“A different approach to HR”•Training & Development

•Performance Management Process•Discipline Process

Primary ObjectivesReview what systems are currently in place –

if any.Overview the link between Performance

Management, Training and Development and Discipline Systems.

Look at “A New Way of Doing HR”

Performance Management SystemGoal Setting – KPI’s, KRA’s, Corporate

PlanningPerformance AppraisalsSupervision / ManagementTraining and DevelopmentPersonal planning and developmentDiscipline Processes all linked- But where does the process

start?

Performance ManagementPerformance Management is not simply the

process of completing a performance appraisals, providing Training and Development or conducting a discipline process - but rather:

A strategic approach to linking Corporate strategy, performance appraisals and performance management into one seamless process.

Start at the beginning..

P Brown - Cairns City Council 6

Typical Planning within Council

Annual Capital Program and

Operational Plan

AnnualBranch Action Plans

Corporate Plan5 year timeframe

Five Year CapitalWorks Program

Performance Management System

Council utilises a series of cascaded plans

Assess affordability and refine initiatives

using10 Year Financial

Model

Assess affordability and refine initiatives

during the annual Budget process

“You can’t manage what you can’t measure”

Performance MeasurementTo track business results in order to identify

and address problems and to assess the effectiveness of business strategies..

Council Metrics –

Group or Unit Metrics –

Individual metrics –

Performance Appraisal Process

Systems View

Position Descriptions

Performance Review

Personal Training & Development Plans

The Personal learning and development plan, position description, systems review and self assessment will provide input and also be updated as a result of the review and Development Plan discussion.

Performance Assessment Principles Prepare• Set expectations in advance with the employee• Request the employee to review their own performance• Review multiple sources and identify specific examples• Record your observations and discussions as factually as possible• Bring documents to the meeting• S.M.A.R.T.- Specific, Measureable, Attainable, Realistic, Timeframe

Present• Review the purpose and process of the meeting • Obtain employee’s self-assessment• Share your perspective and keep the focus on relevant performance when giving and receiving feedback• Be specific stating exactly how employees did compared to goals• Outline next steps• Address any problems

Try-out Summarize and Plan Next Steps

Follow Up Set a realistic timeframe to review progress and be sure to adhere to it!

Performance Appraisal Performance Appraisal SystemPositives

Use as a tool to relate key organisational values – ie WH&S as first value Provide opportunity for individual recognition Allow for employee feedback

Negatives Typically – “one size fits all” Address the status quo and not deal with specific issues Avoids specific behavior / performance issues

© 2009

DAY to DAY Supervision and Management

No Issues =

Use a Communications Process

Concerns =

Use a Management Review Process A: Correct by

improved day to day management

B: Action required

C: Serious Action Required

Discussion and File Note

Innovative Approach to

Performance Appraisal

Diminished Performance, Capacity or Conduct Policy Applies

Management Review and Planning Exercise

End Employment

Bi Annual Progress Review and Planning Discussion

Discipline

Discipline ProcessCorporate Policies and ProceduresVerbal Counselling - must documentFirst Written WarningSecond Written WarningShow Cause / Termination

“never test the depth of the water with both feet”

Vision Involvement PersistenceThe Practices

Prepare for opportunitiesEnvision the futureInspire shared visionEnable others to actDirect the course of actionEncourage the heart

Without commitment from Senior Management no change is possible.

QUESTIONS

Private / Public Partnerships

Thank You!