Implementing robust and constructive
performance management systems that accurately translate into action planning to raise teaching
standards
Optimus Education Conference November 28th 2013
Objectives
•Identify key messages from the new CIF and their implications for performance management
•Define the features of robust and constructive performance management and share effective performance management and share effective practice
•Evaluate some tips for tackling poor performance or developing strong performance (you choose!)
What is performance management?
A process which contributes to the effective
management of individuals and teams in order
to achieve high levels of organizational
performance. As such, it establishes shared
performance. As such, it establishes shared
understanding about what is to be achieved and
an approach to leading and developing people
which will ensure that it is achieved.
Key messages from the CIF
To be graded outstanding in leadership and management:
Leaders and managers take actions that focus relentlessly on improving teaching, learning and relentlessly on improving teaching, learning and
assessment, which are likely to be outstanding and at least consistently good. Professional development is underpinned by highly rigorous performance
management that encourages, challenges and supports staff to improve (p.59)
Performance management in action:
process and paperwork
Individual: appraisal, individual development plan, observation, feedback forms
Team: observation profile, team reviews, reports on data, CER, SAR
Performance management in action:
culture creation
•Conversations in meetings about what good and poor performance is in context
•Learning walks and feedback
•Buddying up team members and mentoring them •Buddying up team members and mentoring them •Peer observation and developmental observation
•Knowledge transfer sessions •Coaching conversations
Common pitfalls in the FE sector
•Lack of focus on creating a culture fostering good performance
•Poor communication of expectations of performance •Inconsistent use of processes
•Lack of follow up of individual action plans
Sharing effective practice
•How are standards defined for strong and weak performance in your college?
•How is a positive culture being created, to focus •How is a positive culture being created, to focus on performance improvement?
Two minutes to note down ideas for yourself on effective practice in the areas above
Sharing effective practice
•How are standards defined for strong and weak performance in your college?
•How is a positive culture being created, to focus on performance improvement?
on performance improvement?
Three minutes to share points with a partner and identify your two strongest points
How is performance managed?
•How are standards defined for strong and weak performance in your college?
•How is a positive culture being created, to focus on performance improvement?
Five minutes to share points with your group to make a concise summary list or mind map on the flip chart of the four strongest points
Tips for joined up performance management
•Make explicit standards for T&L part of the culture: shared with staff in appraisal, team meetings and CPD sessions
•Link standards to observation process and documents
•Make performance targets specific and measurable; decide at the outset what the evidence measures will be
at the outset what the evidence measures will be
•Train managers in managing performance, integrating HR and Staff Development angles
•Keep all performance management info on one integrated online system
Now move to a new table so you can
work with different people to share
ideas and experiences
ideas and experiences
Features of effective performance management
Process:
•Transparent standards
•Target setting (logged)
•Target setting (logged)
•Ongoing informal dialogue
•Evidence-based evaluation and feedback
•Practical action planning
•Support or dissemination
•Regular reviews (logged)
Features of effective performance management
People:
•Fair, equal and non-biased treatment •Professional dialogue – respect
•Honest, clear and specific feedback, delivered sensitively •Focusing on the impact on learners/ colleagues/ customers •Focusing on the impact on learners/ colleagues/ customers •Engaging the individual – buy in
•Collaborative action planning
•Understanding the challenges of change •Providing personalised support
Action Planning Activity
•Help your partner make a mini action plan for one of his/her priority areas in improving performance
management, using these questions.
•Use a flip chart or post it notes to capture steps. •Use a flip chart or post it notes to capture steps. •Focus your attention on asking thought-provoking questions to move the planning forward.
Action Planning Activity
Use post it notes or a flip chart to identify the current situation and the steps to a great final outcome with key words or a picture
Box one/post it one: Box one/post it one:
What is the current situation? Final box/final post it:
What would be different if you got to your goal? What would the benefits be?
Action Planning Activity
Boxes/ post its in between..
•What is the first step to take this forward?
•Who could be involved to make this happen?
•Who could be involved to make this happen?
•What would you see happening at the mid
point?
•What would you be doing just before the
final box/post it?
Now you can choose whether to
think about dealing with poor
performance or developing strong
performers
Dealing with poor performance
We are going to use the materials pack to review a some ideas for structuring conversations about
under performance and some coaching questions for under performance and some coaching questions for action planning
• Have you tried these out?
• What tips can you give your partner about tackling under performance?
How to develop strong performers
•In the pack, tick approaches you use
•Put a star by ones you’d like to try out
•Put a star by ones you’d like to try out
•Evaluate their applicability to your context in
a conversation with a partner
Contact Details
Email: [email protected]
Website: http://joannemilesconsulting.wordpress.com/
Twitter: @JoanneMiles2 Phone: 07811 378 398
