ࡱ> ` 1bjbj 4"6668 7,67lX.88888:::3X5X5X5X5X5X5X$Zhb]NYX-=g:@:==YX88X???=l883X?=3X??RP,R88 ້i#6m>QGSX0XQ]C?:]<R]R:L:6?);,U;B:::YXYX}?^:::X====/6D6 Employment manual section 5 Staff development 5b Guidance notes for managers annual staff review This document was drafted by Wendy Blake Ranken, author of the NCVO publication the good Employment guide Before the meeting The annual staff review is a chance for you and the employee to talk about how the employee is getting on and how they can develop in the future. The attached form is to help you to prepare for the review meeting with the employee. To prepare for the meeting: Consider the employees performance since the last staff review, consulting where appropriate with anyone else with responsibility for any aspect of the employees work and reviewing any special projects. Think carefully about the areas in the form and make notes on the form. Remember these are your initial thoughts and you need to hear what the employee says first, before confirming your view about any area. Review notes of supervision meetings throughout the year and review last years annual staff review form. Prepare the room and ensure that you are not interrupted. Make sure you are in a relaxed and open frame of mind. During the meeting Encourage open communication arrange seating informally. If possible, doe not sit with a desk between you. Use positive body language. Set the scene for the meeting and explain what will happen during the meeting. Clear day to day issues before moving on to a wider picture. Encourage the employee to talk ask them their views on each area before giving your own. Use open ended questions and encourage reflection. Listen. Stick to facts and try to give specific examples. Praise work well done and ensure feedback is balanced. Discuss where improvements are required and how they can be achieved. Avoid becoming defensive, showing anger or hostility. Talk about performance, not personality (not you are lazy!, but I am disappointed that you did not achieve xx on yy date). Verbally summarise the notes you are taking. If the employee has a disability discuss whether there are further resources or training needed to help them. Discuss the individuals aspirations and how they could be supported (within the constraints of what is realistic in the organisation). After the meeting Finalise the report form within 10 working days and provide a copy to the employee. In the unlikely event that the employee disagrees with what you have written, arrange a meeting to discuss the reasons. Make a brief record of the meeting. If the member of staff still disagrees, they may write on the form the areas they do not agree with. However, remember that staff are expected to follow reasonable management instructions, even if they disagree with them. Put the original report form on the employees staff file. Ensure that any action identified is built into the staff members work programme for the forthcoming year and follow this up in supervision. If necessary, make appropriate recommendations for amendments to the job description. Objectives Objectives should be SMART: specific, measurable, achievable, relevant and have a timescale.   ANNUAL STAFF REVIEW Managers Preparation Form An annual review is an opportunity for a discussion between yourself and the member of staff you manage about their work over the past year. You will find below a form that covers the key points for discussion. You should use this form to prepare for the annual staff meeting. Employees name:Date:Position:Approximate length of time in post: Do you feel that the employee is aware of the plans of the organisation and how he/she can contribute to its success?   Review the employees annual review from last year and the tasks set, plus the work programme and objectives. What was achieved? What is still outstanding?  Consider now the key elements of the employees job description. Which elements do you feel the employee has performed particularly well?  Do you feel there are elements of the job description that have been performed less well? How could this situation be improved in the future?  Is there anything you or colleagues might be able to do to help with any problems?   Consider any specific requirements the employee may have to be able to work at his or her best. Have these requirements been addressed, or could [ORGANISATION NAME] do more? (By specific requirements, we mean things that relate to the individual, which if addressed, could help him or her work better. For example, it might be a footrest or a back support cushion which would make the employee more comfortable, or it might be a particular requirement related to their religion or culture). Even if you are not aware of any specific requirements, remember to ask the employee if there is anything that [ORGANISATION NAME] can do to help the employee work at his/her best.   Is there anything you might do to change/improve the way you manage and work with the employee?   Consider the [ORGANISATION NAME] competencies (attached to this document). Think about examples of what the employee has done to demonstrate each competency over the past year. Competency Examples of how the employee has demonstrated this over the yearIs there anything the employee could do even better over the coming year?Managing deadlines  Initiative  Dealing with change Communicating with others Personal development  Working as a team Approach to the job   What learning or development opportunities has the employee taken part in? (This could be courses, conferences, on-the-job training, shadowing, etc). Specific activitiesHow this has helped the employee carry out his/her job?How this has been of benefit in supporting service users?   Does the employee need more experience or training in any aspect of the job?Specific activitiesHow would this help the employee in his/her work?How would this be of benefit to our service users?  Future plans Are there any issues that have been raised by colleagues, services users or volunteers which need to be discussed with the employee?  Are there any changes you think might need to be made to: The job description? The work plan?  What should be the employees work priorities over the coming year? Please consider these in the light of the [ORGANISATION NAME] strategic plan.   Are there any other issues to discuss or any further comments to make?  [ORGANISATION NAME] - COMPETENCIES The following are the competencies (behaviours) that we want to develop at [ORGANISATION NAME]. Managing deadlinesTakes responsibility to ensure deadlines are met, works quickly and systematically, keeps people informed on progress of key tasks. Initiative Works to find a solution to problems, comes up with new ideas. Managing changeUnderstands the need to change things, willing to learn and to be flexible. Communicating with othersTakes account of different cultural styles and values when dealing with others. Show respect and courtesy to others at all times and listens attentively. Use language appropriately and not in a way that may offend, alienate or patronise others. Personal developmentSeeks opportunities to develop own skills. Working as a teamWilling to assist and support other team members when required. Approach to the job Keeps good time. Maintains a positive attitude. Keeps word and does what says will do.  November 2004 For more information or guidance This information sheet is part of the South London CVS Partnerships employment manual. Community Links Bromley is a membership of the partnership. The manual is designed for use by local voluntary and community organisations. We provide information, guidance and signposting on all aspects of running a voluntary and community organisation. For more information, see our website at www.communitylinksbromley.org.uk. 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