5 -
SENIOR MANAGEMENT APPRAISAL
1. Reason for ReportTo appraise Members of developments since the Best Value and Community Planning Audit highlighted a number of issues around the Council’s Staff Appraisal arrangements
-
particularly in relation to the Senior Management Appraisal Scheme (SMAS), and to make recommendations for improvements based on a review of existing arrangements, Scrutiny Panel discussions and guidance from the Chief Executive.2. Report Summary
This report sets in place what has been done to explore why the original SMAS was failing and what can now be done to establish a fit for purpose model of appraisal that takes into account best practice, affordability and efficiency of operation.
3. Glossary of terms
SMAS - a set of procedures that allows for the performance of managers to be assessed.
360 Appraisal - a system that allows for a number of appraisers to contribute
to the overall assessment of an individual from line management, peer, subordinate and partner agency perspectives. Usually electronic but not necessarily.
HR-Human Resources
CMT- Corporate Management Team
4. Recommendation
Members are asked to introduce a 360 degree Appraisal Scheme for the Chief Executive and all senior managers who were in scope of the original Senior
Management Appraisal Scheme, based on the existing Senior Manager and Chief Executive Competence Framework, which will, for all CMT Members and Senior Managers, be supplemented by 1
:I
monthly performance discussions - cascadeddown from the Chief Executive.
5. Plan links and Contribution
The Improvement Plan agreed in June 2009 included Staff Appraisal as one of the Actions.
6. ResourcesNalue for Money Assessment 6.1
Manager, has explored the market place for partner organisations that can deliver cost effective 360 appraisal methodology to standards accepted by the British Psychological Society and the Chartered Institute of Personnel and Development -
against the competencies that are already defined within the Council’s Chief Executive and SMAS.
The HR service, as advised by the Efficient Procurement Programme
6.2
the above criteria, the HR service examined how well this organisation had provided their appraisal support service within the public sector in Scotland. A detailed verbal testimonial was provided by the Scottish Courts Service as to their recent experience
Report Resources Committee 20 April 2010
Easeof use
Positive impact (subjects and contributors)
A driver for change (where necessary) in management behaviour Affordable
Good interactivity and on-going support from the provider
6.3 The costs of providing similarly comprehensive 360 degree management reports based on a bespoke competence framework, were explored with two other leading providers. In both cases, the overall costs of provision would have been significantly greater than ‘Appraisal 360’.
6.4
Service, was the development review discussion (conducted by their HR service) that flowed from the production of the appraisal process.
The main instrument for positive change, as cited by the Scottish Courts
6.5 The one off cost of loading a dataset of questions, based on the senior management and Chief Executive competence framework, onto an electronic platform, has been met from within the HR Service budget.
6.6
also be met from within the HR Service Budget.
The cost of customising 360 appraisal reports into corporate Council style can
6.7
24 March 201 0 that individual directorates will determine an appropriate budget to
cover this cost.
Each feedback report costs €72.90 per manager - it was accepted by CMT on
6.8 There would be a nominated person within HR who will ensure that access to the online data base is established (appraisee/appraisers) and that the completion of the process is monitored to within agreed completion dates. This monitoring
arrangement ensures that progress is checked without access to content. 6.9
person to participate in the PDP discussions.
The Performance and Development Manager HR would be the appropriate
7. Risk Assessment
The risk of not up-dating the Council’s Chief Executive and Senior Management Appraisal Scheme is that the bureaucratic pre-existing process for establishing performance
-
based on formal interviews - would become the fall back position. This could perpetuate a situation whereby the Council’s SMAS is deemed unfit for purpose through both internal and external audit process.8. Consultations
8.1
CMT therefore it is necessary for them to be satisfied that the proposal is sound, affordable and meets the criteria of success that they have set.
The proposal to introduce 360 appraisal rests with the Chief Executive and
8.2 In final discussions surrounding the introduction of 360 appraisal at CMT on 24 March 201 0 consideration was given to the pilot case results. CMT are satisfied with the feedback provided and continue to fully endorse this initiative.
9. Background
9.1 There is general consensus that the SMAS should have two main purposes: 2
5 ,
Increase the overall awareness of the behaviours required to improve bothindividual and organisational effectiveness.
Focus more on development activities that are built around the skills and competencies required for successful Council performance.
9.2
Chief Executive and eight Directors) as stage one of a roll-out programme. 9.3
framework - see Appendix 1) that require responses against a 5 point scale. 9.4 There is a self assessment element as the basis of the scheme.
9.5 For the Chief Executive and Directors there will be six appraisers made up of Elected Members, peers and staff within their own service.
9.6 The format of the appraisal process is that it is electronically driven - there is
no requirement for a face to face interview which in itself reduces the administrative burden. The technology arrangements ensure it is all confidential.
9.7
It is proposed to introduce 360 appraisal to all Council members of CMT (the
The scheme is based on 60 questions (derived from the present competence
Appraisers should be as follows: Appraisee
Chief Executive
Service Director
Senior Managers
Appraisers
Elected Members (3) ( Leader and representative from the other two Political Groupings)
CMT Member (2) Partner Peer (1)
Chairman
+
Vice Chairman of relevant Committee(2) CMT Member (2) Partner Peer (1) Subordinate (1) Line Manager (1) - . . Peer Group (2) Partner Peer (1) Subordinate (1) 9.8the appraisee and appraisers.
Feedback reports will be generated on the basis of information gathered from
9.9
Personal Development Plan for each CMT Council member in discussion with their line manager, and for the Chief Executive this would be the Leader of the Council. HR would support this discussion.
