Performance Management User Guide

Performance management user guide
April 2008
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Performance management user guide

April 2008
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FOREWORD................................................................................................................ 04
INTRODUCTION................................................................................................. 05
Context for changes........................................................................................................05
What are the key changes?...........................................................................................05
Corporate Planning..........................................................................................................07
Timetable for Performance Management................................................................10
Line Manager Responsibility.........................................................................................11
Individual Responsibility................................................................................................13
PLANNING..................................................................................................................... 15
Team Planning....................................................................................................................15
Leadership Framework...................................................................................................19
Individual Planning Developing the Performance Agreement .....................21
Individual Planning Feedback Nominations.........................................................25
REVIEWING PERFORMANCE................................................ 28
Review of Progress..........................................................................................................28
Managing Poor Performance.......................................................................................31
Moderation..........................................................................................................................34
EVALUATION............................................................................................................. 37
End of year evaluation....................................................................................................37
Ratings Definitions...........................................................................................................40
Strategy for Leaders Career Development..........................................................43
SUPPORT MATERIALS.......................................................................... 46
Performance Grid.............................................................................................................46
RACI Team Planning Matrix............................................................................................47
Effective Deliverables: the Leverage Matrix...........................................................48
Giving and Receiving Feedback..................................................................................49
Coaching..............................................................................................................................53
PERFORMANCE PORTFOLIO................................................ 57
Performance agreement................................................................................................57
Review of progress...........................................................................................................58
Performance Evaluation.................................................................................................59
FORMS................................................................................................................................... 60
Internal Feedback Request Form...............................................................................60
External Feedback Request Form..............................................................................61
Performance Improvement Plan.................................................................................62
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foreword
Dear colleague
Within this guide you will find the detail on our changed approach to
performance management.
These changes are not just about process, they are about us all
understanding that providing strong direction in terms of goal setting,
managerial feedback and career development has a positive and
demonstrable effect on employee effectiveness and motivation.
As Martin Davidson, our Chief Executive, wrote to senior managers
recently, the changes aim to support the shift we have to make in
becoming a more commercially aware and delivery focussed organisation,
with a clear purpose which all our staff understand and are able to
contribute to.
Your role as a leader, a manager or a member of staff is critical to the
success of the organisation.
I am confident that using the principles put forward in the guide will
enable you to make the best possible contribution to the organisation and
fully deliver on our commitments.
With best wishes,
Anne Wozencraft
Director Human Resources
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introduction
Context for changes
on achieving results as well as on how
focus
we behave
give increased emphasis to individual development
a culture of honest and rigorous
promote
appraisal of performance where performance
Why have we revised the

Performance Management
Approach?
As the British Council works in different ways,
Performance Management must adapt to underpin
the changes we need to make as an organisation to
work effectively and better support the delivery of
the business.
discussions are a continuous process - not a

separate once or twice a year task.
Staff consultation
The current system has been used since 2002.

A lot of what we already have is still good
practice, but there are some elements that
have changed to ensure a better fit for
our business.
A major element of the review leading up to the

recommended changes was staff consultation.
This included a global questionnaire to 800
staff worldwide, focus groups run in London and
Manchester as well as a number of overseas
offices and interviews with senior stakeholders.
Aims of the revised approach
The aim of the consultation was to gather

feedback from colleagues on how the
organisation could strengthen performance
management to reflect the mandate HR were
given. Feedback received contributed in a large
way to the revised approach to Performance
Management.
The revised approach will allow us to:
managers accountable for the effective

hold
management of their staff
individual/team performance with business
align
objectives and organisational goals
What are the key changes?

through the British Council. Top management will
hold their management teams accountable for the
effective cascade of corporate targets to inform
team and individual plans
The key changes are given in the summary below

and are structured around the performance
management cycle of planning, reviewing
performance and evaluation.
eam planning will be integral to performance

tmanagement
and will promote a collaborative
Planning
approach. Individual planning will not happen in

isolation from team planning. Deliverables for
individuals will only be agreed if there is a clear
line of sight to the delivery goals of a higher plan
There will be a shared understanding of what the

organisation wants to achieve and each individual
must be able to see how their role contributes to
meeting British Council organisational goals.
ll staff will have a Performance Portfolio which will

areplace
our existing performance management
To help line managers and their teams plan towards

a common purpose and to align individual goals
with higher level plans the following approaches to
planning will be introduced:
documents. A Performance Agreement as part of

the portfolio will be drawn up by each individual
in March to April each year. It will represent
the agreement between the individual and line
manager on what they will deliver during the year
leaders and managers to promote performance

management
as an integral business process.
formalised approach to feedback to encourage a

amore
rounded view of an individuals performance
Clear messages starting around February each

year from business leaders on strategic direction
and organisational performance will be cascaded
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once the detailed proposals for talent

management
and talent pools have been agreed
throughout the year will allow for comment on

cross team/regional/project based work, where
individuals work to, and for, a number of people
within the Strategy for Leaders (see later section)

we will use the new Leadership Framework
as the basis to aid discussions between line
manager and individual on career aspirations and
development activities.
line managers will have a standard core

Alldeliverable
in their performance agreements
on managing their staff and they will be
evaluated on this.
Reviewing Performance
Moderation and Evaluation
Performance management will be instrumental to

the creation of a new relationship between British
Council and its staff. Leaders and managers will
be held accountable for achieving results through
their teams, and for demonstrating a management
style that is open and honest and promotes
continuous dialogue. Individuals will be responsible
for self management of their performance and self
development. Main changes will be:
The end of year evaluation will be a simple summary

of discussions held throughout the year and which
have been recorded in the Review of Progress by
the individual and agreed by the line manager. The
evaluation will draw on feedback given by the agreed
feedback providers. The new features are:
ve rating levels to take effect from the 2008/09
fievaluation.
Five levels will better differentiate
performance by splitting the Successful rating of
the present system into three levels. The ratings
are: Outstanding, Exceeds Expectations, Good
Performer, Improvement/Development Required,
Unsatisfactory
here will be less onerous form filling (although

tsome
will be needed). There will be more dialogue
between the line manager and individual.
The individual will lead on drawing up their
performance agreement and preparing for job
discussions using the Review of Progress part of
the Performance Portfolio
the evaluation will focus both on results and

evidence
of the required behaviours, knowledge
and skills in the Organisational Skills Profile (OSP)

which will remain in use until further notice
discussions on progress against deliverables will

be
rolling, rather than static and will be amended
will take the lead in providing

anindividuals
assessment of their own professional
throughout the year to reflect the changing

priorities for the team and business. There will
be four job discussions per year; June/July,
September/October, December/January and
March. The March discussion will include the end
of year evaluation and planning will have started
for the following year
development for the current role

throughout the year
holding managers accountable for the

management
of their teams will be a core
deliverable and one on which they will be
assessed and rated
regular dialogue on whether or not the

to support a more business focused performance
deliverables
management
and standards in the job description
approach, a more robust and
are being met will ensure that under performance
is identified early. The management of
performance will be a significant part of a line
managers work and how they handle poor
performance will be subject to regular monitoring
and support from their line manager through their
own job discussions.
structured moderation process will be introduced.
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Corporate Planning
Overview
This section outlines the Corporate Planning process and
how it links with team and individual performance planning.
Learning outcomes
By the end of this section you will have covered:
the corporate planning timetable
what the corporate outcomes are
what the corporate targets are
how corporate planning informs team and individual
performance planning
Responsibility
Line managers will:
higher level corporate objectives

tocommunicate
individuals and teams
ensure that line managers in their line have
communicated
higher level objectives to their
performance planning. Everyone should understand

what the organisation is aiming to achieve and
how they contribute to those goals. Therefore the
organisations approach to corporate planning and
its outcomes will have a direct impact on individual
performance planning.
individuals and teams
keep up-to-date with changing priorities in higher

level
plans
The process of corporate planning: the principles,

the timetable, the outcomes, the targets and how it
is communicated will be reflected in the approach to
individual performance management.
Individuals will:
keep up-to-date with changing priorities in higher

level
plans and how this will affect their own
The Corporate Planning principles
performance agreement
where responsible for strategic planning, make

sure
they complete their plans and contracts by
Corporate Planning will take as its starting point

what we are trying to achieve rather than how much
we have to spend. It involves clear statements of
agreed targets and what will be delivered and these
will be cascaded down from high-level strategic
plans to individual performance plans. The plans
for regions, countries, departments, units and
by extension teams and individuals will have the
following purpose:
the required deadlines
Process
Why is corporate planning a component of
individual performance management?
A major aim of the new approach to performance
management will be to ensure that individual
performance planning is in line with organisational
o show clearly and unambiguously what each

tpart
of the British Council is aiming to do
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form an agreement between managers

toe.g.
Regional plans are an agreed contract
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The Executive Board has set out three programme

areas that we will work to over the next three years
Inter-cultural Dialogue, UK Creative and Knowledge
Economy and Climate Change. Already as part of the
Corporate Planning process, Corporate Outcomes
for each of these programme areas have been
agreed. The Corporate Outcomes form the high level
objectives for all our operational activities and hence
will influence performance management planning
throughout the organisation.
between Director Operations and each Regional

Director; Country Plans are the agreed contract
between Regional and Country Directors; similarly
a performance agreement is the agreement on
what will be done during the performance year
between line manager and individual
they will show how, organisationally, we

Together
will meet our corporate targets
Corporate Outcomes
Inter-cultural dialogue
UK creative and
knowledge economy
Climate change
Strengthen understanding and

levels of trust between people
in the UK and other societies
Increase the value to the UK

of its share of the market for
international education
Increase understanding of
the case for tackling climate
change
Strengthen the consensus for

rejecting extremism in all its
forms
Enhance the UKs reputation

as a source of expertise and a
partner for skills development,
including in the teaching and
learning of English
Increase support for

the achievement and
implementation of international
agreements that address the
threats of climate change
Strengthen the international

profile and engagement of the
UKs creative sector
Strengthen relationships and

networks which lead to action
on climate change mitigation
and adaptation
Increase the ability of

individuals and organisations
to contribute to positive social
change and the strengthening
of civil society
Increase the use of English
as a tool for international
communication and intercultural understanding
Increase the UKs contribution

to international co-operation in
research and innovation
Ensure that every teacher and
learner of English worldwide
has access to quality language
services from the UK
Corporate Targets
At present our main corporate targets are:
delivery of projects and programmes, with clear

numerical
output targets
consistent annual income growth
increasing our surplus from Teaching and Exams
ambitious growth in partnership income
our platform costs as a proportion of
reducing
our turnover
After the outcomes and objectives the organisation

wants to achieve have been set, there follows a
process of high-level target setting, challenge and
negotiation where it is agreed how, and by whom,
those targets will be delivered.
Setting targets is an iterative process, led by the
ambition of the organisation and informed by the
practicalities of the environment we operate within,
the expectations of our stakeholders and customers
and the opportunities for new business.
These targets reflect the strategic direction that

the Board of Trustees and the Executive Board has
determined for the British Council.
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In January, the Executive Board will make clear

what the British Council wants to achieve at
the highest level, but managers up and down
the organisation will need to translate this into
meaningful targets that will shape the work of
teams and ultimately feed into individual job plans.
Managers will be accountable for an effective
cascade of corporate goals and targets to inform
team and individual plans.
In addition there will be many other types of target

which will be vital to our success. For example, you
may work in an area involving improving stakeholder
relationships, providing business support or
implementing a new system. Your targets should
reflect these priorities, for example what service
levels your team will deliver.
These targets then cascade though the organisation
so there is a logical link between all the detailed
work we do up to the top level results. Targets,
outcomes, outputs and deliverables at all levels
will be stretching and ambitious and take us in the
direction we want to go as an organisation.
Team planning meetings held in March and April will

allow teams to plan and feed their objectives into
individual performance agreements.
Resources Click to go to resource
Planning Timetable
Corporate Strategy and Performance Intranet site

http://bcnet.britishcouncil.org/cpp/index.htm
All parts of the organisation will work to a common

set of deadlines for planning and by extension this
will also apply to individual performance planning.
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Timetable for Performance

Management
February 2008 Regional Directors and UK
business leaders agree high level organisation
performance planning
March 2008 Regional Directors and UK

business leaders discuss high level planning with
senior managers
April/May 2008 Individuals agree their deliverables,

measures and feedback providers with line manager
Planning and Strategy issue templates

Corporate
to Regional Directors, Country Directors and
Heads of UK Departments for high-level planning
and success measures.
Directors and UK business leaders
Regional
discuss achievement of high level plans with
senior team leaders who agree how their teams
will achieve the organisation performance
required. Team planning takes place which feeds
down to individual level.
prepares for meeting with line

Individual
manager to ensure deliverables have element
of stretch, are linked to the higher-level plan of

their department, country or region, determine
measures of success and feedback providers.
June/July 2008 Quarterly progress review
review meeting between line manager

First
and individual, progress against deliverables
discussed and development.
September/October 2008 Quarterly

progress review
review meeting, progress against

Second
deliverables and feedback discussed.
Development discussed also.
November 2008 Consider likely ratings
managers consider two highest and two

Senior
lowest ratings and ensure any underperformance
is addressed.
December 2008/January 2009 Quarterly

progress review
review meeting between line manager and

Third
individual. Likely rating discussed.
January and February 2009 Team and

department moderation
moderation meetings held in January.

