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Performance Management For Support Staff in Schools - Guide for

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									 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




Date last updated June 2004                                                  Page 1 of 26
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




                                London Borough of Southwark

                                   Performance Management

                                 For Support Staff in Schools

                              Guide for Appraisors and Appraisees

                                           Contents

                                                                                 Page
                                                                                  No
             1.       INTRODUCTION                                                 3

             2.       PRINCIPLES OF PERFORMANCE MANAGEMENT                         4

             3.       WHAT IS YOUR ROLE                                            5

             4.       DEVELOPING WORK PLANS                                        6

             5.       DEVELOPING STAFF                                            10

             6.       CONDUCTING REVIEW MEETINGS                                  11
             7.       PAYMENT OF ANNUAL INCREMENT                                 16

             8.       PERFORMANCE MANAGEMENT PROCESS                              17

          Annex 1     Model Work Plan                                             18

          Annex 2     Indicative Targets                                          23




Date last updated June 2004                                                  Page 2 of 26
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


   1.   INTRODUCTION

   1.1. Performance Management based on staff appraisal is a management tool that is widely
        used and contributes to the success of organisations in industry and commerce.

   1.2. Appraisal offers a method of developing the most important and valuable resource;
        people.

   1.3. Appraisal is one of the mechanisms to help gain people's commitment towards
        achieving the stated aims of the organisation. Therefore the objective of appraisal is to
        help improve individual performance, realise potential and achieve better results for the
        organisation.

   1.4. The Southwark Council Performance Management Scheme

        •   links performance and the drive for continuous improvement and service excellence.
        •   is a rigorous approach to defining, assessing and rewarding achievement in the
            workplace
        •   ensures strong links to School Development Plans and the Education Development
            Plan
        •   increases the individual’s understanding of how their role adds value to the
            organisation
        •   links performance to incremental award.




Date last updated June 2004                                                       Page 3 of 26
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


2. PRINCIPLES OF PERFORMANCE MANAGEMENT

   2.1. The principles underlying Performance Management are:

        •   Individual performance directed by service and business needs

        •   An emphasis on individual (or in some cases, group) achievement against stated
            objectives over a twelve month period

        •   All employees participation, excluding teaching staff who have their own process

        •   Effective communication between the manager and the employee

        •   A 'living' workplan which:

               • Has objectives which deliver School Development Plans and are SMART -
                  Specific, Measurable, Agreed, Realistic and Time-related

               • Takes into account achievements and changes during the workplan year.

        •   Reviews undertaken in a comprehensive and structured manner

        •   Assessment against a range of indicators. These may include individual workplan
            targets, team targets and demonstration of increased expertise. Key personal
            indicators of performance are taken into account including attendance and
            disciplinary records

        •   Regular monitoring of individual progress through the normal supervision process

        •   Consideration of employees’ views on the achievement of targets

        •   Providing support where an employee's performance does not meet stated standard

        •   Employees right of Appeal about any adverse outcome of the procedure.

        •   A standard approach to monitor the achievement of key qualitative issues to gain
            comparisons and trends including identification of similar work groups.




Date last updated June 2004                                                      Page 4 of 26
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


3. WHAT IS YOUR ROLE ?

   3.1. THE APPRAISOR - TO LEAD THE PROCESS

   3.2. THE APPRAISEE - TO PARTICIPATE IN AND CONTRIBUTE TO THE PROCESS

   3.3. Employees are usually appraised by their immediate managers on the grounds that
        those who delegate work and monitor performance are best placed to appraise
        performance.

   3.4. Performance Management must be manager led to have a consistent approach to
        defining individual’s work plans.

   3.5. It is the responsibility of each Manager to own the process and to communicate it to
        their staff. The Manager is responsible for investing time, energy and skill so that:

        •   Everyone is made aware of the scheme's advantages
        •   Staff are clear about what is involved and committed to their workplan
        •   The Appraisors can address any staff concerns.

   3.6. The Performance Management Scheme is about:-

        •   Achieving Council business and service objectives
        •   Delivering high standards of customer service
        •   Developing highly trained and motivated staff

   3.7. Achieving these outcomes depends on staff commitment to the process.

   3.8. Managers need to:

        •   Sell the benefits of Performance Management to staff
        •   Be responsive to staff queries and concerns
        •   Deal effectively with difficult and highly sensitive situations if these arise.

