not effective)NB Please assess the effectiveness of the training rather than the quality of training delivery


Job related training/development needs

Needs which relate to the employee’s job role, current work objectives or business need.

Training/development need

(in priority order marked: 1 =urgent, 2 =

moderate or 3 = by end of year)

Proposed solution to meet need Action agreed Progress

Career and personal development needsNeeds which relate to the employee’s career development or personal skills development rather than related to business need.Development need Proposed solution to meet need Action by both organisation

and employeeProgress

AGREED & SIGNED BY:

Employee: Line manager: Line managers’ manager

Date: Date: Date:

Line managers - Please send a signed copy of this document to the Human Resources Service Centre after the half year review and after the annual appraisal so training and development can be arranged and provide updates throughout the year as necessary.



APPENDIX 3

Performance management system Record of One to One review meeting

Optional – can be completed by one or both staff as their record of the meeting.

Name of employee:

Name of line manager:

Date of one to one review meeting:

Progress made against objectives, standards, competencies and values

Other work related issues

Progress on training & development objectives & any new needs identified (please add to Personal Development Plan)

Other comments or notes

Date of next planned one to one meeting:


APPENDIX 4

Performance management system Employee preparation for performance planning

The purpose of the performance planning meeting is to agree your objectives and expectations on work standards, competencies and adherence to the organisation’s values for the coming year. To prepare for this session, it will help you and your line manager if you complete this form and bring it along to the planning meeting. Name of employee:

Job title:


Date of performance planning meeting:

What work objectives do you consider to be appropriate for you in the coming year?Please list around 6 and no more than 8.

What standards of work, competencies and organisational values are a priority for you to achieve in your job role?

Given the challenges of the coming year at work, what are your training and development needs in related to both your job and your career/personal development?

Do you have any other work related support needs, such as in relation to your line manager, other staff, equipment or other resources?

Any other relevant comments

Please bring this document along to your annual performance planning meeting with your line manager.


APPENDIX 5

Performance management system Employee preparation for performance review

The purpose of the half year review and performance appraisal is to discuss with your manager your performance over the last six months or a year. To prepare for this review, it will help you and your line manager if you complete this form and bring it along to the review meeting.

Name of employee:

Job title:


Date of review meeting:

Half year review: Annual appraisal:

Review of your objectives

Objectives DeadlineEvidence to support

achievement1

2

3

4

5

6

7

8.


Review of individual standards of work, competencies and organisational valuesHow would you assess your progress in these areas, with supporting examples as evidence?

Review of training and developmentHave you had the training and development agreed with your line manager and needed to achieve your job related, career related and personal development needs in the last year? How effective has it been for you?

Any other relevant comments

Please bring this document along to your review meeting with your line manager.


APPENDIX 6ConfidentialPERFORMANCE RATING RECOMMENDATIONS

DEPARTMENT: REGION/DIRECTORATE:

LINE MANAGER: YEAR: 200*/*Please use as many forms as necessary.Name of employee Rating (developing,

good, or outstanding)Reason & evidence for recommendation

AGREED & SIGNED BY

Line Manager: Line manager’s manager:

Date: Date:Line managers please send this form to your local HR Partner by deadline given.


Appendix 7Summary of Competency Descriptions at all Levels

Competency Definition Assistant/Assistant Officer Officer/Senior Officer Team Leader/DirectorBreadth of Perspective

The effective person adopts a one-company and external perspective and takes account of the longer term

Demonstrates interest in the whole organisation and the external arts community: looks beyond own role.

Takes a broad and long-term perspective and uses that insight to inform own actions. Makes current information and knowledge processes broader and more strategic, constructively challenges and develops strategy.

Encourages and enables others to adopt a broader, longer-term perspective. Understands the wealth of influences upon the organisation; and the expectations of it.

ManagingInformation

The effective person gathers, manages and shares quality, relevant and current information to inform self and others.

Seeks out & maintains up to date, relevant information and uses it effectively.

Actively extends the quality, relevance and distribution of information.

