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Managing Teacher Performance &
Capability Presenter: Helen Groves
AIMS OF THE PROGRAMME
• Provide opportunities to review & evaluate current performance management systems
• Provide information on Ofsted L&M requirements - (CIF 2012)
• Explore what good performance management looks like
• Identify key features of effective performance management to improve TLA
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Chief Inspector Reports 2011/ 12 2012/ 13
• Concerns about quality
• Concerns for learners
Ofsted Concerns - Curriculum Attention to learners’ starting points & use of IA information Clarity in target setting Regularity of reviews & monitoring of progress Identification & response to literacy, numeracy needs Progression to higher levels of study
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• Where are you?
Overall Effectiveness
STRUCTURE OF GRADES – SEPTEMBER 2012
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“Main focus of judging L&M is how successfully it impacts on improving outcomes & TLA for all learners” – (Handbook for inspection 2012)
System relationships
• How is teacher under performance identified in your organisation?
• How effectively is it dealt with?
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Providing evidence for inspection……
By lunchtime on the first day of the inspection, the provider should give the inspection team:
• The findings & use made of performance management processes
• ‘anonymised’ information on performance management of staff
• To what extent could you provide evidence ?
• What would you offer to inspectors?
• Consider L&M extract from Inspectors handbook.
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What do YOU value & tolerate as a manager of others?
• NB – please respect
Sensitivity &
Confidentiality of the
following discussions
What is the impact of getting the balance between these wrong?
• What 3 things do you value most about your team of teachers?
• What are the 3 most common ‘people issues’ you find yourself tolerating ?
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“Routes to Excellence” (2008)
research • “ Managers are not familiar
enough or trained in the tools we have for improving performance & there is a high rate of new staff passing probation by default”
• “ In the public sector there is
a culture of ‘niceness ‘ that inhibits candour about the brutal facts”
Discuss:
When we seek so hard to improve
Why do we fail to challenge?
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Possible reasons
• Misunderstanding / mistrust of the concepts of performance & management
• Lack of awareness & understanding of provider policies & procedures
• Lack of consistency between managers • Availability of robust data / evidence on performance • Poor target setting & monitoring • Managers lack skills & confidence • Bureaucratic & time consuming systems – that yield
little return on investment • Concerns about the use of business concepts in
education & training • No reward systems to celebrate success
Performance improvement
Humane & robust
PROCESSES
Effective , direct
feedback Shared
expectations
Key principles of Performance Management – case study
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Performance Management
ONE GOAL
• Improve the organisation for its learners
3 OUTCOMES
1. Decision to improve =
90%
2. Decision to leave = 9%
3. Dismissal = 1%
• Know why you are there & why you need to do this
• Always keep learners at the heart of the process
• Have facts to hand (timelines, people, data etc.) & where this conversation ‘sits’ in the process
• Make sure you get who you are expecting
• Make sure you have time & space to talk professionally & supportively without interruptions
• Prepare your opening lines & closing statement
• Don’t use confrontational language (‘and’ not ‘but’…)
• Allow time & listening space for any ‘ranting’ needed
• Make sure you emphasise support available (& record that it was offered).
Having the Difficult Conversation!
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Extracts from Inspection reports
• Consider the handout containing extracts from inspection reports in relation to L&M grades
• What are the key features?
The best providers…. Use systematic performance management procedures that are..
• Underpinned by an aspirational culture
• Value & celebrate professionalism
• Value based rather than target driven
• “Modelled” by the senior team
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How will you know?
• Do you know what outstanding TLA performance looks like?
• Do you articulate this to your teams?
• What kind of management style is required?
• TLA is improving through robust performance management?
What will it look/feel like when robust & supportive
Performance Management in place?
How can you prove that OTLAs & PM have improved the
quality of TLA?
EVIDENCE OF IMPACT IS KEY
ACID TEST?
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