   3.9. Managers should ensure that staff are given every opportunity throughout the year, to
        achieve their objectives by:

        •   Conducting regular reviews focused on addressing blockages to performance
        •   Providing appropriate learning and development activities
        •   Continuing to motivate and coach staff to achieve.

   3.10 Staff and Managers need to:-

       •    Be willing to devote significant effort and perseverance to attaining objectives and
            prepared for their performance to be reviewed
       •    Be committed to learning and development plans including, for example, training,
            coaching, secondment or further work experience
       •    Invest time in the process.



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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


   3.11 This mutual commitment does not occur automatically. The issues need to be
        discussed, the process needs to be joint and the emphasis needs to be on consensus.
        The Manager should listen to the concerns of staff and seek to address any issues
        which arise. The objective is to persuade people of the advantages, not to coerce
        them into participating.


4. DEVELOPING WORK PLANS

   4.1. What is a Workplan

       •    A 'living' document to be discussed regularly by Manager and staff and revised as
            appropriate;

       •    The identification of ongoing and job related key result areas for the job and setting
            standards of performance which are measurable, recognisable and achievable.

       •    The basis for Performance Management. The workplan confirms the contribution
            required of the individual towards the achievement of the organisation's objectives,
            which are derived directly from the School Development Plan.

       •    The basic documentation for the Performance Management Scheme.

       •    Subject to discussion between the Manager and individual, it details:

                 •   Objectives
                 •   Tasks/actions
                 •   Performance indicators
                 •   Deadlines for achievement
                 •   Evidence of achievement
                 •   Learning and development plan.

   4.2. How to Develop an Agreed Workplan

   4.3. The Southwark Scheme workplan format is Annexe :

   4.4. On completion of the School Development Plan each Manager should determine roles
        and responsibilities for achieving the objectives that are laid out in the plan.

   4.5. It is the Manager's responsibility to set objectives, giving the employee the task to
        contribute to the drafting of their workplan after the discussion/review meeting with the
        respective Managers.

   4.6. The discussions should be based around

        •   The School Development Plan
        •   Existing workplans
        •   Job descriptions
        •   Employee experiences of what is important in their job.


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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


   4.7. It should help :

        •   to have direction and commitment to the School’s Development Plan
        •   know how well they are doing
        •   to look back on what has been achieved during the reporting period
        •   formally acknowledge and celebrate success
        •   create closer working relationships
        •   identify areas for improvement
        •   to agree objectives for the next review period

   4.8. Should concerns or issues be raised in relation to the scope or level of those objectives
        it is the role of the Manager to:

       •    Listen to those concerns
       •    Discuss and agree any changes to the draft workplan.

   4.9. Setting Objectives

   4.10 The baseline for all objectives is the School Development Plan.

   4.11 It is important for each Department within the School to focus on what:

               •   The public/customers expect/need
               •   Front line employees require to deliver the service to the public
               •   Colleagues need of one another to deliver services
               •   Staff need of their Managers to deliver services

   4.12 Activities, plans and policies need to be developed to meet changing working
        practices and customer expectations.

   4.13 Once objectives are clear they can be broken down into responsibilities of each team
        and what each individual is accountable for. The latter are set out in the workplans.

   4.14 Objectives should be challenging for the individual. Easy to achieve objectives will not
        stimulate an individual or make best use of their potential. However, they must be
        realistic and balanced. It can be demotivating for an individual to be set objectives
        that cannot be achieved.

   4.15 In some instances, Managers may find that employees do not wish to be part of these
        discussions or are not willing participants. This does not mean Managers should not
        discuss or issue objectives.

   4.16 Managers should encourage employees to at least meet and explain to them what the
        is trying to achieve, their part in it and the objectives envisaged




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


   4.17 The Manager is responsible for:

         • Persuading employees and being reasonable in doing so
         • Participating in agreeing objectives
         • Using effective influencing and inter-personal skills .

    4.18 If employees continue to be willing not to participate, Managers should:

         • Record - briefly and in writing - what actions they have taken
         • Issue objectives to the employee

    4.19 General points to consider

           • Group objectives can be set for team working. However, the individual meeting
             may still need to be arranged to discuss the learning and development of each
             individual and their contribution to the achievement of the team objectives

           • If an employee has more than one post within the school, objectives that are
             applicable to all posts may be included in the work plan.

