The value of assessing performance
Formal assessments are usually assessments that implicate a written document and are recorded. Formal assessments are then followed up and reviewed allowing progress to be evaluated. When formally assessing performance, this is done through annual appraisals, monthly/quarterly goals, audits etc. The outcomes are quantitative results/data which supports conclusions and are easily read. Informal assessments are more casual and are more difficult to measure as they can be through word of mouth, observations, peer and self evaluation and are not recorded and checked. When informally assessing performance we may look more at frequent reactions to how daily tasks are handled or through informal discussions. The outcomes are more qualitative results as it is not data driven and looks more at the content of performance.
Below is a list of both formal and informal performance assessments that Pennaf staff undertake.
Formal Assessment
Informal Assessment
Appraisal
Suggestions
Supervision (management support meetings – MSM’s)
Hints & Tips
Competency assessment
Observations
Investors in People
Peer and self evaluation
WAG returns
Handover meetings
Supporting People reviews
Discussions
Annual reviews
To do list
Risk Assessments
Team meetings
Personal Developments reviews (PDR’s)
Staff conference
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COSH (health and safety)
Tenant/resident meetings
Learning and development trail (L&D)
Key performance indicators (KPI’s)
Feedback questionnaires
Interviews
Financial assessments
I believe that Formal and informal Performance Assessments are equally important in the workplace in order to know where the company is at and what it needs to do to achieve the quality it wants. It is a process that can effectively communicate Pennaf’s goals and evaluate employee’s performance. Within Pennaf, I believe that we are more geared towards Formal assessments, mainly due to the business we are in as we are required to provide statistics to the Welsh Assembly Government (WAG) or to gain performance related recognition, for example Investors in People. We are driven by Formal assessments and have to have these in place to survive as an organisation. However I believe that Informal assessments can have more meaning as they are more regular and although difficult to record, can have huge effects on the team and indeed the business as a whole.
I feel that I am confident in assessing Formal Performance Assessments as there are policies/procedures/standardized forms in place that you can follow. Pennaf ensures that the same procedure is used for all staff for example when completing a PDR, it is a standardized form for all, it comes with instructions and a competency dictionary for you to follow. However there is no formal training offered by Pennaf for managers in how to complete or how to assess performance. It is hard to go wrong with formal assessments as long as the manager is well informed and has the skills and abilities required. If we have too many formal assessments such as standards and KPI’s etc we may loose customer focus satisfaction, which is after all one of the most important measures of success.
I personally like informal assessments and providing support “ad hoc” for example if a member of staff is struggling with a computer programme, I may sit with them for 10 minutes and go through to get them out of the difficulty and arrange further training. Pennaf may be missing opportunities to assess informal assessments as there is no policy/procedure in place, no standardised way of assessing and staff are unsure what to do. The informal quantitative assessments have more meaning to me, such as the way someone feels or their beliefs, tenant satisfaction, best practice etc, however they are much more difficult to assess although equally important.
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Why should performance be assessed?
For any Organisation there needs to be a method of delivering improvement standards, aims and objectives. Performance management is a very important tool in achieving this, and is vital to an organisation’s success. It sets out clear standards so that the organisation, teams and all individuals know what role they have in order to achieve these standards and their individual goals that ultimately affect the overall performance. Therefore it is important that performance is assessed to measure how well the company or the individual is doing. performance assessment can improve efficiency and resources; it ensures consistency and customer focus. It also identifies strengths and weakness in individuals and can help them perform and achieve goals.
According to Dick Grote, author of The Performance Appraisal Question and Answer Book: A Survival Guide for Managers, effective performance assessment can constitute the most valuable instrument in a manager’s toolbox. “No other management process,” Grote maintains, “has as much influence over individuals’ careers and work lives.” As Grote acknowledges, a careful appraisal process can help improve an employee’s performance for an entire year. And when an effective process is applied broadly across an organisation, the resulting overall performance improvement can give that company a vital competitive edge.
Rewarding performance
Performance is linked to a reward for the individual and the organisation. If an individual is rewarded for good performance this will motivate them to achieve further goals, you are likely to see improvements in morale, team spirit, etc which will ultimately reward the department and the organisation as a whole. Individual rewards include financial awards for completing recognised qualifications, recognition within the team for performance, secondments etc. The organisation is then more likely to keep rewarded staff, have better efficiency, knowledgeable staff and improve overall performance which is indeed a reward for the organisation.