Promotes the benefits of professionally managing knowledge and information.

Solving Problems and Making Decisions

The effective person analyses and solves problems; and makes timely and informed decisions.

Analyses and solves problems and makes timely and informed decisions.

Is skilled in finding resolutions to complex issues.

Ensures that others research, design and use effective problem-solving and decision-making tools. Makes strategic decisions to address complex or long-term organisational issues.

Partnerships The effective person creates and maintains strong partnerships with relevant external parties.

Cultivates mutually respectful relationships with appropriate partners.

Promotes partnerships that exemplify good practice and common benefit.

Creates an environment that fosters effective partnership working.


Engaging and Motivating Others

The effective person consults with, influences, trusts, praises and gains the commitment of others. Is skilled in using approaches pertinent to the situation.

Thinks and acts in ways that encourage others to participate willingly.

Leads others through adopting a range of styles, techniques and attitudes.

Creates an environment where people have a sense of direction, commitment and purpose.

Team Working

The effective person works well with others in teams.

Grasps what makes teams work well, and functions effectively within them.

Works effectively as a leader of teams and as a contributing member of teams.

Works strategically with teams, helping them perform most effectively.

Personal Learning

The effective person has an accurate perception of own and others’ performance and impact and works to enhance these.

Understands own strengths and weaknesses and is committed to personal learning and development.

Helps others understand their performance, potential and impact on others, and supports their efforts to change.

Facilitates learning by individual and teams both within the organisation and the arts community.

Alignment, Focus and Planning

The effective person aligns own activity with the Vision, focuses on the agreed priorities and plans how self and others will deliver it.

Focuses own role on the needs of the organisation, decides priorities and plans how to achieve them effectively.

Aligns own work with the needs of the Vision. Provides clear direction and ensures staff know what is expected of them.

Steers individuals, teams and departments towards aligned and focussed planning and delivery.

Communication

The effective person judges accurately what messages need to be delivered, when & to whom; and delivers them to different audiences appropriately.

Conveys information effectively to internal & external audiences.

Communicates complex or contentious issues well to a range of audiences.

Gives effective communication priority, resources and attention.


Change The effective person adopts a flexible, forward-looking attitude to processes and ideas and sees managed risk as an inevitable and acceptable facet of innovation.

Embraces sound new initiatives whilst retaining relevant current approaches

Actively facilitates change that benefits the organisation and its goals.

Creates an environment that challenges and enables appropriate change.

Taking Responsibility

The effective person acts with authority and helps others to do the same. Takes personal responsibility for making things happen.

Takes responsibility for own actions & in-actions and the outcomes that result.

Acts with authority and responsibility and helps others do the same.

Creates an environment where people are free to act with authority and responsibility.

Achieving Results

The effective person identifies the appropriate action, designs how to deliver it and remains committed until it has been delivered as promised.

Focuses activity and delivers as promised.

Increases the opportunity to consistently achieve desired results.

Builds a culture of delivery, a ‘must do’ approach, even in the face of difficulty.


Appendix 8Core Service Standards

ObjectiveTo meet all the core service standards appropriate to your role.

1. All staffCustomer care standardsEnsuring that you meet the service standards as outlined in the published policy, these include

Telephone protocols Voice mail protocols Response times Dealing with complaints FOI

House style and corporate reputationEnsure you deliver your work within the Arts Council House style and work to maintain and enhance the corporate reputation of Arts Council England.This includes: use of all templates at all times use of plain English and house style guidance in all written work working with the regional communications team on any major communication, event or

publication supporting corporate events as agreed.

2. Staff with RFO/GFA responsibilitiesGrants advice, assessment and monitoring

Giving appropriate and timely advice Completing all assessments on time and to an acceptable standard Monitoring grants appropriately and effectively Completing accurately and to timetable the annual reviews and risk assessments Ensuring appropriate and accurate sign off of grants meeting all relevant conditions,

to audit standards Effective filing of relevant documents to audit standards

3. Line managersLine management standards:

Corporate responsibility Appropriate record keeping Performance management of staff in accordance with current system Awareness and consistent implementation of the organisation’s employment policies

& procedures

4. Budget HoldersCore standard drawn from the paper drafted by Finance on the role of a budget holder

To ensure compliance with the organisation’s regulatory framework.