           • Set objectives for routine work as well as for new projects or initiatives

           • The number of objectives set will vary according to the nature of the job and the
             level of responsibilities. The recommended upper limit is 8 objectives. For some
             individuals much fewer objectives would be appropriate if the range of tasks they
             perform is limited.

           • Objectives should reflect the key tasks and responsibilities of the individual's job
             and be challenging enough to raise performance.

           • Where an individual has not achieved an objective it is important to establish the
             reasons for non-achievement since those reasons may inform future decisions
             and actions and the development of learning and development plans.

           •   Objectives must be measurable in terms of time, quality and/or quantity. They
               must be realistic and achievable, but reflect the actual needs of service delivery.
               Increasingly they will contain defined service standards.

           •   To be effective, an objective should be SMART:

                S   Specific        -   pertinent and relevant to the job
                M   Measurable      -   in terms of quality, quantity and cost
                A   Agreed          -   consensus should be achieved where possible
                R   Realistic       -   achievable
                T   Time-related    -   when should they be achieved by




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


           Objectives          Task/Actions      Performance           Deadline for
        what you need         what you             Indicators         Achievement of
        to achieve,           intend to do to   what you will     Performance Indicators
        linked to             achieve your      use to measure
        business plan         objectives        how well you
        objectives                              are achieving

        Specific ?            Specific ?        Specific ?                Specific ?

        Agreed ?              Agreed ?          Agreed ?                  Agreed ?

        Realistic ?           Realistic ?       Realistic ?               Realistic?

                                                Measurable?             Measurable?

                                                                       Time Related?



       4.20 Performance indicators answer the questions:

               •    "What are the standards of performance expected of me?" and

               •    "How do I know I am achieving the desired level of performance?"

       4.21 They are intended to provide a way in which progress towards the achievement or
            completion of targets and objectives can be measured.

       4.22 For each objective one or more performance indicators should be identified and
            agreed.

       4.23        Extension Targets

       4.24        From the financial year commencing 1 April 2002 the bar in the salary scale was
                   removed to encourage the individual to focus on continuous improvement and
                   extension targets have to be set

       4.25        These targets should be:
           •       Agreed and documented in the work plan in addition to the basic objectives of the
                   job
           •       Challenging, aiming to maximise an individual’s potential
           •       Continuously adding value to improve service provision must be taken into
                   account in the annual review.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


5. DEVELOPING STAFF

   5.1. To ensure that staff development is directly linked to objectives on a collective and
        individual basis the Performance Management Scheme includes the following elements:

        •   Learning and development activity to support workplan delivery
        •   Identification of the nature and type of learning and development required and how
            this will impact on workplan delivery
        •   Review of learning and development undertaken in terms of quality, impact on
            service and value for money at individual, Unit and Departmental level.

   5.2. The Council's Approach

   5.3. Staff development is based on four key processes:

        •   Review of learning and development activity undertaken during the last 12 months
        •   Identification of learning and development needs for next 12 months
        •   Preparation of a learning and development plan/programme for the next 12 months
        •   Review of learning and development activity on a regular basis.

   5.4. In order to ensure that staff development is directly linked to SDP :

        •   Learning and development activity should be progressed in order to help achieve
            an overall objective or a specific task linked to one or more objective.
        •   The employee and their manager should identify the nature and type of learning and
            development required and how this helps to achieve an overall objective or a
            specific task linked to one or more objective.
        •   The quality and effectiveness of the learning and development undertaken is
            assessed.

   5.5. Learning and Development Methods

        •   Short courses
        •   Courses leading to qualification
        •   On the job training
        •   Coaching by Manager or other internal or external person
        •   Experience in other parts of the organisation
        •   Project work
        •   Joining a team on a part time basis
        •   Participation in team building events
        •   Guided reading
        •   Use of self development materials – including computer packages
        •   Temporary secondment etc.
        •   Conducting research within an organisation
        •   Participation in Action Learning
        •   Co-counselling
        •   Careers counselling.




Date last updated June 2004                                                     Page 10 of 26
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


6.    CONDUCTING REVIEW MEETINGS

6.1   Formal reviews - minimum 6 monthly frequency:

      •   All staff need continuous feedback, praise and reassurance especially when they have
          done well and taken risks that have paid off. It is all too easy for discussions only to
          take place when things have gone badly.

      •   Review meetings are usually one-to-one discussions between Manager and individual.
          They consider progress against the agreed workplan with the emphasis on
          achievements, using the performance indicators as a guide to levels of performance.