The feedback report would then be used as the basis for the development of a
9.10
experience of roll out one but will follow a format agreed to by CMT for all other managers who were in scope of the original SMAS - Area Manager and Operational
Report Resources Committee 20 April 2010 10. Key Issues
10.1 The historical application of the existing SMAS and reflections about it from CMT members were explored on 29 April 09. Critically, the direct relevance of the scheme to that of supporting the positive behaviours required of senior managers, as defined by the scheme’s own competence framework, had proved difficult to
measure and there was agreement about the need for a new Scheme to be produced.
10.2 Following discussions with the Chief Executive on 26 September 09 it was determined that the HR Service should produce a briefing paper for CMT in order to
prepare for 360 degree appraisal to replace the SMAS.
10.3 The Scrutiny Panel on People and Leadership considered this Action at its meeting on 2 October 2009 and the discussions highlighted the importance of all staff having at least annual appraisal and there being a focus on delivering the Council’s priorities as well as developing the people that are already within the Council.
10.4 On 23 December 2009 CMT agreed to pilot 360 Appraisal for two of the team. 10.5 The monthly one-to-one discussions between the Chief Executive and
Directors on specific service performance areas and work around CMT personal profiling and team development will all complement the Scheme. Mandatory training already agreed by the CMT for all senior managers in relation to diversity
awareness, impact assessment, performance management and stress management will also be integrated into the Scheme through the Personal Development Plans. And, the development of a Leadership Framework must also be integrated with this work.
10.6 Implementation can commence in April 2010. This will be in line with the fact that the Council’s budget will have been agreed and Strategic and Operational Plans completed.
Dan Alexander
Performance & Development Manager Human Resources
Tel: (01 387) 260772
Date of Report: 30 March 2010
Gordon Lawson
Director of Support Services Community and Support Services Carruthers House English Street Dumfries DGl 2HP APPENDICES
-
1 4The following table provides a reference for the Core Management Competencies identified for Senior Managers in Dumfries & Galloway Council. Your assessment of the standard of performance attained by the appraisee should take into account all the bulleted points given under each competency heading.
LEADERSHIP
Creates and secures commitment to a clear vision Initiates and manages change in pursuit of strategic objectives
Is visible, approachable and earns respect
Builds and supports a high performing team Acts decisively having assessed the risks Accepts responsibility for actions of the team
Demonstrates the high standards of integrity, honesty and fairness expected in public services
0
0
Inspires and shows loyalty
0
MANAGEMENT OF PEOPLE
Makes best use of skills and resources within team Develops staff to meet challenging organisational needs Establishes and communicates clear standards and expectations
Delegates effectively, knowing when to step in and when not to
Gives regular face to face feedback and recognition Addresses poor performance
Builds trust, good morale and teamwork, responds to feedback from staff
Secures commitment to change through appropriate
0 0 0 0 0 0 0 0 involvement of staff PERSONAL EFFECTIVENESS
Shows resilience, stamina and reliability under heavy pressure
Adapts quickly and flexibly to new demands and change Manages own time well to meet competing priorities Takes firm stance when circumstances warrant it
Is aware of personal strengths and weaknesses and impact on others
Shows commitment to own personal and professional development
0
0
STRATEGIC THINKING AND PLANNING 0 0 0 0 0 0
Develops and influences strategic aims, anticipating future demands, opportunities and constraints
Demonstrates sensitivity to Members' needs and to wider political and departmental issues
Contributes effectively to strategic thinking of senior management team
See relations between complex inter-dependant factors Reconciles day to day demands with long term objectives Translates strategic aims into practical and achievable plans
0 Takes decisions on time, even in uncertain circumstances COMMUNICATION
Chooses methods of communication most likely to secure effective results
Negotiates effectively and can handle hostility Is concise and persuasive orally and in writing
Listens to what is said and is sensitive to others' reaction Demonstrates presentational and media skills
Is comfortable and effective in a representational role Builds, maintains and uses an effective network of contacts Develops appropriate language skills
INTELLECT, CREATIVITY AND JUDGEMENT
Demonstrates a creative and constructive approach to problem solving
Homes in on key issues and principles
Offers insights and generates original ideas with practical application
Analyses ambiguous data and concepts rigorously Displays confidence in own judgement but responds constructively to alternative ideas
Encourages ideas, initiatives and innovation in others
0 0 0 0 0 0 DELIVERING RESULTS
0 Organises work processes to deliver on time, on budget
and to agreed quality standards
0 Defines results taking account of customer's needs
0 Manages relationships with customers/other stakeholders
effectively
0 Strives for continuous performance improvement and
encourages others to do so
0 Demonstrates high level project management skills
0 Assesses and manages risk
0 Monitors performance and incorporates feedback in future
plans
MANAGEMENT OF FINANCIAL AND OTHER RESOURCES 0 0 0 0 0 0
Challenges existing practices and leads initiatives for new and more efficient use of resources
Secures value for Council taxpayers' money
Negotiates for the resources to do the job, in the light of wider priorities
Use management information to monitor/control resources Manages contracts and relationships with suppliers effectively
Demonstrates commitment to using IT as a resource
EXPERTISE AND PROFESSIONAL COMPETENCE
Operates effectively within the political and local government framework
Earns credibility and influences through depth and breath of expertise
Ensures that decisions are informed by relevant technical/specialist expertise
Accepts personal responsibility for quality of professional work
Gives professional direction to others
0
0
0
0