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Fair and objective formal assessments
There are many ways that you can ensure fair and objective assessments, mainly by providing a uniformed approach which is non judgemental and non discriminatory. All forms/recording mechanisms should be standardised in order to be based on the information given factually and by evidence provided. The recording of statistics should be consistent and fair. Pennaf’s recruitment procedure is an example of a fair and objective assessment, the job description and person specification is written by the line manager and HR and identifies the role of person required. The application form that the interview panel receives does not include sex, age or name of the applicant only initials. This shows non discriminatory handling and assessment of the application form. At the interview process the questions are pre-determined and follow a written format asking only questions relevant to the role. The interview itself is based on a scoring system, usually 3 members of staff interview the applicant which clearly demonstrates a fair and objective interview. The interview panel cannot use their own intuition or personality differences to score the individual.
There are many assessments within Pennaf that cannot be anything but fair and objective as they are concerned with figures and finances, some of the KPI’s relate to void losses, rent arrears, maintenance costs etc. Pennaf have very structured formal assessments that I believe to be fair and objective including appraisals, competencies standards and value system. Pennaf’s vision is to be the first choice provider in housing related services and in order to achieve this they have to adhere to consistent and fair assessments. We have clear objectives and policies and procedures and systems in place to assess performance and seek performance improvement.
My recommendation for improvement in ensuring fair and objective assessments would be for all first line managers to attend assessment training. I believe that you can have the tools to do the job (e.g., having a standardised form for a PDR) but without the skills to properly assess or gather/interpret the information given the assessment won’t work. You can have a highly motivated, eager and well performing individual who can come out of a PDR feeling de-motivated and low simply due to the manager’s lack of skills, knowledge and inability to assess.
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Managing performance
Role in performance management in the workplace.
As a first line manager it is your responsibility to manage varying levels of performance. This is an imperative role in the organisations performance management system and keystone to the organisation. The first line manager has the ability to start at the beginning of the process which is recruitment and induction of staff members. The recruitment policy and procedure is a tool/system to ensure good performance at this stage. They support staff through offering training opportunities, those that are essential (through the learning and development trail) and those that are desirable and that will enhance/develop new skills that will benefit the employee and the service. A first line manager will inform staff what is expected of them and where they fit into the organisations goals.
They will lead by example, and assess performance through the probationary period. First line managers within Pennaf provide MSM’s every six weeks which identifies goals and targets, reviews previously agreed goals and offers advice and assistance. There is also the opportunity to feed through the organisations business plan through PDR’s which are annual and identify the forthcoming year’s objectives, along with the competency assessment.
Within my role of first line manager one objective/performance indicator I look for is that an individual has achieved full service capacity and reduced void loss. I can look at this statistically through figures to ensure targets are met and also the competency of the individual, if the individual has promoted the service and can evidence them trying to increase referrals. This is a WAG target that we have to have 100% capacity as this is what they are funding us for, on a local level I set goals for individual staff to promote the service on a regular basis at forum’s, agency team meetings etc. I then have the opportunity to asses progress and review at MSM’s and also informally through general discussions and team meetings. I use many IT systems that monitor and record performance, including Convelance and SPriNT. I believe within Pennaf, there are considerable opportunities to manage performance and there are many formal ways of doing this. I will also tend to use more informal ways, through observation, sharing knowledge, offering advice, hints and tips etc. I feel this is a better way for the staff to be informed, things will get done quicker (rather than wait 4 weeks for a MSM), and goals can be achieved.
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First Line managers have the opportunity to attend courses both internally and externally to improve their skills, for example ILM award in first line management. It is also the manager’s responsibility to keep up to date with policies, procedures, business plan, objectives, and changes in legislation and feed this to the team in order to have god performance. We have an in intranet site called the Source that contains all the information described above for al staff to access.
In the role for first line manager within my department I am responsible for attending team meetings and providing the minutes. Performance is discussed and recorded in MSM’s, training is identified and offered, and standards are set in PDR’s. Good performance is rewarded by motivating, encouraging, praising and providing development opportunities to individuals. There are financial awards and recognised awards such as Dr Buddug Owen award. Poor performance is identified through al the means mentioned above and there is a competency assessment that will identify weakness and put measures in place. Our HR Department also support first line managers in challenging poor performance and creating opportunities to improve, and monitor progress.
Example of SMART objectives and performance standards agreed for team I have introduced performance standards for the Floating Support Officer team in order to monitor the amount of referrals that are being made to the FSO service. My Aim was to increase referrals by promoting the service and whilst ensuring the FSO’s have a clear policy and procedure to work towards. This is a Quantifiable standard and was introduced to increase referrals across the board but specifically for one FSO/area of operation, where referrals had dried up.