      •   Feedback needs to be regular, specific and positive to reinforce successful behaviour
          and encourage change where necessary. This could be needed either for effective
          delivery of customer services or the achievement of other objectives in the workplan.

      •   Individuals will be offered the opportunity to take the lead during the review
          discussions highlighting the areas of achievement against the workplan. The Manager
          acknowledges these achievements. Ways should be found to publicise and celebrate
          significant achievements.

      •   Areas of under-achievement should also be discussed, but in a climate of support and
          encouragement rather than blame or punishment. Means of addressing under-
          achievement should be continually sought. However, there needs to be clarity that
          sustained poor performance will be addressed via the capability procedure.

      •   It is most important that individuals and teams receive frequent feedback using the
          performance indicators so that the necessary action can be taken to maintain and
          improve standards.

      •   By defining what each person needs to achieve, it is possible to integrate new
          initiatives, re-focus energy on a particular service area or change priorities with a
          greater awareness of how this impacts on the person's/team's current workload.

      •   Regular achievement review discussions play an important part in building
          relationships between the Manager and members of staff, fostering trust and respect.

      •   Written records of meeting outcomes should be retained by the Manager.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




6.2             The Annual Review Meeting

6.21            The annual review meeting is an organised discussion held between Manager and
                individual. Its purpose is to assess overall job performance during the review period
                and find ways to continually improve.

6.22            The meeting will have eight distinct steps:

                •    Share assessment of performance relating to the whole of the
                     previous review period - normally 12 months. These assessments
                     will be based on the workplan and the review meetings of the period in
                     question.

                •    Recognise and celebrate achievements.

                •    Identify areas where performance could be improved and agree ways
                     of achieving this.

                •    Determine how the Manager can assist the individual to higher
                     performance and where necessary improve the Manager's own input
                     to the process.

                •    Agree a learning and development plan to cover points 3 and 4.

                •    Establish a workplan for the following 12 months.

                •    Plan a programme of regular review discussions leading up to the
                     next annual review meeting.

                •    Written record of the meeting should be retained by the Manager.



      6.3   Preparation for the Annual Review Meeting

      6.31 Preparation for the annual review meeting should include:

            •       Agree the date, time, venue and purpose for the meeting in advance. As far as
                    practicable the room/space should be free from interruptions, including the
                    telephone for the duration of the meeting.

            •       Reviewing the workplan.

            •       Considering the work undertaken and the areas which have been done well and the
                    areas that could have been done better.

            •       Gather evidence on performance and achievements and consider in light of the set
                    objectives.


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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




        •     Gather evidence on learning and development undertaken and support provided.
        •     Consider any reasons that might have stopped performance.

        •     Consider objectives and workplan development for the next twelve months.

        •     Consider the assistance and resources that may be required to meet the objectives
              for the next twelve months.

 6.4 Carrying Out The Annual Review Meeting

 6.41 The meeting will take anything from 30 minutes to 2 hours depending on the nature of
      the job and the level of responsibility.

 6.42 For the review meeting to work and be of benefit to the individual and line
      Manager/supervisor it is essential that both use the meeting positively. The review
      meeting should be constructive. Achievements should be recognised and non-
      achievement identified and addressed.

 6.43 The way in which the review meeting is structured is flexible and for the Manager/
      supervisor and individual to agree together.

 6.5 Ensuring all employee's performance is reviewed

 6.51 It is important that all employees are involved in the performance management.

 6.52 For employees:

            • On long-term sick - workplan discussions, and revision if appropriate, should be
               undertaken as soon as is reasonably possible following the employee's return to
               work. Advice on sickness management is available from Personnel Practitioners.

            • Where employees are on maternity leave, they may be invited to a performance
               review/workplanning meeting. However it is their right not to accept such an
               invitation.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




6.53   For employees whose performance is affected/who are absent due to maternity,
       pregnancy or disability, it is essential that:

         • Performance is assessed fairly
         • Incremental award is equitable.

6.54   Evidence of achievement against workplan objectives will inform the assessment of
       performance. However, employment case law is continuing to evolve in areas of
       equality-related discrimination. Where:

         • Performance objectives have not been met
         • There is a recommendation not to award an increment


         Managers are advised to contact their Personnel Practitioner for guidance.

6.55 By the end of the review meeting the following should have be agreed :

           •   Objectives, tasks and performance indicators for the next twelve months
           •   Action required to improve performance
           •   Learning and development needs and opportunities for the next twelve months.