Team
Departmental and regional moderation meetings
held in February.
March 2009 Evaluation for 2008/09 and planning

for 2009/10
review meeting, which will lead onto

Evaluation
planning preparation for following year after
team planning. Individual prepares and considers
achievements in development as detailed on
evaluation form. Line manager requests any
outstanding feedback. Rating given.
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Line Manager Responsibility

Overview
This section describes the responsibilities of line managers
in performance management.
Learning Outcomes
what the line manager is expected to do
Responsibility
manage the individual and/or team in accordance with corporate standards

act as coach/mentor/facilitator to help individual/team to achieve their

March/
April/May
ensure there is continuous dialogue about performance

take corrective action when a risk of deliverables not being met
feedback from nominated feedback providers to inform the view of the
seek
individuals performance
provide honest and continuous feedback
help the individual to attain their development goals for the current year
the individual to look beyond their current role and assist with longer-term
help
planning where appropriate using the Organisational Skills Profile (OSP).
hold team meetings to discuss priorities for the year and team planning
hold individual planning meetings to agree deliverables for each member of team
discuss and agree feedback providers for each deliverable
use the OSP to aid planning and development discussions.
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Manager
deliverables
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engage in continuous dialogue throughout the year

prepare for and hold quarterly meetings with individuals in June/July,
September/October,
December/January to discuss progress against deliverables
and core standards of the job description
Throughout
performance
year
pass on information on how British Council is performing to team(s)

mutually agree any changes to deliverables set at the beginning of the year
if an individual is not on track to meet one or more deliverables ensure support
put
in at the earliest opportunity. Do not miss this action at a
quarterly review meeting
still underperforming complete a Performance Improvement Plan

iftoanfullyindividual
support. Ensure this discussed with own line manager
if still no improvement despite full support consider disciplinary action
be prepared and able to give a snapshot of performance progress for
team in September/October
be prepared for moderation meetings from January
discuss and support development requirements with individuals.
individual end of year evaluation meetings in March with team members
hold
agree what deliverables were met, not met or exceeded and if all standards in
the job description have been met
use feedback to assess whether deliverables met or not and final rating
discuss development required for the future
write end of year evaluation form and pass to individual for signature
provide signed copy of end of year evaluation to HR Services in UK or
HR Manager overseas to record rating by end of May.
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Individual Responsibility
Overview
This section describes the responsibilities you have as an
individual being managed.
Learning Outcomes
what you are expected to do
Responsibility
March/April/
May
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Individual
be responsible for own areas of performance management

prepare for meetings
write up performance agreement and review of progress
ensure help requested from line manager if there is a risk of deliverable(s)
or core standards of job description not being met
act upon feedback given
provide honest feedback to line manager
request help and act upon help in attaining development goals for the current year
consider longer-term planning using the OSP.
prepare for team meetings where priorities for the year will be discussed and team
planning
will take place
prepare own deliverables after team planning meetings in readiness for individual
meeting
with line manager
agree standards in the job description with line manager
discuss and agree feedback providers for each deliverable
use OSP to aid planning and development discussions.
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End of year
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ask for regular feedback from line manager

repare for and have quarterly meetings with line manager in June/July,
pSeptember/October,
December/January
understand information given on how British Council is performing and what that
means
for team and self
mutually agree any changes to deliverables set at the beginning of the year
f not on track to meet one or more deliverables request support at the earliest
iopportunity.
Ensure this discussed at the next review meeting
if a Performance Improvement Plan is necessary to support performance work
with
line manager to improve performance
discuss development requirements and progress with line manager.
prepare for end of year evaluation meeting in March
schedule end of year evaluation meeting with line manager
listen to and act upon feedback given
prepare comments on development received during the year and how it helped to
fulfil
requirements of current role
discuss development required for the future
ign end of year evaluation form to state the meeting took place. This should be
sdone
in good time for signed copy of end of year evaluation to be sent to HR
Services in UK or HR Manager overseas to record rating by end of May.
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planning
Team Planning
Corporate Planning drives team planning. Teams will have
higher level objectives which help the team in planning the
team and individual deliverables.
Overview
This section outlines an approach that will align team
planning, effort and performance with corporate planning
and performance management.
Learning outcomes
why team planning is important
the definition of a team
the team planning process
how team planning impacts and drives individual
performance planning.
Responsibility
Individuals will:
Line managers will:
contribute to the team planning process in

liaise regularly with their teams for performance
whatever
management
team they are part of
purposes
give constructive feedback upwards to team
leaders on the team plan
that individuals within their line are aware
ofensure
the teams they are part of and should seek
review team performance with the rest
feedback from
ofregularly
the team.
ensure that their own team plan reflects higher
level
goals
Process
complete team plans in good time to
complete
performance agreements
Why is team planning important?
by the deadlines
regularly review team performance.
As with Corporate Planning there is an organisational

mandate to more effectively align team planning
and performance with business objectives and
organisational goals.
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Although effective team working has always been

important to the British Council, it has never formally
been recognised as an integral part of the approach
to performance management. With the growing
need to work across traditional boundaries in multifunctional and multi-regional teams, even within
partnership teams with individuals and managers
from outside of the British Council, the importance of
team planning and performance management is clear:
to ensure team and individual deliverables are
aligned
with the organisational objectives
take a more open and transparent approach
toto performance
planning where everyone has
a common understanding of how they will be
impacting the bottom line
to identify strengths and weaknesses in teams

and
to plan team and personal development
accordingly
to make managers accountable for achieving

objectives
through their teams
to integrate effective performance management
with
new ways of working
to mainstream effective team-working
throughout
the organisation.
What is a team?
With the British Council increasingly moving towards
new ways of working, taking a projectised approach
to delivery, with project teams being formed and
disbanded according to need, the definition of a
team for performance management purposes is
perhaps not as distinct as previously.
A team may change several times during a reporting
year as individuals become part of one team and
stop being part of an old one, or part of several
teams at the same time depending on the work they
are doing.
In simple terms the definition of a team for an
individual may be the department, reporting
team and/or the project team in which they work.
Irrespective of the composition, location and size
of the team, what is important is that the team is
a group of individuals working towards the same
deliverable, which in turn is linked to a higher plan,
whether regional, country or departmental.
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Some individuals may be members of several

teams (large and small) at any point in time, some
may be part of the same team in the whole of the
performance reporting year and some may be
part of a much smaller team of two or three. By
identifying the main stakeholders for the project/
work undertaken it will become clearer what
teams individuals are being deployed to at any
one time and who feedback will come from for the
performance year.
The link with corporate planning
The timetable for and the process of team
planning will be closely aligned to the process of
corporate planning.
From January onwards, when the Corporate Plan is
communicated to senior management teams by the
Executive Board, the process of team planning will
start to take place.
In February, senior managers will need to work with
their own teams to develop their own strategic
plans their contracts with the Executive Board.
These plans will then be cascaded further down
the organisation, so that in March and April of each
year, teams across the organisation can meet to
agree their own deliverables and targets that will
enable the achievement of higher level plans of
outputs, outcomes and targets. At the same time,
this will allow team members to draw down their
own individual deliverables that will contribute to
delivering the team plan and hence the organisation
should reach a position where team and individual
deliverables are aligned with the organisational
objectives and everyone has a common
understanding of how they will be impacting the
bottom line.
Project team planning
Project team planning has much in common
with other forms of team planning and as such
project teams will take much the same approach
to performance planning. Project aims will be
linked to higher-level objectives and outcomes.
Measures of success will contribute towards higherlevel targets. The project manager will need to
ensure that the whole team are working together
towards the aims and objectives of the project, with
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Population of team plan (example given below)
individual components, milestones and outputs

from the project forming the deliverables within
an individuals performance agreement. As with
any other team, the project manager will be held
accountable for the effective delivery of the project
through their team
Team plan
The following example is based on the RACI Team
Matrix approach, which clearly outlines who
is responsible, who is accountable, and where
appropriate, who needs to be consulted or informed:
The new approach to performance management

will require both project team members and project
managers to seek feedback from appropriate
members of the team and this will be included in the
overall performance evaluation.
these people are the doers of the

Responsible
work. They must complete the task or objective
or make the decision. Several people can be
jointly responsible.
this person is the owner of the

Accountable
work. He or she must sign off or approve when
Team planning guidance

This guidance is devised to help support those team
planning meetings that occur in the line, although
the general information can be applied to any team
at any level.
the task, objective or decision is complete. This

person must make sure that responsibilities are
assigned in the matrix for all related activities.
There is only one person accountable, which
means the buck stops there.
Team leaders should set aside three hours for

the first planning meeting. We suggest that they
will need to send out the following information in
preparation for the meeting so that team members
are well aware of the proposed work and can begin
to plan how they will contribute:
these are the people who will be

Consulted
called on for their input before the work can be
done and signed-off on. These people are in the
loop and active participants.
these people need to be kept in

Informed
the picture. They need updates on progress or
Directors and UK business leaders

Regional
outcomes, outputs and targets for the relevant
Key performance management messages from

the Executive Board and Global Leadership
decision, but they do not need to be formally

consulted, nor do they contribute directly to the
task or decision.
area
The plan is designed to allow the team deliverables

to be planned for the whole year and shared
between the team, ensuring there are no gaps or
duplication of work. The plan should be updated
whenever necessary.
ey issues team leaders want to highlight (drilling

Kdown
from Regional Directors and UK business
Performance information for the team to date
leaders objectives)
Own deliverables as team leader

Project aims (relevant to project team planning).
As each deliverable will be put against an individual

as a prime or shared responsibility the team
objectives will be cascaded into individual
deliverables, which will form the basis of an
individuals performance agreement.
The agenda for a team-planning meeting will

probably depend somewhat on the nature of the
team, but the following items should be covered:
The table will be used to track success, identify

where barriers might be if the team are not meeting
the deliverables (this will have been highlighted in
the quarterly review) and will be a work in progress
throughout the year as priorities change.
urpose of the meeting to ensure that the

Pwork
of the team is linked to the objectives of
the business and that all staff in the team are
working towards what the team needs to achieve
to support the business objectives
evaluation
Key priorities for the team debate what it means

for
the team in terms of when and what work needs
Examples of how to populate a table are given on

the next page:
to be done (in what quarter of the year), what does

the team need to focus on this quarter/year
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planning
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Performance
Portfolio
support
materials
evaluation
Team members
Team
deliverables
Link to higher-level
plans
To review
the British
Councils
approach to
Performance
Management
To transfer
the ownership
of EWC to
European
management
Mgr
T1
T2
T3
DHR
TUS
To act as a corporate
change agent,
designing and
delivering broad
HR interventions to
drive organisational
change and secure
improvements in
corporate performance
To support RDs in
Europe in implementing
the Europe strategy
FORMS
How will we
measure
success?
Project
completed to
standards and
deadlines
EB satisfaction
Improved
staff survey
performance
management
indicators
R
RD
European
satisfaction
Minimal
informal
or formal
industrial
action taken on
internal issue
Deliverable 3
Deliverable 4
Deliverable 5
Moderation of team plans

Once a team plan is drafted, managers should
send it to all team members so that it can be
reviewed. This will ensure that there are no gaps in
the priorities for the team, that there are enough
resources in the team to achieve the work and that
all staff have appropriately challenging deliverables
to put into their own performance agreement.
If there are not enough resources in the team
to achieve the deliverables the team leader will
escalate this issue to the wider team management to
identify options available to meet the requirements.
How moderation of team plans and individual
performance agreements takes place will be
flexible and regions/countries and UK departments

will decide how best to handle this. It is expected
however, that management teams in country or in
a UK department will peer review team plans within
their area of work and teams will review deliverables
for the team and individuals with line managers to
ensure that they are stretching and appropriate.
It is essential to ensure that deliverables are
stretching to improve individual and organisational
performance.