Agreed: April 2005


Appendix 9Feedback for staff in the Shared Services and working on Corporate Projects

Shared ServicesStaff who work in both the regions and at National Office within the Shared Service functions of Finance, Information Technology, Human Resources and Property Services work in a matrix way with their colleagues. They have a local line manager but also work closely with staff from their function across the organisation, who will be able to make an assessment of their performance which should be fed in to their performance assessment at the half year review and full year appraisal on a consistent basis. In addition, the shared services may also agree some common performance objectives which individuals working within that Shared Service will work towards over the year as part of their performance management assessment.

It is the responsibility of the line manager to gather such performance feedback on their staff in advance of the mid year review and final annual appraisal. For example, this is how the model will work in Human Resources:

Line manager Employees Feedback collected fromDirector, HR Heads of HR HR Assistant Officers, HR Officers &

Heads of F&Ops & other senior managers from regions where Head is HR lead.

Heads of HR Assistant Officers HR Assistant Officers & HR OfficersHeads of F&Ops Assist Officers & Officers Heads of HR with lead responsibility

for that region

Each Shared Service will define who will provide feedback on whom to ensure consistency and to ensure that there is a spread of feedback so that one person does not have to feed back on too many others. Shared Services also may wish to draw up a pro-forma for feedback which covers a range of areas of performance.

Performance feedback will be provided in writing, usually via e-mail, and can be shown to the employee and discussed with them in an open way by their line manager.

Project group participationWhere an employee is taking part in a corporate project group (for example, Single System Introduction or Investors in People), the line manager will recognise this activity as part of the employee’s performance objectives for the year and then will seek feedback from the Project Manager on the performance of the employee on this project at the mid year review and full year appraisal. It should be possible to measure the extent to which achievements have been made against the clear, identifiable role of the individual in the project group.

Performance feedback will be provided in writing, usually via e-mail, and can be shown to the employee and discussed with them in an open way by their line manager.


Appendix 10Frequently Asked Questions

Should my day-to-day objectives form part of the 6 objectives identified on my Performance Management Record (PMR)?

Yes, your PMR can include aspects of your day-to-day duties, however the emphasis on writing these objectives should be on developing you to do these duties better. It is therefore important that you quantify what added value you can bring to your day-to-day duties, by using SMART objectives.

For example, a training manager’s day-to-day duties are to deliver x number of courses by x date. The SMART objective on the PMR could challenge the training manager to improve the quality of training by ‘introducing 3 new programmes and achieving 95% satisfaction’.

Do the 4-6 weekly meetings replace current one-to-ones?

Staff and managers are encouraged to hold regular meetings in which they discuss progress against their performance objectives. If one-to-ones already take place on a regular basis, it is recommended that staff prepare for these in advance of the meeting, that they are recorded for the purpose of maintaining an accurate record of the discussion held and that adequate time and space is given to the meeting.

Is section on “work related behaviour as described in organisation competencies and values” (appendix 1) only to be completed for under-performers?

No, this section is to be completed for all staff. The purpose of this section is to record the behaviour required in order for objectives to be achieved.

For example it might be necessary for an individual to progress the way in which they build partnerships with other people both inside and outside of the organisation, in order to achieve their objectives to a satisfactory standard. This may involve challenging their current way of working, and adopting different methods of promoting partnership working. This section should be an opportunity for staff and managers to record how a person achieves their objectives, rather than recording what they need to do.

Why does the line manager’s line manager need to sign off the forms?

The sign-off process will help to ensure that there is consistency across the region or directorate, as the line manager’s line manager will have an overview of the ratings for all the relevant staff.

How is the money distributed?

See paper on Salary Reward System found on the Intranet.


Date post:	29-Nov-2014
Category:	Technology
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