6.6 Ground Rules for Effective Review Discussions:

6.61 Effective Review discussions have:

           •   Sufficient time and notice for both parties to prepare, and exchange information
           •   Proper preparation and identification of relevant information to support
               observations and assessments
           •   Discussion conducted in spirit of support and encouragement
           •   No surprises, initially problems should be raised during review sessions
               throughout the year
           •   Enough time allocated to do justice to the discussion
           •   An uninterrupted discussion which is private, and on neutral territory where
               possible
           •   An open and honest two-way discussion with the individual taking the lead
           •   Documented conclusions and actions for both parties
           •   Commitment to any actions arising.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


6.7    Record Keeping

6.71   The corporate performance management form records the annual review meeting. It is
       very simple and should not require a great deal of time for completion.

6.72   The record of the discussion and outcome of the annual review meeting should be
       completed either at the meeting or shortly afterwards. Use part of the meeting to try and
       agree the form of the wording with the individual.

6.73   If the individual has any queries or requires clarification about the contents of the record
       they should discuss it with their line Manager/supervisor.

6.74   The record should be countersigned by the line Manager's own Manager. This will
       ensure an independent view of the process and should ensure consistency and fairness
       in the operation of the scheme.

6.75   The record is maintained in the School.

6.8    Confidentiality

6.81   The general principle is that the annual review meeting is confidential to the Manager,
       the individual and the Manager's line Manager.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


7.     PAYMENT OF ANNUAL INCREMENT

7.1 Incremental award:

        •    Links to the Performance Management annual review process
        •    Is not, however, of itself the Performance Management process.

7.11 There are a number of good business reasons why linking performance and
     increments are a positive management tool to meet the changing agenda. These include:

        •    Ability to recognise and reward staff who consistently deliver above the acceptable
             standard of service
        •    13 broad grades gives staff the opportunity to pursue career progression in a flat
             organisation
        •    Minimisation of wage drift - a scenario Southwark does not wish to repeat.

7.12   Particularly given its links to pay, it is essential that the Performance Management
       Scheme both is - and is seen to be - fair, objective and free of illegal and negative
       discrimination.

7.13   Managers’ should ensure that:

        •    The process is properly and competently implemented and managed
        •    Workplans are unambiguous, justifiable and fair
        •    The review of achievement of workplans is undertaken in a fair and consistent
             manner.


7.2 Appeal

7.21    Where an individual is on an incremental salary and is aggrieved at not being awarded a
        salary increment, they will have a right of appeal.

7.22    The procedure for the lodging and hearing appeals will be determined by each school.

7.23    Usually this will require the individual to set out the grounds for the appeal within 28 days
        of the decision.

7.24    The Appeal will then be considered by the appropriate individual, on behalf of the school,
        whose decision will be final.




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


8. PERFORMANCE MANAGEMENT PROCESS



                              School Improvement / Development Plan




                                    Workplan / Objectives Set




                                     Midyear Review Meeting




                  Annual Review Meeting / Next Year’s Objectives Developed




                       Incremental Progression Confirmed (if applicable)




                                      Appeal (if applicable)




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


                                                                                    Annex 1

PERFORMANCE MANAGEMENT SCHEME 2003-2004
                                                                    Employee name at date

                                   The Workplan
Date last revised:

Personal Details:

Name:                                                                  Job Title:
Department:                                                            Section:

Period from:                                                           To:

Grade

Other details:




SIGNED:      ______________________________            (Post Holder)                          D

SIGNED:      ______________________________            (Line Manager)                         D

SIGNED:      ______________________________            (Line Manager's, Manager)              D




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                         Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees



PERFORMANCE MANAGEMENT SCHEME
                                                                                                                           Employee name at date

      Objectives                         Task/Actions                              Performance                 Deadline for         Evidence of
   what you need to              what you intend to do to achieve               Indicators/Targets            Achievement of       Achievement/
   achieve, linked to                    your objectives                        what you will use to      Performance Indicators    Comments
    business plan                                                              measure how well you
      objectives                                                                   are achieving




Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003     Page No 19
                         Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




PERFORMANCE MANAGEMENT SCHEME
Employee name at date

Additional 'Above the BarExtension Objectives - to be prepared for all posts that aim to stretch the person's potential