RACI Team Matrix
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Leadership Framework
Overview
This section is intended to familiarise staff with the
Leadership Framework and related Career Pathways and
outlines the use we will make of these tools in the planning,
review and evaluation of staff performance in the future. .
For the 2008-09 performance year staff will continue to use
the existing tools such as the Organisational Skills Profile
(OSP) to support performance planning and development
discussions in performance management.
Learning Outcomes
By the end of this section you will:
understand the principles, purpose and application of .
the Leadership Framework and career pathways .
in performance management
understand how we will use these tools to support .
the planning, review and evaluation of performance .
in the future.
Responsibility
Background to the Leadership

Framework
Line managers will:
amiliarise themselves with the Leadership

fFramework
and relevant career pathways
to support planning, review and evaluation
discussions within performance management.
Individuals will:
amiliarise themselves with the Leadership

fFramework
and relevant career pathways for
individuals to support planning, review and
evaluation discussions within performance
management.
The Leadership Framework and career pathways

are being developed as part of a wider Strategy
for Leaders that we will implement in full from April
2009. The framework will be introduced during
2008/09 to familiarise staff with the tool we will
use as the main reference point for documenting
evidence on leadership and performance in
the future. Once it is completed the Leadership
Framework and related career pathways will replace
the Organisational Skills Profile (OSP) as part of the
implementation of the Strategy for Leaders (see later
pages on this).
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Framework Levels
performance management in the future. The initial
set of career pathways being tested for completion
by April 2008 comprises:
The Leadership Framework covers all roles in the

organisation at one of 6 different levels. At each
level, the framework:
the leadership requirements for a role

atdefines
a specific level against four key performance
areas: Delivering Results; Empowerment;
Innovation; Professionalism
outlines the main behavioural, skill and knowledge

requirements
for an individual working in a role at
a specific level
2008 following further testing of

IntheSeptember
framework we will provide guidance on how
different roles across the organisation can be
mapped against the framework.
Career Pathways
A number of career pathways are being developed
to provide more detail on the technical skills,
knowledge and experience requirements that will
support career development discussions within
(financial management and management

Finance
accounting)
Human Resources
Global Information Systems
Contract and Project Management
Programme Management
Cultural Relations
English and Exams
Communications and Marketing (to be confirmed)
and Information Management (to be
Knowledge
confirmed)
Resources
The Leadership Framework and career pathways can
be accessed via the intranet.
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Individual Planning Developing

the Performance Agreement
Overview
This section outlines how to draw up a performance
agreement between line manager and individual.
Learning outcomes
the outline of the performance agreement
how to develop a deliverable
agreeing feedback providers
the difference between the standards of the job and
deliverables
how to develop a performance development deliverable.
Responsibility
Line managers will:
make sure their deliverables are SMART,

a meeting with each individual they manage
tohavediscuss
stretching and aligned with higher-level plans
the content of the performance
agreement
develop performance development deliverables
that
ensure that deliverables are SMART, stretching
will better enable them to achieve the
and aligned with higher-level plans
deliverables within the performance agreement
ensure that deliverables are relevant and
complete the performance agreement by the
achievable
required
in terms of time and resourcing
deadline
ensure that performance agreements are
regularly review the content of performance
completed
agreement
by the required deadline
in light of changing operational priorities.
take measures to ensure that all performance
agreements
within their line are completed by the Process
required deadline
regularly review the content of performance

agreements
in light of changing operational
priorities.
Individuals will:
take the lead in drawing up their performance

agreement
Overview
The performance agreement is a shared
understanding between a line manager and an
individual. It focuses on what is expected of the
individual and the investment the British Council will
provide for their growth and development during the
performance year.
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The Performance Agreement
The contracts between managers at the

senior levels of the organisation are effectively
performance agreements for senior management.
These are then cascaded down through the
organisation forming further performance
agreements that are all aligned with the high-level
strategic plans of the organisation.
As with corporate planning principles, the
performance agreement is not a static document
it will need to be constantly reviewed with
the changing priorities of the organisation. The
performance agreement will guide both line
managers and individuals through their performance
discussions throughout the performance year.
Aligning individual deliverables with higher
level plans
Once the deliverables are agreed amongst the

team, individuals should then write them up in
the performance agreement document. The
performance agreement is the central component
of the performance portfolio a document
that records the main points from performance
discussions held throughout the year.
The performance agreement contains the
following sections:
to be achieved in the performance

Deliverables
year a SMART statement of what will be
delivered in the coming year. Depending on
the nature of the job, there will probably 4-6
deliverables agreed in any one year
higher level plan each deliverable supports

The
each deliverable should have a demonstrable
By and large deliverables will fall out of the team

planning process outlined above. Teams will meet
in March/April of the performance year and identify
what their deliverables should be for the year. This
will be informed by analysis of the team leaders own
performance agreement; project plans; higher-level
strategic plans; and the corporate plan for the whole
organisation. Individuals in a team will then be able
to see how they can contribute to the team plan and
higher-level plans in terms of their own deliverables
for the year.
and documented link to a higher-level plan
measures used to demonstrate when a

The
deliverable has been achieved there will be a
mixture of hard measures linked to higher level
targets and softer feedback-related measures
linked to the Organisational Skills Profile
provider to recognise that individuals

Feedback
work with a wide range of colleagues and
external partners, each deliverable should have
at least one agreed feedback provider who can
comment on the performance of the individual
concerned. Feedback providers can be external
or internal
At the outset individual deliverables should be

discussed amongst the team so that they are not
made in isolation. The team can then review whether
deliverables are relevant and stretching enough.
They should also be able to identify whether there
are any gaps between individual plans and what the
team are trying to achieve.
development plan this will

Performance
focus on any development required to achieve
As with Corporate and Strategic planning principles,

these deliverables shouldnt be static and should
adapt to changing contexts. Teams, managers and
individuals should continually discuss and review
performance throughout the year, checking progress
against deliverables and how they are being
achieved, but also whether deliverables are still
relevant and aligned with higher-level plans. In the
same way entirely new deliverables can be agreed
throughout the performance year.
the agreed deliverables both results and

behaviours, referenced to the OSP. There should
be a clear, demonstrable benefit to the business
and the individual in terms of performance.
SMART deliverables
The performance agreement is designed in such
a way that when writing up the deliverables they
should meet the SMART criteria:
deliverables should be clear and
Specific
concise statements of what will be delivered
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measures that demonstrate when a

Measurable
deliverable has been achieved should be defined
support
materials
Performance
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deadline to a required standard. Within Corporate

Services it might be about making a process more
efficient to achieve a reduction in platform costs.
Overseas it might be about raising a certain level
of partnership funding income.
in the how will I measure column
the deliverable is agreed between the

Alinegreed
manager and the individual and is achievable
nother way to align measures and targets will be
elevant all deliverables will include a
awith
Rreference
the Performance Scorecard, which covers a
to a higher level plan
range of performance measures, which are linked
deliverables must indicate when
Time-bound
to the overall performance of the organisation
in the performance year they are expected to be
These measures can also be applied at the
individual level:
achieved.
Planning for Deliverables: Impact v Influence
When setting deliverables it is useful to think about
where best to target our efforts the most effective
deliverables are those that will have the biggest
impact on the business and are within the individuals
sphere of control. Clearly the most effective and
motivational deliverables are those with the highest
impact on the business and where the individual
has complete control over their achievement or
otherwise. The leverage matrix in the support
materials section enables both managers and
individuals to assess deliverables in this way.
the impact we make

customer satisfaction
reputation
stakeholder evaluation
efficiency
outputs such as audience numbers
effective leadership.
in the area of measures, reference to
finally
the OSP will support managers and individuals
in both setting appropriate deliverables and
identifying behavioural indicator measures
associated with effective performance.
Performance measures
when agreeing performance measures

consideration
should be given to how these can
also align individual performance planning with
that of the organisation. In the same way that
high-level plans and deliverables are cascaded
down through the organisation, so are the
associated targets and measures.
Feedback providers
The process of identifying feedback providers and
using feedback in the performance management
process is a much-expanded component of the
new approach and is considered in a separate
section below.
within a project management environment,

this
may simply be the completion of a specific
component of the overall project by the required
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Example of a deliverable
Deliverables to be
achieved in this
performance year
(must be SMART)
To produce an
a new approach
to performance
management report
on the review for the
HR project board by
December 2007. The
report should include
an outline of the
consultancy outcomes
and recommendations
for a new approach
What higher level

deliverable does this
support?
How will I measure

my success?
report finished on
time
and to the
To review the British

Councils approach
to Performance
Management (HR
Management Plan)
required standards
positive feedback
from
project board
Who will provide

feedback on whether
I have achieved this
deliverable?
Director HR
ne project board
omember
recommendations
accepted
by project
board and HRMT
The role of the job description
Line Management deliverable
Job description duties and standards will still be

a part of the performance management process.
In many respects, individuals and managers will
use the job description to help them structure the
deliverables that will be the priority for the coming
performance year. It is acknowledged that not all
duties and tasks in a job description can be caught
in a deliverable but they still have to be carried out
for the individual to be effective in their role. The
standards of the job description will not be assessed
in the same way as the deliverables. However, they
must be discussed at the quarterly review meetings
and the end of year evaluation. It is important
that the line manager comments on how well they
were met or where they were not met and if any
behavioural competencies or skills in the OSP could
have been used more effectively.
All line managers will have a mandatory deliverable

on managing staff.
Adding a deliverable
Deliverables can be added at any part of the year as
long as individuals have the capacity to undertake
the work.

The performance agreement
Effective deliverables: the leverage matrix
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Individual Planning Feedback

Nominations
Overview
This section tells you why and how we use feedback in
Performance Management
Learning Outcomes
agreeing feedback providers for your deliverables with
your line manager in your performance agreement
when feedback will be sought
how the feedback will support the end of year
evaluation rating.
Responsibility
Line managers will:
discuss and agree feedback providers with the

individual
at the planning stage of a deliverable
request feedback at the agreed time, which will
be
when the work was completed, the milestone
they did well; and constructive feedback (advice)

which tells them what they need to change and
how. To be able to improve performance individuals
and line managers need to be aware of what
they are doing well and where there are areas for
improvement.
reached or before the end of year evaluation
discuss the feedback when received from the

provider
with the individual.
Good use of feedback will underpin a more robust

approach to people being responsible for their own
achievements. Additionally it will be particularly
useful in recognising the work individuals do across
the British Council when they are not working
directly to their line manager for a specific project or
piece of work.
Individuals will:
provide line managers with a list of

feedback
providers for each deliverable at
the planning stage
act upon the feedback.
Line managers and individuals are still expected to

give and receive feedback during the year and in
performance discussion meetings
Process
Why use feedback?
There are two main types of feedback in
performance management: positive feedback
(praise) which tells the individual/line manager what
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Agreeing feedback providers

