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Performance and Development Review
Andy WilsonUK Staff Development Advisor
Loughborough University
Purposes of this session To confirm our understanding of the
purposes and procedures of the scheme
To work out how to get the most out of the process
To identify the key skills.
Structure of this session Review purposes Confirm procedures Identify skills Discuss your approach
Questions and comments at any time.
Purposes of the scheme To identify an individual’s level of
performance To develop ways of improving that
performance To inform reward mechanisms To model a style of management NB “…should not be used to
address systemic poor performance…”.
Style of management? Management is here to help both
individuals and the University Not soft, but a consultative, listening
style which, in return, expects improvements in individual and collective performance
Not a slavish replication of UK approaches – learn from UK mistakes!
A creative combination of the Egyptian and the British.
Responsibilities in the scheme
Dean determines reviewers with HoDs Dean ensures faculty-level staff
development needs are met HoD makes sure that PDRs happen
and that subsequent departmental support is provided
Staff Development Co-ordinators plus HR address institutional SD needs
Reviewers/reviewees have core role.
Reviews and reviewers Reviews at least annually Reviewer normally HoD, but… …maximum of 10 reviewees “The function of the reviewer will be
to provide clear and constructive feedback, and to help guide the meeting towards a realistic plan of action.”
Stages in the schemePreparation Paperwork from
reviewee Both parties
review evidenceMeeting Assessment Future plans Career and
promotion
Follow-up Note agreed
(ideally) and signed Agreement on
addressing development needs
Needs across and beyond department shared
Actions!
Performance levels Outstanding - exceptional/excellent
performance Very Good - above average
performance in most areas Competent - adequate/acceptable
performance Partially Satisfactory -
improvement essential in some areas Unsatisfactory - below average
performance in most/all areas
Questions about the scheme?
Reviewers’ skills Encouraging change (telling or
helping?) Giving constructive feedback Helping guide the meeting Producing a realistic plan of action
Remember, this is not about systemic poor performance!
What’s going well? What could go better?
Encouraging changeTelling Giving one-way
feedback Criticising
performance Making
unilateral judgments
Imposing advice
Helping Explaining
context Aiding reflection Identifying
weaknesses Agreeing goals Discussing
options Getting
commitment Supporting action.
A monologue, or a conversation?
Which would motivate you?
If you were considering changes to your working practices…
…which approach – telling or helping – would motivate you more?
Giving feedback well Negative feedback has power if
there are also positives – the feedback sandwich
Any feedback needs to be specific and supported by evidence
Feedback needs to allow – indeed to encourage – responses
Feedback should lead to action that is owned by the reviewee.
Receiving feedback well Listen Hear Don’t filter Don’t accept uncritically Focus on the future Commit to actions.
Help guide the meeting Note “help” Agree the agenda Go – generally – at the reviewee’s
pace Keep the discussion focused Allow the expression of feelings Listen to what isn’t said Ask questions with purposes Observe – and use – body language The guidance should lead to action.
Realistic plan of action Help each other confront reality Review the options Get buy-in to goals Produce SMART actions Specific Measurable Attainable Realistic Timed.
Reviewee’s thoughts Use the checklist Be clear about your strengths Consider your weaknesses Identify evidence Evaluate your level of performance Go into the discussion… …knowing what you want to get out
of it …prepared to hear feedback …prepared to offer suggestions Don’t whinge!
Possible scenarios What might present challenges?
Reflections What are you going to make a point
of remembering to do in your reviews?