      Objectives                         Task/Actions                              Performance             Deadline for     Evidence of
   what you need to              what you intend to do to achieve               Indicators/Targets        Achievement of   Achievement/
   achieve, linked to                    your objectives                        what you will use to       Performance      Comments
    business plan                                                              measure how well you         Indicators
      objectives                                                                   are achieving




Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003     Page No 20
                         Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




PERFORMANCE MANAGEMENT SCHEME 2003-2004
                                                                                                                              Employee name at date
                                                    Learning & Development (L&D) needs: Plan

      Objective                       L&D Required                            Date                    Key L&D        Expected Outcomes        L&D
 (linked to workplan)              e.g. Customer Care                 (planned/undertaken)           Objectives        (service delivery   Outcomes*
                                         Method                                                                         improvements)
                               e.g. course, guided reading




* Were key L&D objectives met and Expected Outcomes achieved? If 'No', give reasons.




Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003      Page No 21
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




PERFORMANCE MANAGEMENT SCHEME

                                                                                           Employee name at date



         Performance Review including Annual Performance Review

Appraisee's Assessment (your own view of your successes, achievements, non-
achievements against workplan)




Additional issues (secondment, learning and development, absenteeism etc.)




Assessment by Line Manager




Action required (agreed action points in order to deliver the workplan and learning and
development activity)




SIGNED: __________________                        (Appraisee - Post Holder)               Date: __________

SIGNED: __________________                        (Appraiser - Line Manager)              Date: __________

SIGNED: __________________                       (Senior Manager –                        Date: __________
                                                 Line Manager's, Manager)



Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003     Page No 22
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees


                                                                                                             Annex 2

INDICATIVE TARGETS

POST: MEALS SUPERVISOR


     Objectives                         Task/Actions                              Performance Indicators/Targets
  what you need to              what you intend to do to achieve                 what you will use to measure how well
  achieve, linked to                    your objectives                                   you are achieving
   business plan
     objectives

Supervision and control        •   Organising dinner queue and               •     Order and discipline in the dining hall
of pupils in the dining            entrance of pupils into dining hall             area is maintained.
hall,                              and from dining hall to
                                   playground; ensuring good
                                   behaviour and calm atmosphere.

                               •   Encouraging pupils to eat                 •     Lunch is eaten by all children.
                                   (including those with packed
                                   lunches) especially those with
                                   special needs or disabilities.

                               •   Ensuring pupils tidy/clear up in a        •     Dining area is cleared after lunch and all
                                   satisfactory manner. Cleaning up                spillages cleaned.
                                   spillages where such spillages
                                   are hazardous to pupils/staff

Supervision and control        •   Supervision and control of the            •     Children remain in the playground.
of pupils in the                   school entrance during lunch                    Vigilance of children is maintained and
playground and about               break to ensure children do not                 for strangers.
other school premises              leave the playground without
                                   permission / authorisation. Check
                                   on any strangers who may enter
                                   school premises in accordance
                                   with school guidelines,

                               •   Direction of pupils to the                •     Children play in a way that ensures their
                                   playground and supervision of                   own and other children’s safety.
                                   their activities and behaviour,                 Accidents do not occur from
                                   ensuring their safety and well                  inappropriate games or behaviour
                                   being,    providing   emotional
                                   support where necessary




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 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




INDICATIVE TARGETS

POST: CLASSROOM SUPPORT POSTS


     Objectives                        Task/Actions                        Performance Indicators/Targets
  what you need to                 what you intend to do to               what you will use to measure how well
  achieve, linked to               achieve your objectives                         you are achieving
   business plan
     objectives

Follow agreed school           •   Fill in injury note or accident       •    No complaints from parents of not
procedures for caring              report as appropriate                      being notified of injuries received at
for sick or injured pupils,    •   Administer first aid (if                   school
administering first aid            qualified) or refer pupils to         •    All accidents are properly recorded in
for minor injuries or              first aider                                record book
sickness, taking home          •   Contact parents and teacher
or to hospital if                  (as appropriate) in line with
necessary, and                     agreed school procedures
generally giving comfort
and care to such pupils

Look after and control         •   Keep medical room neat and            •    First aid items can easily be located by
the medical room. Keep             tidy                                       any member of staff
a basic stock of first aid     •   Monitor stock levels and re-          •    No recorded/reported incidents of stock
items and re-ordering              order stock before they run                running out
as necessary.                      out