Individuals will prepare their deliverables after their
team planning meetings. For each deliverable they
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FORMS
The feedback will be emailed or given directly to

the line manager. The line manager will discuss the
feedback with the individual either at a quarterly
review meeting or when the feedback is received.
The feedback provider can copy their feedback to
the individual, or the individual can ask their line
manager for a copy of it if they wish.
for a project, feedback providers would be

the
project manager or person working with
the individual most on the project; an external

stakeholder and/or internal peer
for internal or external customer service

deliverables,
feedback providers will be the
contract manager or an important recipient of the

service whether internal or external
for the mandatory deliverable that all line

managers
will have on managing staff, they will
include two direct reports.
To ensure feedback providers are not swamped with

feedback requests at the end of the performance
year (March/April), feedback will be sought at the
point of a milestone being reached or a project or
piece of work being completed. Dates for collecting
feedback must be agreed between the individual and
line manager.
If and when a new deliverable is added to the

performance agreement, new feedback providers
will be agreed in the same way as described above.
Performance
Portfolio
The line manager will contact the feedback provider

by email attaching the relevant feedback form,
either the external feedback form or the internal
feedback form. Examples of the forms are given in
the support materials of this user guide.
Feedback providers will be a balanced range

of internal and external (where appropriate)
stakeholders, chosen to give a full picture of the
individual when the whole of the evaluation is
considered. They will be the key people an individual
is working with for each deliverable, for example:
If a feedback provider wishes to decline giving

feedback they must discuss this with the individual
and suggest the most appropriate person to give
feedback for that deliverable. The individual will
then agree the new feedback provider with their line
manager, contact the new feedback provider to let
them know when the feedback will be sought and
update their performance agreement with the name
of the new feedback provider.
support
materials
Collecting feedback
will suggest at least one feedback provider to their

line manager. Once agreed with the line manager,
the feedback provider(s) will be listed on the
performance agreement for each deliverable.
The individual will contact the feedback provider,

whether they are external or internal to the British
Council, to let them know that feedback will be
sought by the line manager and when.
evaluation
As the feedback provider will usually be in contact

with the individual during the time the deliverable is
being worked on, particularly if the deliverable is a
project or part of a project, there will already have
been discussions between the feedback provider
and the individual on the deliverable.
If an individual is not on target to meet a
deliverable and the line manager does not manage
that area of work, the feedback provider must
discuss this with the individual rather than wait until
feedback is sought from the line manager at the
agreed time. The feedback provider should then
discuss the issues with the line manager as the line
manager manages the individual, not the feedback
provider. An example of how this would work is:
ndividual managed by John but working on a
iproject
for Sarah
ndividual does not perform well on the
ideliverable
that Sarah is accountable for
discusses this with individual but also
Sarah
gives feedback to John
ohn discusses with the individual and looks to
Jdevelopment
in skills or behaviour to get the
deliverable back on track.
If the feedback is negative when it is received, the
line manager must discuss it with the individual as
soon as possible rather than wait for a quarterly
review meeting. This is to help both line manager
and individual to work out the difficulties of that
deliverable and determine what is required to
achieve success, whether this is a change in timings
or development in skills and/or behaviours.
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Where feedback gives evidence of poor

performance action must be taken to improve the
performance, e.g. performance improvement plan.
The feedback will be used to help the line manager

come to a decision on each deliverable and
therefore an overall rating.
Collating feedback for the evaluation meeting

and form
The feedback provider does not provide an

assessment of the deliverable in terms of met,
exceeded or not met. This is for the line manager to
do, based on the feedback given. This means that
feedback must be full and comprehensive to enable
the line manager to rate the delivery.
In preparing for the end of year evaluation meeting

the line manager will ensure they have all the
feedback from the agreed feedback providers.
They will use the themes of the feedback and discuss
with the individual at the end of year evaluation
meeting together with their own observations and
working experience of the individual.
The line manager may quote or record key pieces of
feedback on the evaluation form.

Internal Feedback form
External Feedback Form
Giving and Receiving Feedback
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reviewing performance
Review of Progress
Overview
This section outlines how important continual dialogue is in
performance management and discusses how to prepare
and what is done at the quarterly reviews of progress that
are held between the line manager and individual.
Learning Outcomes
the importance of continually reviewing progress
how to prepare for a quarterly review discussion
how to use the Organisational Skills Profile in review
of progress discussions
what must be done after a review discussion.
Responsibility
Individuals will:
Line managers will:
prepare for each review of progress

have continual dialogue with team members
if action is needed, ensure that they take the action
prepare for each review of progress
write up very short succinct notes in the review of
progress
give feedback in review meetings
form in accordance with the discussion
collate any evidence required to discuss progress
on
they have had with their line manager
their deliverables and standards in job
description
check the correct traffic light box
where feedback is given ensure they act upon
collect any feedback as appropriate, e.g. a
deliverable

the feedback
has been met or a milestone reached
give line manager upward feedback.
with the individual assess whether deliverables
are
on track, not on track or have been
delivered or in exceptional circumstances,
is no longer required
if action required discuss what this is and by

when
for the individual to outline in the review of
with individual assess if core standards of the job

description are being met
progress form.
Process
There are four quarterly reviews between the line

manager and individual during the performance
year. They are set at roughly three monthly intervals
after the initial planning meeting in April/May and
are expected to be held in June/July, September/
October, December/January and the last will be the
end of year evaluation meeting in March. Planning
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for the following year will take place at or shortly

after the evaluation meeting and once the team
planning has taken place.
Regular reviews between line managers and staff
allow for a short but formal update on progress
during the year and provide the opportunity to
relate any feedback collected since the last meeting.
These regular meetings allow for successful work
to be praised and applauded as well as any further
support to be put into place if deadlines are not
being met or there is a danger of a deliverable not
being met before too much time has passed by.
evaluation
support
materials
Performance
Portfolio
FORMS
Line managers and individuals may find it helpful

to use a visual aid in their discussions and the
Performance Grid in the support materials can help
with this. The grid gives a view of the individuals
overall contribution by results achieved, how
they approach the work and how they work with
colleagues, customers and or partners. It is
particularly important to achieve the right balance
between achieving results and the right behaviours
to achieve them. Just getting results will not help us
to develop effective partnerships and be
effective colleagues.
Using the grid can help to encourage rounder and
balanced review discussions as the matrix can focus
the individual on what they do well and where they
need to develop. It should be used in conjunction
with the OSP for a reference to the behaviours,
skills and professionalism we wish to engender in
British Council. If an individual is not in the top right
hand box, the discussions can be used to plan what
is required to get them into this high performer
quadrant.
It is also important to discuss the standards of

the job description and development and any
further skills needed for an individual to meet their
deliverables for the year.
The quarterly reviews do not mean that individuals
and line managers should not discuss progress at
any other time. The meetings will be used as a tool
to underpin continual dialogue.
Line managers should always observe and discuss
progress and provide individuals with regular
informal feedback on how things are going and must
be available to discuss and help individuals solve
problems and develop themselves.
Traffic Lights
The review of progress form uses a traffic light
approach for the deliverables:
Green Delivered
Amber on track
Red not on track
Blue no longer required
Formal review of progress meetings

The individual will be responsible for preparing for
the review of progress meeting. They will look at
each deliverable, where they are on each one and
how likely it is that they are on track to achieve
the deliverable by the agreed time. They will also
consider their progress against the standards of
their job description.
Through the discussion the line manager and

individual will agree the status of each deliverable.
The line manager will ensure they have collected

feedback for any deliverable when it is due and
can discuss the nature of the feedback at the next
formal review. This may have already been shared
with the individual if the deliverable has already been
met. Any new feedback received will be discussed
at the meeting. There is no requirement for the line
manager to repeat the feedback verbatim but
the line manager must discuss the feedback with
the individual.
As the colour of the traffic light agreed will serve as

an indicator, little text is required within the form.
If a deliverable is not on track then the line manager
must discuss what action is required to get it back
on track. This will be recorded by the individual
after the meeting in the Summary/Action box on
the review of progress form. The Summary/Action
narrative will be very light in each deliverable box so
that it is an overview of the situation at that point in
time and builds up to compile a picture for the end
of year evaluation without being over burdensome.
The individual will write up the summary of progress
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Performance Development
and/or any action required but the line manager

and individual must agree what these will be at the
meeting before they are recorded by the individual.
If it is found that an agreed deliverable is no longer
required because for example the project was
stopped, or a partnership faltered so the deliverable
was no longer viable then it must not be recorded as
Red not on track. This would give the impression
that the individual had not delivered a piece of work
they had signed up to produce. In such instances the
blue box for no longer required must be checked.
This will be rare.
Viewed holistically, and over the course of the year,
it will be obvious how the individual has performed.
The traffic light system will give a clear overview
of performance to date. The light narrative is
preparation for the end of year evaluation and
replaces the Self Assessment form so individual
and line manager preparation for the end of year
evaluation will be lighter. Job description standards
to do not use a traffic light approach but they must
be discussed at the review meetings and end of year
evaluation to ensure they are being met and if any
development is required to ensure they are achieved.
Comments on progress should be made.
evaluation
Performance development is a key part of

performance management and essential to
improving performance. It allows members of staff to
gain the necessary skills, knowledge and experience
to carry out the job effectively and to prepare for
future career moves. The development of staff
benefits both the individual and the British Council.
The OSP will be drawn on to discuss the individuals
development as well as the appropriate behaviours
to achieve success.
Performance development can be recorded for
every meeting over the course of the year and
should not be restricted to quarterly recording. It
should be updated as required by the individual
following reviews of progress (both formal and
informal) in light of discussion with line manager.

Performance portfolio review of progress
Coaching
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Managing Poor Performance

Overview
This section describes how to effectively manage cases of
poor performance.
Poor performance is where an individual is:
not meeting the expectations and standards of the job as
set out in the job description
not meeting the deliverables to the target and standard
agreed as set out in the performance agreement
not demonstrating the behavioural and skills indicators as
set out in the Organisational Skills Profile.
An individual whose performance is a cause for concern
could be failing in one or more of the above.
Learning Outcomes
After reading this section line managers and individuals
will know:
why it is important poor performance is addressed early
that managing poor performance is a core managerial
responsibility
what action must be taken for severe or persistent poor
performance.
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Responsibilities
Line managers will:
address poor performance as soon as it becomes

apparent
in a timely, fair and unambiguous
manner
provide the individual with honest feedback on

where
the gaps are in their performance, backed
up with examples
agree an action plan which states what

improvements
are expected and by when
provide the individual with reasonable support to
help
them improve their performance
treat all cases of poor performance as
confidential
and discuss only with their managers
and HR managers.
Individuals will:
be receptive to constructive feedback on their

performance
contribute to identifying where there are gaps in
their
performance and to identifying strategies to
improving their performance.
and to work together on closing those gaps. It

is therefore vital that when preparing for review
meetings both the line manager and the individual
take responsibility for identifying areas of the job
which are not on track, or could have been tackled
differently, and what corrective action is required.
Any action, which is agreed to help change attitudes
or to develop skills and behaviours, should be done
through partnership between the line manager
and the individual. The individual will be expected
to develop themselves alongside any additional
guidance and coaching they will receive from
their manager.
The Performance Improvement Plan (PIP) should be
used even in the early stages of managing under
performance as a tool to help improve performance.
It is not an automatic precursor to formal
disciplinary action.
Conducting job reviews to discuss poor
performance
These discussions will address the following:
Process
Managing the early signs of poor performance
Often managers do not address the early signs of
poor performance because of the perceived risk of
offending the individual and/or being seen as being
over-zealous. The issues causing concern are then
left until they become a significant performance
problem.
Discussing areas of performance, which require
improvement, should be seen as much an integral
part of continuous dialogue as recognising and
applauding success. If an individual is not meeting
some expectations of the job this must be tackled. It
should not be done in an atmosphere of reprimand
but as part of the individuals on-going development
and learning. Mistakes should be used as an
opportunity for learning (Charles Handy, The Age of
Unreason, 1989).
way are the expectations and standards

ofin what
the job not being met?
are the expectations and standards reasonable
and
achievable?
what are the consequences of deliverables/
standards
not being met?
what are the reasons for the poor performance (e.g.
gaps
in skills, knowledge, unclear or unreasonable
expectations, personal difficulties etc)
what improvement is expected and by when

measures will be put in place to help
what
improve performance.
The line manager should always prepare carefully
for meetings where constructive feedback will be
given. They are advised to read the section on Giving
and Receiving Feedback as part of their preparation
and to consult either their line manager or an HR
manager for support and advice, if required.
Both line managers and individuals have a

responsibility to identify gaps in performance
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Managing severe or persistent poor performance

