Our Performance Partnership Approach

What is a ‘Partnership Approach’?• It’s how we work together to get the best results for you

and for the Council• Discussions about performance happen ‘as and when’

required• A simple process supported by our online tool -

Performance Ally• Centrally-set performance areas that apply to everyone

working at Council eg, health & safety• Individual performance goals are aligned

with Council’s strategic priorities• No formal reviews or end of year rating

Why take a partnership approach?

• We want everyone individually and collectively, to be enabled and supported to be their very best

• We want everyone to have a clear understanding of their role, the expectations of them, how they’re performing to those expectations and to have the opportunity to positively learn and grow

• We want to achieve the best outcomes for Hutt City

Success is…

• You’ll be clear about why you’re here• You’ll know what you need to achieve• You’ll have the tools, resources and support• You’ll know if you’re achieving the outcomes• You’ll be able to see how your contribution is aligned

overall• You’ll feel you are able to make a difference

Terminology

• Performance reviews are referred to as our Performance Partnership Agreements

• Performance objectives are referred to as Performance Goals

Performance Principles

• Mutual responsibility – a partnership approach to how we work together to get the best results for you and for the Council

• As and when – feedback should be regularly sought and/or received. Discussions about performance should happen as and when required, at the next best appropriate time

Performance Essentials

• Performance expectations – it is the responsibility of both you and your manager to ensure you clearly understand your performance expectations (as detailed in your Performance Goals in our online system, Performance Ally)

• Feedback – this should be ongoing, timely and genuine and should include positive feedback, confirmation if you’re on track and an honest and upfront approach, where improvement is required

• Development – your development plan should be discussed in relation to your performance and career aspirations. This should be captured in Performance Ally

Your role

• To ensure you’re clear about the expectations of you• Seek feedback on how you’re doing• Let your manager know how you’re doing• Bring any shortfall to your Managers attention• Keep a record in Performance Ally – as and when

required• Seek and share ideas for your development• Take opportunities to learn through coaching

The role of your manager

• To set clear expectations of you and ensure these are captured in our online system - Performance Ally

• Provide feedback on how you’re doing• Address any behaviour/performance which is not meeting

expectations• Look for opportunities to develop you• Show appreciation for work done• Keep a record in Performance Ally – as and when

required• Ensure coaching is provided when required/requested

Our processThe full process continues to work as follows:

SLTs Strategic Priorities and Business Plan set

Division Business Plans set

Individual Performance Goals and Development Plans set

Feedback (both positive and constructive) - ongoing, timely and genuine

End of performance year ‘wrap-up’

Need more information?

• See our Performance Partnership Approach Guidelines • If you’re still unclear about anything, talk to your

Manager or HR