Performance management in the MPA

Report: 19
Date: 6 September 2001
By: Clerk

Summary

The MPA needs to develop a performance management framework to support an annual appraisal process for, and development of, staff. This will inform, but will be separate from, the pay progression process in the MPA.

A. Recommendation

That the MPA adopt the performance management framework outlined in this paper.

B. Supporting information

1. Everyone has a role in delivering the MPA's business objectives. Managing performance is key to our success in achieving these objectives and is an integral part of the way we work. Performance management arrangements should provide a clear framework of responsibilities and action to promote continuous improvement, by identifying the better performers and those who might need to improve. They should inform, but be separate from, pay progression arrangements.

2. Performance management is the term used to describe day-to-day activities that surround the job holder/appraiser relationship over the year. This includes planning, development, coaching and periodic performance reviews together with the formal end of year appraisal. The reporting period will be 1 July to 30 June.

3. Clear communication and objectivity between managers and staff is a vital part of this process, as is the need to be open, honest and constructive with individuals about their performance throughout the year. This is a shared responsibility and individuals must be encouraged to be open and willing to contribute to the management of their own and the team's effective performance, e.g. contribute to discussions and meetings regarding raising standards or meeting new objectives and commitments.

4. The process requires both the job holder and the line manager to collect evidenced examples of performance. It is important that both are clear about the sources and mechanisms for collecting information as well as the confidential storage and access to it. The objectives of the performance management arrangements are to:

• support continuous improvement;
• provide a fair appraisal process consistent with our commitment to equality of opportunity and, with that, a mechanism to ensure that this happens, in the form of an independent countersignature; and
• support the objectives of the MPA.

5. The outline process will be as follows:

1. Set objectives as part of the pay progression arrangements which:
   • Support or contribute to the MPA's objectives, i.e. an individual's objectives should reflect how they contribute to the objectives of the business and the team;
   • focus on outcomes and the most important 3 or 4 measures of performance;
   • reflect the reasonable expectations of the jobholder;
   • support continuous improvement;
   • reflect the balance between the needs of the job and the ability, experience and needs of the jobholder; and
   • be set in line with equal opportunities.
2. Produce a development plan that involves jobholders and managers working together to ensure, through a culture of continuous learning, that individual development takes place. The plan should record the development objectives agreed between the jobholder and reporting officer to improve effectiveness in the current job, to support development for other jobs in the same grade or to develop long-term potential. The development plan should be used as a working document throughout the year as part of the continuing review of performance, and be updated as necessary.
3. Provide regular feedback on performance against the competences and objectives/development plan. The five competences are:
   • encouraging innovation and managing change - contributing to improving policy, products and delivery and the way we work; are receptive to new ideas, different ways of working and different approaches
   • working together - working constructively with your colleagues and external partners to develop and deliver effective polices, products and services
   • achieving and improving - achieving good results for customers, continuously seeking to improve performance, skills, knowledge and abilities
   • communicating effectively - skilled and effective in getting a message across and receiving information from others
   • leading and managing - getting the best out of people or oneself by giving or receiving clear direction, offering support and encouragement, treating everyone fairly and valuing diversity
4. Provide an avenue for appeals if, exceptionally, the job holder and reporting officer are unable to agree or resolve a disagreement. The countersigning officer will endeavour to resolve a disagreement. In the event of continuing disagreement, there will be an appeals panel consisting of the Clerk, Treasurer and Director of Internal Audit. The Chair of the Human Resources Committee will be an ex-officio member.

6. Training will be provided to reporting officers on managing the process and to jobholders on the performance management arrangements and their role within it. This information will also be provided as part of the induction programme for new staff.

C. Financial implications

There will be financial costs in providing training for this process.

D. Background papers

• Pay arrangement for MPA staff (6 September 2001) is a linked paper.

E. Contact details

The author of this report is Alan Johnson.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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