Where an individuals poor performance is not
improving after a period of careful monitoring, or
where there is a sudden and very serious example of
poor performance, decisive action must be taken.
In cases of a sudden and severe deterioration in
performance the line manager must meet with
the individual at the earliest possible time and
a PIP put in place, which is monitored closely. In
all cases where poor performance has suddenly
become severe the line manager should inform their
line manager, on a need to know basis. Where a
breach in standards has had a very severe negative
impact then the manager, in discussion with an HR
manager, should consider whether there is case for
disciplinary action.
Where a period of monitoring has not brought about
the necessary improvements the manager should
now discuss the case with their line manager, if they
have not already done so, and review the action
taken so far and agree what strategies should now
be put in place to bring about the improvement
required as quickly as possible.
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and not an automatic route to dismissal, although

continued under performance is likely to lead
to dismissal.
Whether to take disciplinary action will be a decision
taken within the line of management with advice and
guidance from HR. Before moving to formal action
the manager will gather evidence by asking the
following questions:
Has it been made clear to the individual what the

gaps
are in their performance?
Has it been made clear in the PIP what
improvement
is expected and by when?
action has the manager and the individual
What
already taken to address the under performance?
are the consequences of the individuals
What
continuing poor performance?
In all cases where informal or formal action is
underway the individual must remain in their current
job, until they have either met the expectations
of the job within a specified time, or are managed
out of the organisation using the British Councils
disciplinary procedures.
Line managers will be held accountable for the

effective application of performance management,
which is a mandatory deliverable in their
performance agreement. Therefore, how effectively
they are managing the poor performer will be part
of the performance management process. Their
line manager will review progress at each quarterly
meeting or more regularly. This will ensure that the
manager is provided with support by their
line manager.
Staff who have been given a formal warning for poor

performance, which is still live, may not apply for
other jobs in the Council. They may apply for other
jobs once their performance has improved to an
acceptable level and the warning has expired.
Formal Disciplinary Action
Employee Assistance Programme http://bcnet.

britishcouncil.org:8000/hr/eap/index.htm
It is inevitable that sometimes it will be necessary

to take formal disciplinary action because informal
action has not brought about the necessary
improvements to performance. Taking disciplinary
action is part of the strategy to improving an
individuals performance to a satisfactory level

Coaching
Disciplinary procedures http://bcnet.britishcouncil.

org:8000/hr/ep/05employee_relations/disciplinary_
procedures/disciplinary_procedures.htm
Performance Improvement Plan
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Moderation
Overview
This section tells how the British Council aims to achieve a
consistent approach to the distribution of ratings.
Learning Outcomes
By the end of this section you will understand:
the importance of moderation
the new moderation process.
Responsibility
Regional Directors and UK business leaders and
senior managers will:
ensure that a moderation process considers

relative ratings across their business area with
reference to a normative distribution or
bell-curve.
Line managers will:
provide robust evidence, using the ratings

guidance,
to support the ratings they propose to
give and to be receptive to legitimate challenge
from other managers during the process of
comparing the performance of individuals across
a team or teams.
Number of staff
2%
14%
Unsatisfactory Improvement
required
68%
14%
2%
Good performer
Exceeds
expectations
Outstanding
Performance measurement
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Process
Ensuring consistency
The expected outcome of moderating ratings
across a whole UK department, larger country and
overseas region will be to particularly focus on those
staff who are borderline between ratings so the
appropriate adjustments, upwards or downwards,
are made so that the full range of ratings are used.
For example, if initially no staff across a department
are rated outstanding the moderation process would
then review those individuals at the top end of the
exceeds expectations rating. Although this approach
would be taken for most of the ratings it would not
be expected that a set percentage of staff must fall
into the unsatisfactory category.
If the performance management process is to

be credible and trusted it is vital that there is a
consistent approach to ratings. A potential problem
is that with the greater differentiation of ratings
provided by a five levels of ratings from March 2009,
ratings may drift upwards, with a tendency
to over use the top ratings and to under use
the lower ratings.
In order to ensure greater consistency of ratings
both for individuals and relatively across teams we
will be asking our senior leaders to provide clear
direction on what an expected distribution of ratings
should look like to their teams. To set a consistent
approach we will use the characteristic shape of a
normative distribution pattern called the bell-curve
to determine an expected distribution of the five
performance ratings.
The moderation process will include three

main stages:
So using the 5 rating scale the distribution of ratings

will be based on the model above.
It is expected that the distribution of ratings should
largely reflect this pattern for major UK departments,
overseas regions and naturally the BC as a whole.
The percentages given are a guide and it will be
expected that minor shifts upwards or downwards
may apply. Certainly where there is moderation
of smaller teams then statistically it will not be
expected that the above percentages should
strictly apply.
The moderation process
To reach a proposed rating the line manager will
still assess performance in absolute terms i.e. how
an individual has personally performed in their
job in the view of their manager, using the ratings
definitions. However, to ensure that moderation
is robust and promotes consistency individuals
performance will also be considered relatively
against others in their grade, during moderation.
Moderation can provide a more meaningful picture
of each individuals performance if it is considered,
not in isolation, but within the context of others and
will help managers to use the full spread of ratings.
1 After the second quarter review discussion in

October senior managers will ask their managers
for an indication of those who are performing
at either an outstanding level or border-line
between exceeds and outstanding and those
who are heading for either of the two lowest
ratings. This process will be informal and UK
departments, countries and regions can agree
a process which suits them best. The expected
outcome, however, will be for senior managers,
in collaboration with their senior HR colleague, to
identify those performing at the extremes so that
they are well sighted on this group of staff early
in the performance year. For those excelling this
process allows senior managers to be informed
of potentially top performers, and will encourage
senior managers to agree what constitutes
the highest level of performance. However,
this process is primarily to identify those not
performing to expected standards early on so that
there is ample opportunity to review action taken
so far and to put in place corrective action, in full
consultation with the member of staff, well before
final ratings are agreed in February.
2 In January senior managers will conduct team
moderation sessions. It will be expected that they
will take an active role in chairing moderation
sessions. Standards on conducting moderation
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planning
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sessions rigorously, consistently and fairly will

be available to managers shortly. The senior
managers key role, whether they are country
directors, or managers of large operational
and global platform service teams, will be to
ensure that the overall spread of ratings reflects
the bell curve, across all staff but also at each
management grouping. If there are marked
variances either upwards or downwards then
they will review all cases of individuals who are
borderline between ratings. Through this process
adjustments can be made to ratings, where
appropriate, so that the full spread of ratings are
used and the overall distribution can reflect the
bell curve. As stated earlier the exception will be
the rating of unsatisfactory. If, the senior manager
believes there is a strong business case to deviate
away from the bell-curve, across all staff, or at
specific grades, then they will discuss this at the
departmental or regional moderation session with
their senior management colleagues in February.
However, a variance away from the bell-curve
should be rare.
3 In February moderation of the ratings discussed
at the team moderation sessions will take place.
These moderation sessions will consider ratings
over the entire business area, for example large
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UK departments such as Contracts and Projects

or an overseas region. Senior managers within
the department or region will present to their
senior management team colleagues and their
Global Management Team (Regional Directors
and UK business leaders) member the distribution
of ratings for their teams/country. In addition
they will bring to the meeting borderline cases
which will be discussed if the final distribution
of ratings across the department or region, and
between management levels, is skewed upwards
or downwards. A key responsibility for this group
will be to check the distribution of ratings across
EO groupings, including grades, and if there are
variations that this can be justified.
The process of moderation will be managed within a
standard framework which is followed throughout the
organisation. Human Resources will be working on
producing this framework, with standards, which the
Regional Directors and UK business leaders and their
senior managers can work from, in collaboration with
their senior HR Managers, in time for the moderation
process for 2008/09

Ratings Definitions
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evaluation
End of Year Evaluation
Overview
This section outlines the approach to the end of year
evaluation in performance management.
Learning Outcomes
how to prepare for the end of year evaluation meeting
who does what
the rating for the year
that if you are a line manager you will be rated on how
you managed your staff during the year.
Responsibility
Line managers will:
prepare for the meeting by ensuring all feedback

has
been received by the agreed providers
before the meeting, being clear on what the
agreed deliverables and measures of success
are and what was agreed during the year at each
review of progress meeting
consider the development undertaken by

the
individual ready for comment in the
evaluation form
consider whether the core standards of the

job
have been met
write up the evaluation form and give a rating.
Individuals will:
prepare for the meeting by completing the final

quarter
of the review of progress
assess whether they have delivered all that was
agreed
at the beginning of the year and any
changes required during the year
ensure that they have acted upon feedback

received
during the year
prepare their development reflection on the
evaluation form, on what they have learnt from

their development during the year and how it
helped them with their work
whether they have met the core standards

ofassess
the job as set in their job description.
Process
Preparing for the evaluation meeting
Towards the end of the performance year, the
individual and line manager will prepare separately
for the evaluation meeting. Each will assess the
performance against the deliverables agreed at
the beginning of the year and any new deliverables
agreed during the year and use objective evidence
and feedback. The individual will prepare for the
meeting by working through the bullet points
above. The self-assessment used in PMPD is no
longer required as the review of progress form
in the Performance Portfolio acts as an on-going
assessment led by the individual throughout the year
and will have been used in the quarterly reviews.
Individuals will also prepare a reflection on the
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development they have undertaken throughout

the year.
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Ratings are:
The line manager will also prepare for the evaluation

meeting by working through the bullet points listed
above for line managers.
The evaluation meeting
After preparation the individual and line manager
will meet in March to discuss and agree the extent to
which the achievements, performance criteria and
development plans have been met. The evidence
from the line manager and feedback providers on
whether the individual met the agreed deliverables
and all the standards in the job description must
be discussed.
The standards of the job description are included
in the evaluation. Many staff will use their job
description to help them structure the deliverables
for the year in prioritising the work they will be
engaged in. Not all aspects of work will be caught
in a deliverable but they still have to be carried out
for the individual to be effective in their role. The
standards of the job description will not be assessed
in the same way as the deliverables, it will be a
simple Yes or No on whether they were met or not.
Comment where improvement is required and when
work or behaviours was of a high standard.
outstanding
exceeds expectations
good performer
improvement/development required
unsatisfactory.
For further guidance on how to assess ratings see
Ratings Definition.
Moving to five ratings allows the British Council to
identify the top end and bottom end of successful.
This was not possible with the previous three
ratings and consultation endorsed the belief that
the middle rating encompassed too wide a range
of performance. By splitting the middle grouping an
individual working beyond the normal expectations
of the job, but not at the very highest level, can be
recognised. Similarly an individual not delivering to
the expected level but being partially successful in
some areas can be identified and given support to
improve their performance to the required level.
The rating should be agreed between the line
manager and individual based upon the assessment
of the deliverables. With continual dialogue and
quarterly meetings the final rating should not be a
surprise to the individual.
If there are areas of underperformance these
must have been picked up and acted upon during
the year.
Evidence of effective delivery must include reference

to the behaviours and skills in the Organisational Skills
Profile (OSP). This is because it is important to discuss
how results were achieved as well as whether they
were achieved or not. This is still a very important
aspect of how we work and how we deliver results.
Completing the evaluation form
Each deliverable will be assessed on whether

the individual exceeded, met or did not meet
the deliverable. Some deliverables, which were
scheduled for completion during the performance
year, will have already been discussed and
documented this evidence must be captured in the
end of year evaluation.
Rating
evaluation
After the evaluation meeting the line manager will

complete the evaluation form. The following bullet
points aim to assist line managers to do this and
both to sign off the form:
deliverables are those recorded in the
the
performance agreement with the same agreed
measures
each deliverable the line manager will include

for
evidence on hard measures, the extent to which
the behaviour, skills and professional levels in the
OSP were used and feedback from the nominated
stakeholders, where appropriate. Comments
should be succinct and narrative-light rather
than long
Having agreed the assessment of the deliverables

and whether the standards in the job description
have been met, the line manager will be in a position
to discuss the rating for the year.
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the line manager will rate each deliverable as

individual keeps a copy and forwards the form
either
the
Exceeds, Met or Not met
to HR Services in the UK or their HR Manager if
overseas for their personnel file and for the rating
line managers are required to state Yes or No on
whether
to be recorded.
the standards in the job description have
been met. Comments should be made if
the standards or behaviours were exceeded
or not met.
Planning for the following year
line manager will record the achievement of

the
development; the individuals reflections as well
as their own comments as a line manager as
discussed at the evaluation meeting. This area will
not be rated
line manager will enter the rating after

the
considering Ratings Definition guidance and
discussing with the individual
line manager may wish to comment on

the
the overall performance before they sign the
evaluation form
It may not be possible to plan for the following year

at the same time as having an evaluation meeting
but the planning meeting will need to take place
at this point in the year. There may be deliverables
to be carried over from one year to the next. The
planning meeting for the following year should take
place as soon as possible after the cascade of higher
departmental or regional plans have been agreed
and the team planning meetings have occurred.

