Department of Human Resources

Performance Management
An introduction

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Contents
1. What is Performance Management 3
2. Key principles 5
3. Tools and Resources 7
4. Performance Management 8
Health Check - A Manager’s
Self Assessment

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1. What is Performance Management?
Performance management is the process of creating a work environment or
setting in which people are enabled to perform to the best of their abilities. It
is the main vehicle by which managers communicate what is required from
employees and give feedback on how well they are achieving job goals (CIPD,
2009). It brings together many of the elements that make up the practice of
people management, including in particular learning and development.

Performance management establishes shared understanding of what is to be

achieved and provides an approach to leading and developing people that will
ensure it is achieved; as such it is an essential element of your role and will
support your relationship with individuals in your team.

Why manage performance?

As a manager, you need to adopt performance management practices that will

facilitate continuous review and ongoing development of your department/ team
in order to deliver departmental/faculty and University objectives.

The underlying assumption is that by managing the performance of the

individual and team, departmental and organisational performance will follow
and by raising individual and team levels of performance, organisational
performance will also improve.

Equally when performance of individuals is not managed, this can lead to

frustration and discontent amongst team members.

The department for Business Innovation and Skills recently calculated that
disengaged employees cost the UK economy between £59.4 and £64.7 billion.

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“Why don’t people do what they’re supposed to do?”

Perhaps because…

… they don’t know why they should do it

… they don’t know what they’re supposed to do
… they don’t know how to do it
… they think your way will not work
… they think their way is better
… they think something else is more important
… there is no positive consequence to them for doing it
… they think they are doing it
… they are rewarded for not doing it
… there is - or they anticipate – a negative consequence for doing it
… there is no negative consequence to them for unacceptable performance
… they don’t have the resources to do it
… obstacles beyond their control

Performance management is a whole work system that begins when a job is

defined as needed and starts from the assumption that most people want to
perform well.

Performance management is about helping your team to perform well and

removing any obstacles to this.

Managing your own performance

To manage the performance of others, first you need to:

• Be aware and understand your impact on others

• Be clear about your priorities
• Manage your time
• Understand and manage your own levels of stress/workplace stressors

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2 Key principles
Performance management in its broadest sense exists when the following
activities are embedded by managers:

Recruitment

Communication,
Reward and
Planning
Recognition regular review
and feedback are at
the heart of good
performance
Staff
Development management systems PDR

Communication

Performance management at MMU

Key tools at MMU for managing performance include:
• Job descriptions, person
specifications , competency profile
and the recruitment process are
utilised to define clear expectations
for the role and select staff.
• Induction and probation are effective.
• The strategic planning process
establishes annual priorities,
targets and objectives linked to the
university’s critical success factors
and corporate objectives. This also
includes identifying training and
development priorities to support
achievement of objectives.
• Departments produce local
operational plans and identify annual
priorities, objectives and a staff
development plan.
• The PDR process is the key
mechanism for communicating
performance targets and
establishing objectives with
individuals, including training and
development objectives.
• Regular 1-1s to review progress and
provide feedback on performance
and achievements.
• Staff training and development
takes place and opportunities for
career progression exist.
• Staff feel valued and managers
recognise and reward individual
and team achievements and
celebrate successes.

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As a manager, you can also support the creation of a high performance, high
commitment culture by ensuring that you have effective 2 way communication
systems in place such as regular 1-1s, team meetings and cascade briefings,
developing a culture of openness and trust where relationships are based on
high levels of mutual respect.

And Finally……

• Make it clear that performance matters - As a manager you need to

constantly reinforce the message that performance matters, ensure you
reward and recognise high performers and achievements and try to avoid
rewarding negative behaviours.
• Help people to perform well - As a manager you need to ensure that you
utilise the MMU Planning and PDR process to provide clarity and direction,
establish clear performance objectives and set expectations. This needs to
be followed up with support, relevant staff development, regular review and
constructive feedback.
• Engage your staff - A critical element of performance management is staff
motivation; as a manager your role involves understanding and motivating
your team. Motivated people not systems or processes will make the
difference. Provide regular praise and recognition, celebrate individual and
team achievements. Focus on the positives - catch people doing something
well and build on individual strengths and successes.
• Join up thinking and learning - Continuous improvement is based on
learning that comes from reflection and review, avoid running from one crisis
to the next and make time for the team to complete the final stage of the
plan-do-review cycle.
• Concentrate on and measure the things that really matter - Involve your
staff in deciding what matters, communicate priorities well and allow your
staff to take responsibility. Consult with staff on service and performance
standards.

