Learning Outcomes

Participants will have the opportunity to,• Examine and discuss the Performance Review

Scheme and how it operates • Understand the role of the reviewer and the

colleague being reviewed• Identify approaches to agreeing, discussing and

assessing goals • Explore how to get the best out of the Review

meeting.

*Non-Consolidated

Job Family Salary Band

Consolidated

Minimum Maximum Supermaximum

Salary Progression Range Salary Advancement Range

Impact of Ratings

Position in Salary Band

Contribution below expectation

1

Contribution meets expectation

2

Contribution exceeds expectation 3 4

Below Maximum

No Salary Points

One Salary Point

Two Salary Points

Three Salary Points

On or above maximum

No Salary Points

No Salary Points

One Salary Point

Two Salary Points

Performance Improvement Procedure

• At any point during the review year where the performance of an individual merits a no progression rating, PIP may be invoked.

• PIP is a procedure designed to help any individual improve their performance

• PIP must have been put in place prior to a member of staff being given a contribution rating of no progression, but entry into PIP does not necessarily mean that a contribution no progression must follow.

• When invoking PIP a reviewer must have,– Previously discussed the unsatisfactory performance with the Human

Resources Adviser.– Given the individual feedback about his or her performance during the year (in

the context of the PIP) so that there has been an opportunity to correct the under performance.

– Discussed with the individual, when goal setting for the following year, actions that are needed to improve performance (via PIP).

Exceptional Contribution BonusIt is possible to reward truly exceptional individual or team performance with immediate and substantive recognition in the form of a one off payment at any time during the year.

All of the following criteria must be met in a measurable way;• A one-off substantial contribution has been completed;• The contribution was outside the normal expectations of the job;• The performance during the contribution and on daily work was outstanding;•And/or the individual made a major contribution to revenue generation. Please note that results, not effort, are to be rewarded.•The reward payment will be non-consolidated, and be set as a % of annual basic salary.

Special Contribution Recognition Bonus

• It is possible to reward exceptional individual or team performance in the form of a one off payment as required through a Special Contribution Recognition Bonus. The nature of this contribution will differ in scope, impact and duration from that which triggers an EPB.

• Staff can be recognised by one of a range of small rewards, (e.g. selection of vouchers (John Lewis, House of Fraser, Argos, Marks & Spencer), meals, flowers, and chocolates) up to a maximum of £100 to the benefit of the individual

Key Dates

• A review year will be from 1st May to 30th

April

• Review meetings will take place between

February and April

Goals

• Identifying goals helps the individual manage performance through clear expectations

• Goals should enable the individual to understand how his or her role contributes to achievement of academic unit objectives

• Reviewers and individuals should agree goals (process in place for resolving disagreements)

Goal Setting• Goals will normally be agreed for, and

reviewed over, a 12-month period. • It will normally be appropriate to set

between four and seven goals. Goals should be:

– Key, i.e. a significant part of the individual’s role.

– Linked, where appropriate, to the objectives of the academic unit.

– At least one activity should be specifically related to contribution within the team.

– Supported, where appropriate, by developmental objectives.

Outcomes/Objective Led Model

• Specific• Measurable• Achievable• Relevant• Time based

Input Models• Some individuals are also likely to agree

some goals which can be broadly identified as ‘input activities.’

– Progress towards longer-term activities and processes which cannot be completed in any one review year

– Developmental activities which describe the acquisition and/or increase in skills and knowledge that an individual brings to a task.

Goals

• It may be the case that a number of goals will be generic, reflecting the fact that several people might have similar roles and/or that individuals and reviewers have agreed shared activities.

• Many goals can and should be transferred between different review years.

• Goals that are agreed at the beginning of the year may become obsolete due to organisational change or other factors. The individual and the reviewer should be prepared to revise them as necessary.

Goals and Change

• Maintenance

• Improvement

• Step Change

Guidance from the Manager/Reviewer

• Any generic goals

• A team goal

• A steer as to unit priorities to be reflected

in goals

Other Considerations

• Goals should be appropriate to the level at which the individual is working in the job family

• Goals setting should take account of the volume of work being set

Evidence

• The intention is not to create an evidence collecting industry/culture

• Managers should be aware of individual performance from everyday contact and observation

Evidence

Evidence may be available as,• Facts and figures about output, meeting

deadlines for the delivery of reports, services etc;

• Quality measures, for example feedback from internal or external customers that error rates have reduced (this may need to be solicited for the purpose of performance review).

Personal and Professional Development Goals

• Developmental goals are entered onto the Form A, and form part of the recommended 4-7 goals.

• Reviewers need to be aware of the necessary resource and financial commitments to ensure individuals’ can complete their developmental goals.

• Reviewers should always offer individuals the opportunity to discuss personal development and long term career planning. Individuals do not have to have this discussion.

Problems?• Every attempt should be made to reach

agreement about goals. This may result in an element of compromise.

• Where there is difficulty in agreeing goals normal processes should be followed;

– The next person in the management chain will be asked to review the proposed goals and the objection to the proposals;

– Where agreement cannot be reached, the reviewer will set appropriate goals taking account of the individual’s comments and those from the senior colleague consulted;

– Where the individual still cannot agree, he or she should summarise the disagreement with the activities on Form A before signing it.

Action Between Annual Meetings

• Monitor progress towards goals

• Adjust goals to reflect any significant

changes

• Give constructive feedback and praise as

appropriate

Preparing for the Meeting (1)Reviewer• Arrange a date for the meeting giving the individual

adequate time to prepare Form A.• Find a venue, free from interruption and distraction.• Consider any evidence of achievement which will not be

provided by the individual.• Read and evaluate the individual’s notes about

achievement of goals and development recorded on Form A.

• Evaluate the individual’s proposals for the focus of activities/ development for the forthcoming year.

• Based on the above, prepare an outline agenda for the meeting

Preparing for the Meeting (2)Ask the Individual to:• Assess his or her contribution and professional

development in the past year against the goals and development agreed at the start of that review year.

• Complete the “Individual’s Comments” on the Form A for the past year and provide these to the reviewer.

• Consider goals and development for the next review year using a new Form A. Provide these to the reviewer for consideration.

Deciding on the recommendation

Goals may be exceeded in a number of ways e.g:• a project is delivered early;• customer service is better than planned;• the role holder devises, introduces or project manages

a new system for dealing with an aspect of the role;• the role holder makes a wider contribution to

School/Departmental goals during the year;• the role holder contributes usefully to some goals

which are not within the scope of their agreed goals e.g.: assisting in delivering other team member's goals; doing new work that appears during the year; continuing to deliver goals when they have become more difficult or complex during the year.

The Recommendation

Some things to think about:• Volume• Quality• Innovation and change• Adversity• People

Making a contribution recommendation

Assessing contribution is not an exact science or a tick box exercise, however,

– Weigh up after the meeting– Use judgements appropriate to your area of work– Consider what contribution has been made to unit

priorities– At the end of your round of meetings compare the

range of contributions you have discussed– Not all activities need to be completed by the end of

the year, progress towards a longer term goal counts

Any Questions

Learning Outcomes

Participants will have the opportunity to,• Examine and discuss the Performance Review

Scheme and how it operates • Understand the role of the reviewer and the

colleague being reviewed• Identify approaches to agreeing, discussing and

assessing goals • Explore how to get the best out of the Review

meeting.

Number of People

Performance

Below expectation

Exceed expectation

Met expectation