Generally care for and         •   Reporting any such                    •    Pupils do not complain of staff ignoring
comforting pupils in               occurrence to teaching staff               their complaints
times of distress or           •   Where appropriate intervene
difficulty.                        in and settle disputes
                                   between pupils

Making and assisting           •   Help teacher to set up                •    Attractive displays of pupils’ work
with the preparation of            learning activities                        evident in classroom and school
materials/equipment,           •   Help teacher with the                      environs
helping pupils during              mounting and display of               •    Classroom is tidy and attractive
the lesson or activity             pupils work                           •    Contribution to learning is evident on
and with tidying up            •   Help pupils with tidying up at             teachers’ lesson plans
afterwards                         the end of a lesson

Assisting small groups         •   Work with groups of pupils,           •    Notes are kept on pupil progress and
of pupils with reading or          keeping them on task                       feed into teacher assessments/ reports
learning games under           •   Motivate pupils to complete                to parents
the direction of teaching          tasks
staff                          •   Give assistance to pupils with
                                   difficulty as appropriate
                               •   Make notes and observations
                                   on pupil progress and relate
                                   these to teacher


Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003        Page No 24
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




INDICATIVE TARGETS

POST: CLEANER

     Objectives                         Task/Actions                              Performance Indicators/Targets
  what you need to              what you intend to do to achieve                 what you will use to measure how well
  achieve, linked to                    your objectives                                   you are achieving
   business plan
     objectives

Cleaning designated            •   Removing waste to designated              •     Standard of cleaning is maintained.
areas.                             areas                                     •     No areas have to be attended to again.
                               •   Putting away any teaching aids            •     No complaints from classroom staff.
                                   left on the floor
                               •   Damp       dusting,   wiping    or
                                   polishing, as appropriate, all
                                   furniture and surfaces
                               •   Sweeping, vacuuming, mopping
                                   and washing hard all floor
                                   surfaces, as appropriate.
                               •   Clearing spillages of materials
                                   and removing resistant stains in
                                   the school’s specialist areas,
                                   cleaning in accordance with
                                   agreed safe working practices
                               •   Cleaning       of   toilets  and
                                   washrooms to the required
                                   standard
                               •   Replenish disposable items as
                                   necessary
Securing and safe              •   Ensuring security within school           •     Standard of security is maintained.
storage of school              •   Ensure safe storage of all                •     No complaints.
equipment.                         equipment when finished with.
                               •   Notifying Premises Officer of
                                   breakages and other safety
                                   hazards

Working co-operatively         •   Good time keeping and                     •     Timekeeping and attendance record is
as member of cleaning              attendance record.                              good.
staff team.                    •   Completion of individual tasks            •     Tasks undertaken and minimum of
                                   following instruction                           checks required
                               •   Assist other team members when            •     Gives assistance to other team
                                   required.                                       members.




Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003         Page No 25
 Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees




INDICATIVE TARGETS

POST: SCHOOL ADMINISTRATIVE OFFICER


     Objectives                        Task/Actions                             Performance Indicators/Targets
  what you need to             what you intend to do to achieve                what you will use to measure how well
  achieve, linked to                   your objectives                                  you are achieving
   business plan
     objectives

Ensure accountability          •       Maintaining the school's            •     The HT/GB to have correct information
and probity in the                     financial systems and accounts.           on the schools financial position.
management of school                                                       •     Pass the annual audit
finances
Ensure that the school             •    Ensure the smooth running of       •     Administrative team supported and
office provides                              the school office.                  managed to ensure cover and work
administrative support                                                           prioritised when necessary.
for teaching, learning
and management of                                                          •     Administrative services provided as
resources.                                                                       agreed and need for improvements
                                                                                 identified.

                                                                           •     Most enquiries / requests dealt with
                                                                                 correctly and courteously by the office
                                                                                 staff, whether from pupils, staff, parents
                                                                                 or others. Referrals to other staff where
                                                                                 appropriate.


Ensure that the school         •       Maintaining the school's            •     Ability to produce accurate and timely
database of pupils (and                database on pupils and staff              data
staff) is accurate and
secure and contains the
appropriate information.


Ensure appropriate             •       Assisting with the recruitment      •     Office vacancies filled in accordance with
administrative staff in                and selection of administrative           agreed procedures, that appropriate staff
place to undertake                     staff.                                    are selected and provided with
required office tasks.                                                           appropriate induction.




Performance Management For Support Staff in Schools - Guide for Appraisors and Appraisees - 9/2003         Page No 26

								
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