Ratings Definitions
signing the hard copy of the form the line

after
manager sends it in hard and soft copy to the
individual who may comment if they wish to
individual prints and signs the form to

the
acknowledge that they have had an evaluation
meeting and seen the completed form. Their
signature is not to confirm agreement of the
given rating
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Ratings Definitions
Overview
This section outlines the five ratings used to assess
individuals overall performance throughout the year.
Learning Outcomes
After reading this section managers and staff will:
understand the levels of performance that would apply.
to each rating
have an appreciation of when delivery has been exceeded.
Rating
Definition
individual has shown a consistently outstanding all round performance.
The
The effectiveness of particularly challenging deliverables has far exceeded
expectations and agreed standards, and this has been endorsed by stakeholder
feedback.
met to a high standard.
individual has demonstrated standards of behaviour, skill and professionalism

The
(refer to Organisational Skills Profile) to an exceptional level which is considered a
benchmark for others.
at this level is exceptional and unusual and very few individuals will
Performance
achieve this consistently high level of overall performance in any one year.
Home
Outstanding
this rating all or the majority of the deliverables agreed for the year will
Tohavereceive
been exceeded. All the standards in the job description will have been fully
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Rating
Definition
Exceeds
Expectations
The individual has consistently performed beyond expectations and this has been
endorsed by stakeholder feedback.
The individual will have either:
exceeded expectations on at least 50% of their deliverables agreed for the

year,
for example if they have six deliverables they will have exceeded on at
least three and met all others, or
the deliverables that were exceeded, if less that half, represent at least 50% of
the
individuals performance that year because they were particularly key and
challenging in nature and resulted in outcomes which have made a significantly
positive impact.
In addition the standards in the job description have been fully met.
The individual has demonstrated behaviours, skills and professionalism (refer
to Organisational Skills Profile) to a high standard and which have been used
consistently to produce extremely effective results.
It is expected that relatively few individuals will receive this rating.
Good Performer
The individual has met the deliverables set for the year, which has been endorsed
by stakeholder feedback. In addition all the standards in the job description have
been met.
The individual has demonstrated behaviours, skills and professionalism (refer to
Organisational Skills Profile) to the expected standard and which have been used
consistently to produce effective results.
It is expected that most individuals will receive this rating.
The individual has been partially successful in achieving their deliverables for the
year and/or has not met all the standards in their job description. Stakeholders,
clients, partners or customers have not been satisfied with some of the services
provided.
The individual did not demonstrate behaviours, skills and professionalism (refer to
Organisational Skills Profile) to the expected standard in some areas.
Individuals will be given this rating when:
there is evidence of poor delivery and/or an ineffective use of behaviours. An
action
plan must be set in place which sets out clearly the standards to be met
and by when improvement is expected
an individual is new to a job and there is evidence that they are finding
aspects
of the role difficult. In these cases the focus will be on providing the
individual with additional development and support, rather than treating this as
poor performance.
Individuals receiving the Improvement Required rating will have a performance
improvement plan in place
Home
Improvement
required/
Development
required
manager should
highlight which
one is relevant
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Rating
Definition
Unsatisfactory
The individual has consistently failed to achieve their deliverables to the expected
standard and has not met the core requirements of the job.
FORMS
Most behaviours and skills have not been demonstrated to the expected standard.
When this rating is given formal disciplinary action will be underway.
Illustrations of an exceeded
deliverable
Where a deliverable has exceeded expectations
the individual needs to have achieved exceptional
results which will mean meeting one or more of the
following criteria:
standards were exceeded in quality, quantity or

cost which resulted in particularly high quality
outputs and outcomes;
service, product or project was delivered to

the
a consistently high standard under particularly
challenging circumstances and the individual
showed exceptional initiative, drive and energy

effectiveness of the deliverable was notably
the
innovative and creative and the results produced
are considered a benchmark for excellence
internally and/or externally
effectiveness of the deliverable led to an
the
event that was outstanding, or resulted in winning
a piece of crucial business
effectiveness of the deliverable transformed
the
relationships with key clients and partners.
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Strategy for Leaders

Career Development
Overview
This section introduces the main features of a new
Strategy for Leaders and how it will link with performance
management following implementation in April 2009.
Learning Outcomes
By the end of this section you will understand:
the reasons for and key features of the Strategy.
for Leaders
the proposed approach to succession planning and.
talent management
how the Leadership Framework and performance
management data will support changes to the
recruitment, selection and deployment of staff
how these will affect our investment in staff development.
Strategy for Leaders

The aim of the Strategy is to develop more effective,
professional and diverse leaders and managers,
reflecting the British Councils values, who:

new ways of working and build
encourage
effective teams
the creativity and potential of staff in
release
delivering organisational goals.
are skilled in taking forward business and
culture change
The tools we are developing to support

implementation of the Strategy (such as the
Leadership Framework) provide clarity on what is
required from leaders and managers at all levels
across the organisation to support improved
delivery and performance at the individual, team and

organisational levels.
Full implementation of the Strategy in April 2009 will
bring significant changes to our current approach
to staff resourcing and recruitment. This will require
line managers and staff to have regular discussions
on career development through the performance
management process.
Succession Planning
Succession planning will be based on strategic staff
planning data to identify and manage the succession
to approximately 50 business-critical roles across
the organisation. It will ensure that the British Council
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Talent Management
can fill these roles for the medium to long term

in a way that responds to changing business needs
and draws effectively on internal and external
job markets.
Talent management is a standard Human Resources

term used to describe identifying potential for
progression within an organisation. It does not imply
that those not identified for talent management
programmes do not possess talent.
We will develop and test the approach to succession

planning during 2008 so that it is ready to launch
with the rest of the Strategy from April 2009. Our
aim is to ensure we have sufficient high-calibre
candidates for these roles when they become
vacant. The proposed process is as follows:
From April 2009 we will introduce an approach to

talent management that makes more effective use
of evidence of organisational needs, individual
career aspirations, evidence of past performance
and future potential.
succession planning group (senior business/

aprofessional
leaders) regularly reviews
This will help identify individuals for both upward and

lateral moves within the organisation.
requirements for specific roles, drawing on

strategic staff planning data and the overall
direction of the British Councils business
The size of the talent pools at each level within the

organisation will be determined by business needs
and changing requirements over time.
HR test requirements against the availability

of staff with the required knowledge, skills and
experience (actual and/or potential) and the
external job market
Current thinking is that Talent Management may

be used in the following way:
identify potential successors from their

managers
achieving high performance ratings
individuals
staff, discuss the possibility of succession into
will be invited to undertake further assessment
a role and agree development plans, as part of
career development in performance management
plan and monitor an individuals

managers
development needs in a particular area through
performance management discussions
from the succession pool are appointed to

staff
a role on the basis of evidence of achievement
(past performance) and future potential using
an agreed set of selection tools to support final
selection decisions.
We will give more detail which roles will be actively
managed for succession and the process we will use
to identify potential successors in the September
2008 update of this Guide.
and development to assess their potential for

upward moves in the future
will discuss the outcomes of such

managers
assessment exercises with staff as part

of the career development within performance

management
scope for upward moves will be determined

the
by the organisations needs, the strategic staff
plan, performance management data, the results

of talent assessment exercises and regular
benchmarking with the external job market
will be encouraged to develop and

individuals
maintain a personal profile/portfolio as part of
the evidence base for discussions on career and

professional development
will monitor the diversity profile of staff in

we
talent pools at all levels in the organisation.
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We will develop and test the tools for talent

management during the first half of 2008. We
will give detailed guidance on the introduction of
talent assessment with the update of this Guide in
September 2008.
support
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all, core development will be planned, managed and

delivered through the operational line/business
unit and monitored through performance
management discussions.
Development
We will distinguish between core development (those
areas identified during planning discussions that
support achievement of results in-year) and further
development opportunities targeted at individuals
with potential for upward moves.
Core development such as general management
training for example will be available for all staff
to help them achieve business results that focus
back on our business and this will be planned and
delivered in line with the corporate learning and
development framework http://bcnet.britishcouncil.
org:8000/learning/framework/index.htm Most, if not
evaluation
There will be additional opportunities for individuals

identified as having leadership potential across
the organisation as part of the Talent Management
process. Development activities will comprise a mix
of individual and group activities targeting aspects
of leadership in the four key performance areas
(Delivering Results; Empowerment; Innovation and
Professionalism). Development programmes
will take into account the needs of a globally
dispersed organisation.
We will add detailed guidance on the above changes
to this guide in September 2008
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Performance Grid
An aid to managers with the continual dialogue
approach to managing performance throughout
the year is to use a visual method of assessment
in the form of a performance matrix or grid. This
approach is designed to give a visual snapshot of an
individuals overall contribution by results achieved,
approach towards work and how they behave
towards colleagues and customers.
and individuals, as it reflects performance against

results and also by their behaviours and general
approach to work. The purpose of the matrix is
also to focus the individual on what they do well
and what areas they need to develop in. Both line
manager and individual can visually assess where
they think they are on the matrix and agree a plan of
development or performance improvement to move
them into the high performer quadrant.
The aim of this approach is to encourage a rounder

and more balanced discussion between managers
High output, approach

(competencies) needs
to improve
High performer
Not meeting
requirements
Positive approach, low

achievement of outcomes
What (results)
How (behaviours and attitudes)
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RACI Team Planning Matrix

Guidance
The RACI Matrix is a system that brings structure
and clarity to assigning the roles people play within
a team. It is a simple grid system that you can use
to clarify peoples responsibilities and ensure that
everything the team needs to do is taken care of.
Using the RACI system, you list every task, milestone
and decision, then clarify who is:
these people are the doers
Rofesponsible
the work. They must complete the task or
assigned in the matrix for all related activities.

