Career Development & Staff Appraisal Scheme Information Session.
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Transcript of Career Development & Staff Appraisal Scheme Information Session.
Career Development & Staff Appraisal Scheme
Information Session
Introduction to Appraisal
Appraisal for Appraisees
Appraisal for Appraisers
OUTLINE OF SESSION
http://www.abdn.ac.uk/staffnet/working-here/appraisal-1602.php
Review outcomes and progress from previous year
Set outcomes for the coming year
Discuss career aspirations
Identify training and development needs
Provide constructive feedback on performance
Aligns and links with IiP
Enhance morale and motivation
What is Appraisal?
• A disciplinary interview in disguise
• An opportunity to raise grievances
• A discussion about salary
• A process that links with promotion or awards
• A one-way process where the appraiser does all the talking
What Appraisal is not:
• ALL STAFF (including part-time & fixed-term)
EXCEPT:• Lecturers on probation • Clinical staff • Staff coming to the end of contracts• Staff within one year of retirement• Staff going on maternity or parental leave
Who is appraised?
Appraiser sets the date/venue for the appraisal discussion
Appraiser sets the date/venue for the appraisal discussion
Appraisee completes pages 1-3 of the appraisal form
and sends to appraiser 7 days before the discussion
Appraisee completes pages 1-3 of the appraisal form
and sends to appraiser 7 days before the discussion
Appraisal discussion conducted with
appraiser & appraiseeon a CONFIDENTIAL basis
Appraisal discussion conducted with
appraiser & appraiseeon a CONFIDENTIAL basis
Appraiser & appraisee agree outcomes for future
Appraiser & appraisee agree outcomes for future
Appraiser completes page 4of the appraisal form &
returns to appraisee within 7days of the discussion
Appraiser completes page 4of the appraisal form &
returns to appraisee within 7days of the discussion
Appraiser provides constructive feedback on
past performance
Appraiser provides constructive feedback on
past performance
Appraiser & appraisee agree training and development needs
Appraiser & appraisee agree training and development needs
Appraiser & appraisee sign page 4 & retain one copy each, appraiser sends one copy to HR
Appraiser & appraisee sign page 4 & retain one copy each, appraiser sends one copy to HR
The Appraisal Process
Appraiser Appraisee Appraiser & Appraisee
The Appraisal Form – Support/Technical
Pages 1-3 completed by the appraisee & submitted to appraiser 7 days ahead of the discussion
Page 4 completed by the appraiser within 7 days of the discussion
http://www.abdn.ac.uk/staffnet/working-here/appraisal-1602.php
Page 1GORDON ROBERTSON
Training & Development Advisor
Human Resources
JOY WOOTTEN
5th November 2005
Your name (in caps)
Your position
Your School/Section
Appraisers name (in caps)
Date of appraisal
Page 2During the past 12 months I have delivered appraisal training, coordinated the University’s approach to IiP and carried out a TrainingNeeds analysis (TNA) for support staff. Outcomes relating to delivery of management training for support staff not achieved due to delays with the TNA.
1. Co-ordination of Investors in People2. Delivery of training & advice to support staff3. Conduct Training Needs Analyses
Training Needs Analysis
Delivery of Training
Investors in People – the standard has changed and I have not been able to attend training updates. Furthermore, there is a lack of buy-in to IiP at senior level
Delivery of training – nobody turns up to my presentations and generally classes are half full plus I haven’t mastered powerpoint yet.
It has sometimes been difficult to book time with support staff to discuss TNAs.
The IT network suffered a crash and I lost several weeks worth of research data.
The recent outbreak of flu in the admin team resulted in a reduced service.
Work done during past 12 months
Key duties
Things you do best
Things you do less well
Difficulties
What don’t you enjoy?
Obstacles & barriers
Page 3
I am a trained counsellor
I have a post graduate degree specialising in IT & database management
I have worked on the framework agreement with another University.
IT – Meeting Maker & Eudora email client
Generic skills for research
Appraisal training
Investors in People – Update on the new standard
IT – Training on the new operating system
I will be managing people soon so I would benefit from People Management training.
I may also need coaching and mentoring skills.
I would like to discuss the University's strategic plan and what it means for me and the team I work with.
I am the Health and Safety rep for the team and I am a union official.
Skills not utilised
Training done
Training needs
Supervisory skills?
Additional questions
Your other duties
Page 45. Achieve IiP recognition for the University – by September 2006
1. Complete the Training Needs Analysis for Estates – by February 2006
4 Deliver 50 appraisal courses – by August 2006
2. Develop first draft of supervisory training programme – by June 2006
3. Produce a report on HR Modernisation – by July 2006
Investors in People – Update on the new standard – Urgent (within 3 Months)
IT – Training on the new operating system Medium (within 6 –12 months)
Managing People - Long term (12-18 months)
Human ResourcesGordon Robertson
GORDON ROBERTSON
5th November 2005Joy Wootten
JOY WOOTTEN
5th November 2005
Good progress against achievement of outcomes. Appraisal training was a particular achievement. Gordon has worked hard to achieve his objectives and has built up a good rapport with customers. Well done.