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This service was under occupied and the FSO was supporting 4 tenants whose cases needed to be closed within the next four weeks. This standard had to be introduced as we are being funded for supporting 16 tenants yet only 14 were being supported and 4 were due to be closed. This had an effect on finances coming into the service, breaking service level agreement with WAG and concern within the staff team.
I decided to hold a team meeting to discuss concerns and reasons for lack of referrals. We produced a list of problems and carried out a PMI on the options available. The Overall SMARTER Goal identified:
Specific – Increase number of referrals to the FSO service
Measurable – How many referrals was received ad how many referrals were accepted (at least six) Achievable – Staff have necessary resources, facilities and policies available Relevant – Links with team objective to increase knowledge of FSO service and maintain service capacity Time Bounded – Must see increase in referrals within 4 weeks Evaluated – WAG level agreement achieved relates to organisation objectives evaluated in 4 weeks Reviewed – once achieved reviewed to plan success for other FSO services
I decided that the FSO should carry out a presentation on the service to housing officers and senior housing officer in their area, supported by myself. This would then be followed by a presentation to the Contact Centre the following week and then subsequent weeks to outside agencies whilst reviewing the number of referrals received to ensure that the opposite effect did not occur and FSO was overwhelmed with referrals. A Gantt chart set timescales and review periods so we could check progress and made adaptations if required.
The time frame I set was achievable and had to be within 4 weeks as the FSO needed to close cases within this time frame. In fact the presentation to the Housing officers was enough to increase referrals to cover the void loss and the impending case closure. How performance was measured against these standards
I measured the improvement through two measures: Quantitative, we received 3 referrals within the first week evidencing that the SMARTER Goals set and the procedure given to the FSO worked. It also identified the need for on-going promotion of the service to ensure that this situation did not happen again. I then added this objective to the FSO’s PDR and reviewed regularly at MSM’s. The other measure, Qualitative, showed that the FSO had increased confidence and morale had also increased. I ensured that the individual was praised for their work and gave recognition by letting them have responsibility of setting the same goals and training the other FSO’s. I monitored the flow of referrals on a weekly basis and implemented a new monitoring form that identified how many referrals were received, by whom and the date FSO accepted onto service.
The monitoring form was initially sent Via E-Mail on a weekly basis and then changed to monthly recording. I met with FSO during MSM’s to discuss progress and identify and competency issues. If improvement does not happen, I would look at possible reasons for this, due to the nature of the problem, it may be for reasons that I or the FSO have no control over so I would have to look at these as separate issues and look into new performance standards. If they could be improved/controlled by the FSO yet they did not act upon the objectives set, then I would have to carry out a review/competency meeting to look at the reasons for under performance. I would be looking at the motivation of the individual, checking their understanding, and informing them of the importance of gaining new referrals and networking, and investigating problem areas to look at possible solutions.
Example of underperformance that has occurred in the workplace a performance improvement technique used to address this variance
Within the FSO role they are responsible for assisting tenants with welfare benefits applications. It came to my attention that one FSO’s was referring tenants to the CAB/Welfare Rights to complete benefit applications and appeals. This is a task that the FSO should be carrying out themselves and is defined in their job description, forms part of the “outcomes” section in the monthly monitoring returns and training is available through the Learning and development trail.
I firstly carried out a file trawl to read through contact sheets and gather evidence. I then arrange a meeting with the FSO to discuss my concerns and to gain some idea of their knowledge. At the beginning of the meeting the FSO denied that they were referring all tenants yet acknowledged that they had referred some and said that they did not have time to complete themselves. I agreed that in certain cases where they are complex appeals etc it may be necessary to seek further guidance but that this was a task in their job description that they should be doing themselves. I discussed training and asked if they felt they would like further/enhanced welfare benefit training, the agreed that this would be beneficial and opened up that they felt incompetent compared to other FSO’s as their knowledge base was poor and they had lost interest. I used the EEC model of giving feedback which clearly demonstrated what the problem was, what effect I was having and what we needed to do to change.
I arranged 1-1 training in the interim period as the Learning and development trail acknowledged Welfare Benefit training but had not bee organised by HR. I met with HR to discuss and requested that they attend external training via Shelter, this was at a financial cost to the organisation but would benefit the individual and the service greatly. Following on from this I applied motivational techniques and informal discussions to check progress, followed by a formal MSM. There were obviously personal factors – low self esteem, organisational factors – resources to training and possible leadership factors – no clear instruction/ monitoring of the situation that affected this performance issue.