There is only one person accountable, which
means that the buck stops there.
these are the people who need

Ctoonsulted
give input before the work can be done and
signed-off on. These people are in the loop and
active participants.
these people need to be kept in

Informed
the picture. They need updates on progress or
objective or make the decision. Several people

can be jointly responsible.
decision, but they do not need to be formally

consulted, nor do they contribute directly to the
task or decision.
ccountable this person is the owner of the

Awork.
He or she must sign off or approve when
the task, objective or decision is complete. This
person must make sure that responsibilities are
Team planning form

Team members
Team
Deliverables
Link to higherlevel plans
Deliverable 1
Deliverable 2
Deliverable 3
Deliverable 4
Deliverable 5
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Effective Deliverables:
the Leverage Matrix
The leverage matrix suggests considering each
deliverable in terms of the potential impact it would
have on the business but also the relative degree
of influence the individual can exert to ensure
successful achievement. It is a useful matrix for
line managers and individuals to use when
planning deliverables.
three this shows a deliverable that

isQuadrant
important to the business but one that is not
within the individuals sphere of control, e.g.
they would have little ability to influence the
outcome of the work and ensure success of
the deliverable. This would result in stress for
the individual and should be avoided. Where an
individual can be developed and supported to
ensure the deliverable can move to quadrant four
(see below) it would be a worthwhile deliverable
but unless this can be done, the deliverable is
likely to be too stretching and will have little
chance of success, resulting in a high level of
stress for the individual.
uadrant one this shows a deliverable as

Qhaving
low organisational impact and one
which it is difficult for the individual to influence

the organisation. This would not be a useful
deliverable either to the individual or the British
Council and it would result in confusion and
perhaps cynicism for both the individual and the
organisation. It is not a deliverable that should be
put into the performance agreement.
uadrant four this is the most desirable and

Qcritically
the most motivational as the deliverable
is important and worthwhile to the organisation
and will therefore be linked to a higher plan but
it is also within the individuals accountability,
authority and influence. This is the quadrant to
aim for in agreeing deliverables with the line
manager.
Quadrant two this is a deliverable that is

easy to achieve, for example it has very little
stretch but it makes no real difference to the
organisation, the role holder would be working
within their comfort zone but achieving the
deliverable would have very little impact on
the organisation. Again, a deliverable not worth
pursuing.
High
Stress
Motivated
Confusion, cynicism
Comfort zone
Low
High
Impact on
the business
Ability to influence
Home
Low
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Overview
The section highlights the importance of developing
feedback-giving skills to support effective performance
management and provides guidance for managers and
individuals in both areas.
Learning outcomes
By the end of this section you will have:
reviewed guidance on giving effective constructive
feedback in the context of performance management
discussions.
Responsibility
Process
Line managers will:
The use of feedback to help individuals and teams

develop their capacity to learn and improve is
well established in organisations and it is seen as
an integral part of the process of performance
management. Specific and timely feedback to
individuals about their performance against well
defined deliverables is fully integrated into our
performance management approach and provides
the foundation for discussing staff developmental
needs and activities. The larger the number of
sources giving feedback, the more accurate is the
picture of how or whether an individual is achieving
the deliverables they agreed. Line managers will
seek feedback from both internal and external
contacts to ensure a rounded view.
onsider the potential benefits of investing in

cfeedback-giving
skills development as core
development for staff in their line.
Individuals will:
iscuss with their line manager the potential
dbenefit
of further development in feedback.
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A Feedback Model
Event for the purposes of Performance
Past
Management, this is taken to mean any work-
Past event
Increase self
awareness
Boost
professional
confidence
related activity.
Professional Confidence as a matter

Boost
of principle, Professional Confidence should
not be knocked and so, wherever possible, find
genuine opportunities to boost it. This helps give
a person the motivation to learn and develop
and take the initiative. Find things that a person
is doing well and encourage them to do more
of that by exploring other situations in which
they could. However, if an individuals sense of
Professional Confidence is greater than their
performance, then a line manager must provide
a reality check by raising their awareness of the
mismatch from the feedback provider by offering
objective observations.
Lead and
develop
The future
A Model for Giving

Performance Feedback
The model offered here has been chosen because
of its strong match with the ethos of the British
Council. It considers the values, beliefs, intentions
and purposes behind feedback. Keeping the model
in mind also enables the feedback receiver to know
whether the quality of feedback they are receiving
is helpful or not.
Self-Awareness the level of the

Increase
receivers Self Awareness will often be revealed
when they are allowed to say how they felt they

performed. It is then possible for you to add
depth and possible contrast to this, by clearly and
specifically telling them which behaviours had
what effect, on you and on others in that situation.
The effect of a persons behaviour is often very
different to what they have assumed. Learning
about oneself allows one to make choices: to
nurture useful behaviour and avoid unhelpful
behaviour. Intuitions, guesses and insights are
also powerful if the giver feels s/he can deliver
them with skill and integrity. Some well-chosen
examples from your own work history can be very
helpful in keeping the communication on the level.
The model will enable you to look at feedback in

context. It allows, even encourages, you to use
feedback in conjunction with coaching, giving praise,
assessing options, action planning, giving advice
and most of all listening. To give feedback in such
a context preserves its integrity and enhances its
usefulness to the receiver; that, after all, is the acid
test it must pass.
Using the Feedback Model
The giver of feedback needs to be sensitive to the
receivers feelings. Feedback can come as a shock
because it contradicts the assumption underlying
the receivers choice of behaviour. For instance, an
individuals confidence may be temporarily lowered,
as they feel bad about the past event. The manager
may then need to allow time to let feelings bottom
out so that s/he can build towards raising the
thoughtful awareness of the individual, which, in turn,
leads to forward-looking, constructive and creative
options. In the long-term their confidence can be
increased through the learning and potential for
future development that comes from reviewing that
past event and receiving constructive feedback. So,
as a line manager, remember to keep the big picture
in mind as you observe changing emotions during
the feedback process.
& Develop the key to development is

Lead
information about what has been done well and
what needs improvement, plus the confidence to

keep working on what works well and what needs
improving. The line manager should be prepared
to explore with the individual, opportunities
and options for learning more. Focusing on the
future at the end of the feedback process helps
stimulate a sense of direction, of growing, of
purpose and of application.
Future this means any future working

The
opportunity for the application of learning and
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thus furthering the development process that

has been started by the feedback. To be useful,
feedback must have a forward looking element.
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Receiving Constructive Feedback
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change in the persons behaviour because they

no
are unaware it causes difficulties
confrontation in the future as resentments and
afrustrations
build up
in developing a continuing professional
problems
relationship with the individual because the line
There is less written about receiving feedback than

about giving it. The idea of receiving constructive
feedback can be daunting and it is important to
note that, although feedback is always based on
observations of a past event, it must not remain
focused in the past. Attempts at feedback often fail
if the giver and receiver get locked into a debate
about their versions of the past.
manager is aware of something the individual is not.

Giving feedback offers the individual an opportunity
to change.
By giving specific observations of the individuals

behaviour in that past event, they give the
opportunity to learn something valuable which
may serve as a base for future development
and improvement.
Will it affect the relationship I have with that

person in any lasting way?
The short answer is that it might! This is always a risk.
To minimise the risk line managers should strive to:
Giving Constructive Feedback in a review/

evaluation meeting
a good relationship to begin with; one built

have
on respect, genuineness and empathy
give the feedback well.
face-to-face at a time and place which is

meet
agreeable to both line manager and individual
focus on achieving a positive outcome for both
describe the specific behaviour in context
say what the observable effect was
find out what they think
agreement that the facts indicate that there
gain
is a problem
for their suggestions for improvement and
ask
agree plan of action
managers must agree to give the required
line
support or help.
Relationships are good because people work at

them. Feedback can be constructive if we remember
to use the model and give it within the context of a
good relationship.
Will it really have any effect on how they behave?
This depends firstly on whether they accept the
feedback or not. People must make their own
decision whether or not to accept feedback. If they
do not, it is vital to clarify the required performance
standards. When an individual does not accept
the feedback and refuses to make any required
behavioural changes, the consequences of that
refusal will need to be discussed with them.
Line manager concerns with giving feedback

Below are some concerns that line managers
may have in giving or relating feedback from the
feedback providers:
Will the individual get upset, and if so, how will I

deal with that?
We often avoid telling people unpleasant things
because it can sometimes make us feel bad when we
do it, or sometimes we find it uncomfortable to have
to cope with someones distress or anger. To help
the individual develop we cannot afford to withhold
the feedback
The costs of failure to give people constructive
feedback can be:
evaluation
Sometimes the individual appears to accept the

feedback but then does nothing to change their
behaviour. This will usually be because they have
left the review meeting with no clear objectives they
have agreed to. Line managers must help them to
work out a step-by-step action plan to enable them
to implement changes required by asking them to:
what they are going to do differently, from

specify
when, and how they will find out if it has been
effective.
is specifying an action plan and building in

this
evaluation.
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How to Give Praise

Just like constructive feedback, praise that is too
general tends to be less likely to be meaningful
and individuals do not take it seriously. Praise
needs to be well constructed and well delivered,
just as constructive feedback should be. The same
principles apply:
face-to-face at a time and place which is
meet
agreeable to both line manager and individual
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ask the individual what they thought about it

a plan of action that makes good use of the
agree
praiseworthy behaviour
detail it in the performance evaluation
use praise as a preparation for giving
never
criticism. Give praise when praise is due and give
constructive feedback separately to preserve the
value of each of these forms of feedback.
describe the specific behaviour in context

say what the observable effect was
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Coaching
Overview
The section highlights the importance of developing
coaching skills to support effective performance
management and provides guidance for line managers and
individuals in both areas.
Learning outcomes
By the end of this section you will have:
reviewed
the purpose, process and benefits of using

coaching effectively in performance management.
Responsibility
Line managers will:
the potential benefits of investing
consider
in coaching skills development as core
development for staff in their line.
Individuals will:
with their line manager the potential
discuss
benefit of further development in coaching.
Why effective coaching is important
Many organisations increasingly use coaching as
an effective way for managers to make the best of
their best asset their people (Ashridge).
The purpose of coaching is to develop a
persons skills and knowledge so that their job
performance improves which in turn contributes
to the achievement of organisational objectives.
It targets high performance and improvement at
work, although it may also have an impact on an
individuals private life. A coaching cycle typically
lasts for a time-bound period with an agreed
agenda and goals. For the British Council, coaching
skills are considered to be an essential part of
effective leadership for roles at all levels across

the organisation (referred to in the Empowerment
indicators of the Leadership Framework).
The link between coaching and performance
management
Coaching is an important performance management
tool because it:
in the development of people with the
assists
organisation in mind
on improving performance and
focuses
developing an individuals skills
focuses on performance at work but
usually
may include discussion of personal issues where
appropriate
targets organisational and individual goals

an individual with feedback on strengths
provides
and weaknesses
an individuals potential to maximise their
unlocks
own performance - helping them to learn rather
than teaching them
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supporting development of strategic capability

that the individual is motivated to

assumes
following a promotion to a more senior role
improve and is resourceful
behaviour that lies at the opposite
handling conflict situations to achieve resolution.
isenda leadership
of the spectrum to command and control
Process
which requires a degree of training
isanda skill-set
the opportunity to practice the skills.
The first step in coaching will be the identification of
Effective coaches:
are open, honest, encouraging and challenging

individuals feel listened to, valued and
Make
understood
individuals tap into their own resourcefulness
help
through questioning, listening or simply using
silence
some kind of learning or development need, either

by the individual themselves, their line manager or a
stakeholder. Once this has been identified, the next
step is for the manager and the individual to decide
how best the need can be met.
Coaching for Change

Work with the person you are coaching to address
the areas in the list below. Seek their permission to
probe to establish the underpinning rationale for
their views and /or choices. In so doing you will
help them think clearly as the first step towards
making a change:
make the coaching conversation seem effortless

instinctively on the key parts of a
focus
conversation
non-judgemental throughout the
remain
discussion
Define a Goal get them to specifically define
what
into a situation effectively to identify the
probe
it is that they want to achieve. Ask what
real issues
makes the goal important enough for the
rapport and establish trust with the
individual to do something about it? What
build
coachee
difference will having this outcome make to the
individual/to the organisation?
are able to help clarify the thoughts and priorities
of the coachee
Information Requirements get them
Identify
to identify what things they already know, and
hold the coachee to account for agreed action
what they still need to learn to achieve the goal.

language that influences the individual
use
Tasks/Activities get them to identify
positively
Identify
the
tasks
and activities they need to carry out to
importance on the coachees comfort and
place
take
them
towards the goal.
well-being during the sessions.
Name the People ask who is, or might be,
As part of the development of leadership capability, all
involved in helping to achieve the goal. Who can
staff are encouraged to develop coaching skills and
apply them in the management of people to support
development and performance improvement.
they count on as allies? How might they help? Who

might work against them and how? How will they
prevent that happening?
Situations where a coaching approach is effective:

an individuals potential and providing
developing
career support during times of change
helping competent technical experts develop their

own leadership skills
the Resources check on the skills and

Identify
tangible assets someone already has that will
54
help. Are there external sources of assistance that

can or must be used? How much direct control of
those resources do they have? Do they need help
to obtain them?
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a Time Frame identify how long each

Set
step will take and when realistically they should
be taken.
Identify Stages of Progress agree how they

will
know they are moving towards the goal. What
specific evidence would you expect to see/hear
that confirms positive progress? How will they
reward themselves during and at the end of the
process?
Their Imagination Focus their attention

Focus
on the goal what would it look/feel like? What
would that mean they could do, or stop doing, or
do differently?
Effective coaching behaviour
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Coaching The Grow Model

Examples of useful questions:
GOALS deciding what the goal is
what would you like to achieve?

what would you like from this session?
would you need to happen for you to walk
what
away feeling that your time had been well spent?
would you like to happen that is not
what
happening now?
what would you like not to happen that is
or
happening now?
what does success look like to you?
REALITY CHECKING assessing the situation
stopping talking yourself

avoiding interrupting
putting the coachee at ease
concentrating on what they have to say
showing you are interested
asking questions
clarifying if you are not sure what you have heard
focused on the coachees agenda
keeping
not yours!
what is happening at the moment?

how do you know that this is accurate?
and how often does the thing you want to
when
work on happen?
what effect does it have?
you tried to change it before and what
have
happened?
who else is relevant or involved?
how do they see the situation?
how realistic do you think that change is?
Encourage discussion by using open questions;
OPTIONS choosing an option
Encourage the coachee to talk by:
that begin with What..? Why..? When..?

questions
Where..? How..? Who..?
avoiding hypothetical and leading questions.
Avoid:
saying what you would do/giving advice;

talking about your own experience;
closed questions (unless for clarifying
asking
or checking).
what could you do to change the situation?

what alternatives are there to that approach?
me what opportunities for action you see.
tell
Dont worry if they are realistic or not at this stage.
who might be able to help?
would you like suggestions from me?
which options do you like the most?
what are the benefits and pitfalls of these options?
would you like to choose an option to work on?
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WRAP-UP agreeing ways forward and

monitoring
what are the next steps?

precisely when will you take them?
might get in the way? What support do
what
you need?
how and when will you call for that support?
Developing Your Coaching Skills
As part of your own development as a leader and
manager of people, discuss with your line manager
how you might develop coaching skills whether
through formal training or with your own manager
acting as your coach.