If all the above good practices are in place, the need to follow a formal
performance management process and to apply the University’s disciplinary
procedure will be minimal. Support and advice is available from the HR
Department if you need to apply the formal procedure.

and remember . . .
effective communication, regular review and constructive
feedback are at the heart of good performance management
systems

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Tools and Resources
The Development & Training team offer a number of session that support
effective performance management

The following “Management Essentials” training courses are relevant:

• Recruitment & Selection

• Professional Development Review Training (PDR)
• Performance Management
• Sickness Absence Management
• Handling Disciplinary and Grievance Cases

For more information see the University Staff Development Programme or speak
to a member of the Development & Training Team

HR Policies and guidance are available on the staff website and include:

• Recruitment & Selection

• PDR
• Staff Development
• Sickness Absence
• Stress Management Guidelines
• Discipline and Conduct Employee Engagement Strategy

http://www.mmu.ac.uk/humanresources/policy/general.php

Other Resources
Performance Management Pocketbook

The Investors in People website/ IiP interactive has a section of resources at the
following link:

http://www.investorsinpeople.co.uk/Interactive/Secure/ManagingPerformance/
Pages/ManagingPerformance.aspx

The CIPD has a range of resources at:

http://www.cipd.co.uk/subjects/perfmangmt/general/perfman.htm

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Performance Health Check
Key 3= Working well ?= Unsure/could be improved 8 = Not working well
Action
Consideration 3 ? 8 Needed
By when

Recruitment & Selection

1. All team members have up to date job
descriptions and I regularly consider what
is needed for the role each time we recruit
2. Robust recruitment processes are in place to
ensure we get the right candidate for the job
3. Effective induction arrangements ensure
new staff are aware of standards &
expectations
4. I use the probation process to review
progress and performance in the new role
5. Exit interviews are conducted to harness
knowledge of the role & reasons for leaving

Planning & Direction

1. I translate MMU/Department strategy,
mission, vision & values to all team
members
2. I ensure all team members understand
what the Departments priorities &
objectives are
3. I involve staff in identifying objectives and
creating annual departmental plans
4. I regularly review team objectives to ensure
we are on track and keep the team informed
of progress and changes in priorities
5. I share my performance objectives with
the team to provide clarity & direction

PDR
1. I conduct annual PDR meetings with all
team members
2. All team members have up to date
challenging but realistic individual
objectives (SMART)
3. All team members understand what the
team/departmental priorities/objectives
are and how their individual objectives
contribute
4. I review objectives and outcomes with
individuals regularly and whenever there is
a change in circumstances
5. I discuss what support individuals may
need and agree staff development needs/
objectives
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Key 3= Working well ?= Unsure/could be improved 8 = Not working well
Action
Consideration 3 ? 8 Needed
By when

Staff Development
1. I identify and ensure that staff development
priorities are aligned to team/departmental
objectives
2. All team members have a personal
development plan
3. I talk to team members about their likes/
dislikes, strengths and weaknesses and
encourage them to identify their own
development needs
4. I help my team to consider their individual
learning styles and think creatively about
different ways of learning
5. I have regular coaching conversations with
individual team members

Communication
1. I provide regular opportunities for
constructive 2 way dialogue and feedback
2. Team meetings and team briefings take
place on a regular basis
3. I have regular 1-1 meetings to review
achievements and progress
4. Staff would say that they feel engaged
and involved in making appropriate team
decisions
5. I keep my team informed of what is
happening at MMU

Reward & Giving Recognition

1. I regularly review and communicate
individual and team achievements
2. I personally ensure that individuals are
thanked for their contributions and receive
recognition
3. We always celebrate successes (Individual
& Team)
4. I ensure staff are aware of MMU reward
processes and benefits

And finally…. I take appropriate action to resolve poor performance