I feel that in this situation, the approach I used worked for the individual in dealing with the issue head on and making it clear that this was their responsibility, yet at the same time acting with empathy and understanding. Using Dr. Eric Berne’s approach to Transactional Analysis I believe I took the “adult” role and was comfortable with the situation. I do not feel it would have been appropriate to offer shadowing to this FSO as I did not want them to feel more incompetent and wanted to increase confidence and interest. I would not have changed how I dealt with the situation but there were recommendations following this performance issue. I brought up training as an agenda item to the next team meeting and it was clear that all FSO’s would benefit from on-going further training as Welfare Benefits is such a changing area. I took this issue up with HR as the L&D Trail states “core” training yet it has not been offered, I agreed with HR that I could outsource training if I felt it was appropriate and it had not been offered internally. I would also now carry out regular file trawls in future. Motivating the team to improve performance in the workplace
There are many factors that influence how an individual behaves in work. We could look at how the individual was brought up and their family environment and the influences this has on the way we act. There are many debates that question, is our behaviour learnt or is it innate, this comes from the “nature or nurture” debate and are we born with certain factors or does our environment have an effect?. I believe that we are influenced by the way that we are brought up, the way we were taught and what stimulus’s we had.
These influences could be; our parents, our school, our religion, our social status, hobbies and influential people that we have come into contact with. Although we may be influenced as children, once reaching adolescence and adulthood, I believe that these change as we start to learn and come into contact with other factors, such as going to college or university, starting work developing new values and belief system. The company we work for and their structure can also have an effect on an individual either in a positive or negative way.
Within Pennaf the values of the company and the core statements are introduced at application stage, induction, and in bedded in the individual so that we are all striving for the same things. Pennaf have clear policies/procedures relating to behaviour and can be captured in the code of conduct that all staff must agree and sign up to. The code of conduct relates to how we should act, what they expect from staff, and recommendations. I have enclosed a ci…………………. Pennaf has a culture of “helping people” it is a very person centred and driven organisation and believes in rewarding and motivating staff. Pennaf creates opportunities for employee’s and offers packages of support, such as the counselling service.
There are four behaviour types that have an impact on the organisation which can be seen below. It is worth noting that although each of these behaviour types have positive and negative characteristics, you do need to have a variation of each in each team. Teams work well having different characteristics and although having an “aggressive” team member may seem precarious, they can adapt to the team and change their behaviour with some guidance. They will also have other characteristics that will benefit the team, and shows that the organisation, the team members and the values of the organisation can have a positive effect on an individual.
Behaviour Type
Characteristics
Affect on the Organisation
Passive
Cautious, don’t express views, fail to stand up for themselves Can be taken advantage of, may not stand up for the company, lacks confidence Assertive,
Forceful, bossy, direct, insensitive, opinionated
Will get point across but may intimidate others and
Aggressive
Confrontational, challenging, forceful, impatient
Uncomfortable to work with, intimidating for others, does not create the right impression Manipulative
Controlling, sneaky, persuasive, under-hand
May get results but at what expense? People will loose respect
In the performance management issue I mentioned previously I believe that the individual was acting as a passive behaviour type. They did not stand up for themselves, lacked confidence and self esteem and it took a while for them to open up. They were also quite cautious until they felt comfortable and reassured. This may have occurred due to some learnt behaviour, or fear that disciplinary action may be taken although I feel that they were threatened by more assertive colleagues. They may have witnessed similar situations within another organisation and brought the beliefs with them.
According to the Oxford English Dictionary, Motivation can be described as: the reason or reasons behind one’s actions or behaviour, enthusiasm. It can be described as the inner power that pushes us towards performing a certain action. Motivation is to do with desire and ambition, if they are absent then motivation is absent. Sometimes a distinction is made between positive and negative motivation. Positive motivation is a response which includes enjoyment and optimism about the tasks that you are involved in. Negative motivation involves undertaking tasks because there will be undesirable outcomes, e.g. failing a subject, if tasks are not completed.
Abraham Maslow’s Hierarchy of Needs. Abraham Maslow developed the Hierarchy of Needs theory and remains valid today for understanding human motivation, management training, and personal development. Maslow’s ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualisation).
Maslow’s hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth.
Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. (please see appendix…) As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment become important. Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential. Frederick Hertzberg’s Motivation-Hygiene Theory. Hertzberg tried to modify Maslow’s theory, he found that job satisfaction and job dissatisfaction acted independently of each other. This theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.