The Coaching and Mentoring Network
http://www.coachingnetwork.org.uk
This site aims to keep you informed of the latest
developments in coaching and mentoring.
Executive coaching network
http://www.execcoach.net
Executive coaching network gives you a wide range
of material on coaching.
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performance portfolio
Planning performance
Performance agreement
Deliverables to be achieved in this
performance year (must be SMART)
What higher level deliverable

does this support?
All line managers must effectively manage their

staff during the year, this includes:
mandate to hold managers

CEO
accountable for
greeing SMART deliverables that are

aaligned
with higher level plans for each
individual with feedback providers
actively managing performance throughout

the
year, providing opportunities for regular
dialogue supported by regular meetings,
at least quarterly
ddress any underperformance issues

aquickly
and effectively
relevant development of staff
seupport
nsure all documentation and formal review
meetings
are completed on time
all staff to have undertaken
mandatory training and briefings including
Equal Opportunities and Diversity
How will I measure my success?

(some consideration should be
given to how these deliverables
contribute to higher level
measures and targets)
the effective management

of their staff
For example:
employee feedback
ppositive
line manager feedback
positive
erformance management
documentation
completed on time
perspective
5Scorecard
Leadership how BC
staff view the organisations

management and our work
environment
Higher level deliverables will come

from team/departmental/regional/
organisational plans
Who will provide feedback

on whether I have achieved
this deliverable?
a
eemployee
mployee b
line manager

Feedback providers should meet
criteria that recognise employees
work with a range of colleagues
and clients both inside and outside
of their immediate team
These should be hard measures

linked to higher level targets
Refer to the indicators in the
leadership framework and relevant
career pathway(s) to support
comments on performance
development planning
All line managers will have a

standard deliverable on how well
they manage the performance of
their staff
performance development plan

Development activities
How will I measure my success?
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Objective
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How will this benefit my department and

me in terms of business performance?
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Quarter 1 (AprilJune)
Progress
Performance
Portfolio
Quarter 2 (JulySeptember)
Summary
Action
Progress

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track
Agreed deliverables

No longer required
will mirror
those
in the
Delivered
performance
agreement

On track

Delivered

On track

Not on track

No longer required

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required
Summary
Action
Quarter 3 (OctoberDecember)
Progress
Quarter 4 (JanuaryMarch)
Summary
Action
Progress

Delivered

Delivered

On track

On track

Not on track

Not on track

No longer requiredLine manager to assess

No longer required
progress
at
the
end
of

Delivered

Delivered
each quarter (agreed
at

On track

On track
quarterly meetings).
Not

Not on track
Not on track

No longer requiredon track should activate

No longer required
managing
poor
performance

Delivered

Delivered
procedures

On track

On track

Delivered

On track

Not on track
longer
Employee
toNo
lead
the required
documentation
of
progress

Delivered
quarter by
quarter
On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered (green)

Delivered

On track
(amber)

On

Not on track track
(red)

Not
on track

No longer
required
(blue) rare

No longer required

Not on track

No longer required

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required

Delivered

On track

Not on track

No longer required
Performance development

Delivered

On track
Performance development

Not on track
progress will also be discussed

No longer required
as part of the continual dialogue
process
Quarter 1 (AprilJune)
Quarter 2 (JulySeptember)
Quarter 3 (OctoberDecember)
Quarter 4 (JanuaryMarch)
Comments
Comments
Comments
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Evaluating performance
performance evaluation
Performance agreement
Deliverables
Again, agreed deliverables

and measures will be
automatically populated from
the performance agreement
FORMS
Deliverable assessment
Measure
Evidence
Exceeds
Met
Not Met
Managers to provide evidence on each deliverable as a rounded assessment to

include both hard measures and how the staff member has exhibited competency
in organisational behaviour, supported by feedback from others as agreed at the
planning stage - refer to the Organisational Skills Profile to support comments
Have all standards in the job description been achieved (only comment if
there was exceptional or under performance).
Yes/No
To exceed a deliverable and individuals will need

to have demonstrated this both in terms of results
and behaviours feedback will be used
The standards of the job will still need to be achieved in any given performance
year, but this only requires a yes/no assessment the line manager will only need
to comment if the standards or behaviours were not met
Achievement of Development areas and activities commentary only required; this area is not rated.
Objective
Rating for year please

tick which box applies:
Development activities

Unsatisfactory
Staff member reflections on what they

have learnt from the development
and how it has helped them with their
work.

Improvement required/development
required (highlight relevant descriptor)
Line manager comments
Line manager signature
Employee comments
Employee signature
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Line manager comments on the

development undertaken
Good Performer

Exceeds expectations

Outstanding
Clear guidance on ratings will be provided; those

rated other than a good performer
will be subject to moderation procedures
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forms
Internal Feedback Request Form
Background
Feedback guidance
To recognise that individuals increasingly work

in a range of different teams across traditional
boundaries, the new approach to performance
management requires feedback from internal
stakeholders as a central component of the overall
process. For each deliverable in their performance
agreement, individuals are asked to name at least
one feedback provider who can comment on
their performance in achieving that deliverable.
Name of individual has nominated you to provide
some short written comments on their performance
and I am writing to ask if you would contribute your
feedback and return it to me within 3 weeks, by
completing the form below.
Feedback is used to improve performance. It is

intended that the feedback is honest, specific
and constructive and provides evidence of
performance. Your feedback will support continued
learning and development for the individual. It will
be discussed with them and treated confidentially.
The individual may request see the completed
form. When providing feedback, please take into
account how they have performed against the key
performance responsibilities and behaviours and
skills in the Organisational Skills Profile.
request feedback for:

Your name
Insert name
Your job title
Working relationship
Deliverable
Please state the extent to which they met their deliverable by answering the questions below
Did he/she deliver what was agreed?
What did he/she do well?
What could he/she have done differently and how would this have affected the outcome?
Please comment if there are any areas for development in behaviours and skills (refer to the OSP)
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External Feedback Request Form

Background
Feedback guidance
An integral part of the British Councils performance

management approach is to request feedback on
our staff from external stakeholders. Where an
individual works with an external stakeholder on
a specific deliverable within their performance
agreement, they are asked to provide at least one
external feedback provider who can comment on
their performance in achieving that deliverable.
Name of individual has nominated you to provide
some short written comments on their performance
and I am writing to ask if you would contribute your
feedback and return it to me within 3 weeks, by
completing the form below.
Feedback is used to improve performance. It is

intended that the feedback is honest, specific,
constructive and evidence based. It will be discussed
with them and treated confidentially. The individual
may request see the completed form. When
providing feedback, I would be grateful if you could
consider:
feedback request details for:
their communication and interpersonal skills

their approach to meeting your business needs
commitment they demonstrated towards the
the
project/work
the quality and impact of their work.
Insert name
Your name
Your job title
Your organisation
Working relationship with individual
Length of time you have worked with the individual
Deliverable
Please state the extent to which they met their deliverable by answering the questions below
Did he/she deliver what was agreed?
What did he/she do well?
What could he/she have done differently and how would this have affected the outcome?
Please comment if there are any areas for development you would suggest
Thank you for taking time to complete this feedback questionnaire
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Performance Improvement Plan

Background and guidance
Both line managers and individuals have a
responsibility to identify gaps in performance and to
work together on closing those gaps. The continual
dialogue process should allow both the line manager
and individual to identify areas of the job that are not
on track early and what corrective action should be
taken. The outcomes of such discussions should be
recorded in a Performance Improvement Plan.
The Performance Improvement Plan (PIP) should be
used even in the early stages of managing under
performance as a tool to help improve performance.

Once in place, the plan should be monitored and
reviewed regularly to check whether there has
been an improvement in performance or not. It
would be usual for reviews to be held every month
to six weeks but could be more often if the under
performance is severe.
For further details and guidance please see the
relevant section in the Performance Management
User Guide.
Employee name
Department/Country
Performance Year
Payband
Job Title
Areas of under performance

List here the deliverables in the performance agreement which have not been met or are unlikely to be met within the
timeframe and to the standard expected
List the performance responsibilities, behaviours and skills in the Organisational Skills Profile that are not being
demonstrated to the expected level
State what improvement is expected and by when
Action Plan
List the action to be taken to enable improvement (these might include
agreeing effective work strategies e.g. planning and prioritising, providing
additional training and/or coaching, mentoring from line manager or other
members of the team, closer monitoring of progress, identifying on the job
training and individual learning objectives)
Review date
Line manager name
Date
Line manager signature
Date
Employee signature
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The British Council is the United Kingdoms international organisation for

educational opportunities and cultural relations.
We are registered in England as a charity no. 209131.
Cover image: Comstock / Jupiterimages
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Performance Management User Guide

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Performance management user guide

This is an interactive document. Use the

Why have we revised the

discussions are a continuous process - not a

The current system has been used since 2002.

A major element of the review leading up to the

Aims of the revised approach

The aim of the consultation was to gather

The revised approach will allow us to:

managers accountable for the effective

What are the key changes?

The key changes are given in the summary below

eam planning will be integral to performance

approach. Individual planning will not happen in

There will be a shared understanding of what the

ll staff will have a Performance Portfolio which will

To help line managers and their teams plan towards

documents. A Performance Agreement as part of

leaders and managers to promote performance

formalised approach to feedback to encourage a

Clear messages starting around February each

once the detailed proposals for talent

throughout the year will allow for comment on

within the Strategy for Leaders (see later section)

line managers will have a standard core

Moderation and Evaluation

Performance management will be instrumental to

The end of year evaluation will be a simple summary

here will be less onerous form filling (although

the evaluation will focus both on results and

and skills in the Organisational Skills Profile (OSP)

discussions on progress against deliverables will

will take the lead in providing

throughout the year to reflect the changing

development for the current role

holding managers accountable for the

regular dialogue on whether or not the

structured moderation process will be introduced.

higher level corporate objectives

performance planning. Everyone should understand

individuals and teams

keep up-to-date with changing priorities in higher

The process of corporate planning: the principles,

keep up-to-date with changing priorities in higher

The Corporate Planning principles

where responsible for strategic planning, make

Corporate Planning will take as its starting point

the required deadlines

o show clearly and unambiguously what each

form an agreement between managers

The Executive Board has set out three programme

between Director Operations and each Regional

they will show how, organisationally, we

Strengthen understanding and

Increase the value to the UK

Strengthen the consensus for

Enhance the UKs reputation

Increase support for

Strengthen the international

Strengthen relationships and

Increase the ability of

Increase the UKs contribution

At present our main corporate targets are:

be responsible for own areas of performance management

Key performance management messages from