Will be returned to you for comment/signature within 7 days of the discussion
Comments
Training needs
Sign off
Agreed outcomesYOU HAVE THE OPPORTUNITY TO ADD YOUR COMMENTS HERE
Academic and academic-related
Pages 1-3 completed by the appraisee & submitted to appraiser 7 days ahead of the discussion
Page 4 completed by the appraiser within 7 days of the discussion
The appraisal form
Page One• Your name
• Your position
• Your appraiser
• Date of appraisal
Page TwoReview of performance during session:
• Work undertaken• Key performance areas
Page ThreeKey performance areas:• Academic: teaching, administration, CPD and management skills
• Academic-related: administration and management skills
Other relevant issues
Page Four• Agreed objectives and staff development activities for coming year
• Summary/other comments
• Signatures
Setting Outcomes Outcomes provide a statement of what is required & provide a sense of direction & purpose
Outcomes should be:
SMART
SpecificMeasurableAchievableResults orientatedTime Measured
Setting Outcomes
Produce two quality research papers to be published in peer-reviewed journals – by September 2008
Review and rewrite School Health & Safety procedures by March 2008. Present report to Management Board for approval by May 2008
JOB or TASK RELATED OUTCOMESJOB or TASK RELATED OUTCOMES
DEVELOPMENTAL OUTCOMESDEVELOPMENTAL OUTCOMES
Source, cost and undertake project management training - by September 2008
Setting Outcomes
Focus on a maximum of 6 areas
Be negotiated and agreed
Be achievable but stretching
Be subject to modification (if necessary)
Effective outcomes should :
Training and development
• Formal courses, other CPD• Conferences and seminars• Induction• On-the-job training and shadowing• Coaching and mentoring
University training providers:• Centre for Learning & Teaching: www.abdn.ac.uk/clt• DIT Training & Development: www.abdn.ac.uk/tad• HR Staff Training & www.abdn.ac.uk/hr/training/ Development Unit:
• Job exchange• Attending meetings• E-Learning • Reading books and
articles
Mentoring within the University
• Excellent and free developmental opportunity to be mentored/become mentors
• Contacts:– For academic staff in CLSM: Prof Miep Helfrich,
supported by Mel McCann– For academic staff in CASS: Dr John Morrison, supported
by Jo George– For academic staff in COPS: Prof Howard Chandler – For ALL academic-related and support staff in all 3
Colleges and University Office: Susan MacLennan, HR.
FOR APPRAISEES
Agree the arrangements for the interview with your appraiser
Review your job description, last year’s appraisal and any other relevant documentation
Review the work you have done over the past year
Look ahead to the coming year’s work
Think about your career development
Think about feedback you’d like to give – be constructive
Complete pages 1 – 3 of the form and return 7 days ahead of the meeting
In preparation, you should:
One to one basis and CONFIDENTIAL
Discuss and agree achievement of outcomes
Discuss, agree and prioritise outcomes for the future
Discuss, agree and prioritise your current and future training and development needs
Discuss career aspirations and provide upward feedback
It is not a one way discussion – you should contribute
The Appraisal Discussion (1)
Your appraiser will summarise agreed action points and development plans
Make sure you are clear about:-
The Appraisal Discussion (2)
How you have performed in the past year
What you need to do next year
What learning & development you require
The completed form will be returned to you within seven days of the discussion
Getting the most out of your appraisal
Prepare thoroughly Adopt a positive approach Contribute to the discussion Take the lead when appropriate Don’t agree outcomes which you feel are not achievable (negotiate) Make sure all your points are covered Aim for mutual agreement
Amanda WoodsTraining & Development Human Resources
University of AberdeenUniversity OfficeKing’s College
Aberdeen AB24 3FX
Tel: +44 (0) 1224 273159Fax: +44 (0) 1224 272005
Email: [email protected]
Any Questions?www.abdn.ac.uk/hr/iip/resources.shtml
FOR APPRAISERS
1. Make the arrangements for the interview
2. Review the documentation
3. Talk to other managers, if applicable
4. Decide what needs to be discussed and identify examples
5. Give a note of any additional areas for discussion
6. Consider the appraisee’s likely reactions and how you will respond
Preparation for the Appraisal Discussion
• Discussions are conducted on a one to one basis
• The content of the discussion is CONFIDENTIAL
• Explain the purpose of appraisal
• Start with a general statement about the appraisee’s performance - be positive
Conducting an Appraisal Discussion
Starting the discussionStarting the discussion
• Encourage the appraisee to put forward their views first
• Discuss aspects of good performance before addressing any problem areas
• Give sincere, specific praise for good performance
• Discuss how far agreed outcomes have been met and, if not, the reasons why - explore problems or constraints with an open mind
• Gain agreement on areas where improvement is required
• Allow the appraisee to give feedback to you
Reviewing Performance
• Discuss and agree outcomes
• Give the appraisee the opportunity to discuss their career aspirations and provide feedback
• Discuss, agree and prioritise development and training needs
The Future
• Summarise what has been discussed
• Summarise agreed action points and development plans
• Make sure the appraisee is clear about:-
– how they have performed in the past year
– what their outcomes are for the next year
– what training & development they need for the future
• Aim for mutual agreement
Closing the Discussion
• Use open questions starting who, what, which, where, when and how - “tell me more about”
• Plan questions in a logical sequence
• Start with easy, general questions, follow up with specific more challenging questions later in the discussion
• Avoid leading questions
• Be prepared to probe
• Be aware of the ‘pause’ technique
Questioning
• Appraisal requires active listening
• Understanding the feeling and meaning behind words from the other person’s point of view
• Keep an open mind, concentrate, avoid negative reactions, don’t interrupt
• Non-verbal behaviour
Listening
• Concentrate on the appraisee’s actions and behaviour, not their personality - keep to facts
• Explain the effects of the action or behaviour on other individuals
• Help the person to take full responsibility for their actions
• Concentrate on the future – not the past
Feedback
Amanda WoodsTraining & Development Human Resources
University of AberdeenUniversity OfficeKing’s College
Aberdeen AB24 3FX
Tel: +44 (0) 1224 273159Fax: +44 (0) 1224 272005
Email: [email protected]
Any Questions?www.abdn.ac.uk/hr/iip/resources.shtml