He concluded; Hygiene Factors – are needed to ensure that an employee does not become dissatisfied. They do not cause higher levels of motivation but without them there is dissatisfaction. Examples of Hygiene factors are: working conditions, status, personal life, relationships within company and company policy. Examples of Motivation factors are: Achievement, recognition, responsibility, challenges and job advancement. Douglas McGregor’s Theory X and Y. McGregor believed that there are two fundamental approaches to managing people. Many managers tend towards theory X, and generally get poor results. Enlightened managers use theory Y, which produces better performance and results, and allows people to grow and develop. He works on the assumption that Theory X produces negative results and Theory Y produces positive results.
Theory X management style assumes: The average person dislikes work and will avoid it he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.
Theory Y management style assumes: Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised. Within Pennaf and the team in which I work, I believe that a combination of all three theories would produce the most motivated managers and tam members.
It also depends on the type of individual as we are all motivated by something and this may be different between each team member. Each individual’s drive and personal circumstances are different and may again be related to our belief system and our personal behaviour. In the example of performance management I explained earlier, Herzberg’s theory would seem most appropriate for the individual as they needed to have hygiene factors; relationship with manager and colleague, security etc and Motivational factors; job advancement, recognition and encouragement for the performance of the individual to change. My management style in dealing with this situation would lend itself to McGregor’s Theory Y in order to creatively problem solve and gain the desired result.
The value of feedback in the workplace
Feedback is described in the Oxford English dictionary as: information given in response to a product, performance etc., used as a basis for improvement, the modification or control of a process or system by its results or effects. Feedback is an essential element of any successful organisation, it lets us know what is going well or not so well and what is expected of us. Feedback can improve efficiency, shows how effective we are in what we trying to achieve and is a powerful tool to motivate people. Feedback can be seen as criticism, but criticism can be both positive and negative. If an organisation knows what it wants’ to do feedback is essential in order to learn and improve. Feedback could be thanking someone for a job well done or praising commitment, in return it can provide respect more effort and can overcome negativity.
Feedback will not work if it is not communicated properly, it is an important means of communication between individuals, teams and the organisation as a whole. For an individual to give or receive feedback many skills, including body language, tone of voice, confidence, listening and clarity are needed. If done poorly, it can have the opposite effect it was meant for. Pennaf do not offer any training or courses in giving/receiving feedback and is a skill I feel all first line managers should have.
Within Pennaf, employees are given the opportunity to feedback through their MSM’s and PDR’s. We also have access to a yearly Status survey that allows employees to feedback on all area’s of work. Within my team I feel I give feedback quite openly and not always formally. I work under the theory that I treat others how I would like to be treated, and feedback can go a long way in making a team come together and be motivated. Pennaf also receive feedback from the users of it’s services, we have tenant forums, feedback questionnaires, quality questionnaires. Pennaf also employees Quality Partners who are tenant inspectors and feedback on the quality of services and problem areas or area’s they are excelling. My only concern is that there are many means of communicating feedback, but it is what happens to that information once it is received. I feel sometimes we gather the information but it is never shared.
Below is a list of the different types of feedback, and when they would be used, also the effectiveness of the types for the individual and the organisation.
Type of feedback
When required
Effect on Individual
Effect on Organisation/Team/Department
Formal
Appraisal – PDR
Better understanding knows what aims and objectives they have Motivated and knowledgeable can work towards team and organisational goals, has had personal input in their objectives and created new possibilities Informal
To stop bad behaviour or mistakes being made, or to give praise where necessary Dealt with immediately, understands actions and consequences Learnt from situation, better informed in future, knows boundaries. Increased teamwork and respect Positive (Reinforcement)
Praise and encourage staff to continue positive work
Increase in self esteem, willingness to improve
Well grounded staff member who is committed and happy in their workplace. Positive about the company’s aims and willing to support Negative (Criticism)
Stop undesirable behaviour/results – Identifies behaviours or results that were undesirable, not up to standard Decreases confidence
Leads to avoidance
Generates excuses and/or blame
Hurts relationship,
Silence (No feedback)
never
Doesn’t know where they stand, what they are expected to do and what needs to be achieved Team and departments goals are not achieved as no responsibility taken for improvements
With the performance issue I mentioned earlier, I felt formal feedback was needed so that it could be recorded and monitored at MSM’s and to produce goals for the PDR. If I had witnessed the FSO struggling to complete a benefit application form, I may have provided informal feedback initially. As it was a performance issue that had a huge effect on the quality of the service being offered and effected staff morale, it was decided that positive reinforcement was also a form of feedback offered.
In conclusion feedback is essential and any combination of the above types of feedback are crucial in the workplace.
