1. PRD & The Importance of
Succession Management
Alistair McIntyre
Head of Catering
Scottish Borders Council
ASSIST Seminar 2013
2. Austere Times Ahead
Over the next few years, Local Authorities
will continue to go through the extremely
challenging times to improve our services,
increase income, decrease costs and
contribute to Council priorities
3. Key Objectives
Through the importance of the PRD process I
hope to demonstrate how Soft FM services can
continue to rise to the challenge by;
valuing
their people
the services they provide
the contribution they make to the wider agenda.
How Self Evaluation and Succession
Management can help you attain the right staff
and save and make money
However….
6. Why Bother with PRD at all?
Aligned
with Council
Priorities
Better
Staff
Saves
Money
Less
movement
Sustainable
Business
Model
Better
Service
More
Customers
More
income
7. All Appraisal Systems Must…
Link to the Corporate Plan
Deliver Against Service Priorities
Integrate with Business Plans
The second stage is to ensure understanding by;
Translating
the key Corporate Priorities into
meaningful and achievable goals for staff at all levels
in their service
Articulation of ‘Standards’ into a relevant
measurement of staff performance and behaviour
Identifying suitable KPI’s for your services
8. 10 Point Plan
We use a 10 point business plan that meets all the key
points about improving, increasing and the other council
priorities.
Covering Staffing
Financial
Development
Investment
Improved Health both Local and National
Marketing
9. Performance Management is…
Ongoing
and
Aligned continuous
with Council
Priorities
Relevant
to all staff
About
Conversations
- not just
forms
About
Evidence
Behaviours
based
and
A means of
Engaging & Conduct
Motivating
staff
A means of
expanding
capability
10. Translating the Jargon
1.
2.
3.
Communication Skills
Customer Service
Meeting Professional Requirements
Commitment
2. Flexibility
3. Teamwork
4. Initiative
1.
4.
5.
6.
7.
8.
Reflecting upon and evaluating one’s own performance and
planning future practice.
Knowledge and Skills of specific area of Service
Contribution to growth.
Key strengths
Areas for Development
11. Council Priorities
1.
2.
3.
4.
5.
6.
7.
8.
Encouraging sustainable economic growth
Improving attainment and achievement levels for all our children
and young people
Providing High quality care and protection for all vulnerable
groups.
Building the capacity and resilience of our communities
Maintaining and improving our high quality environment
Developing our workforce
Developing our assets and resources
Ensuring excellent, adaptable and collaborative services.
13. Support Criteria for all Catering Staff
Issues to consider
Criteria
Communication
Competent staff can:
•Express themselves effectively on the telephone and in face-to face
meetings with individuals and groups.
•Write in different formats and build a rapport with their audience.
•Express thoughts clearly on paper.
•Deal with colleagues, managers and pupils effectively
•Exercise influence and persuasion appropriately if the occasion
demands it.
Customer Service
Competent staff can:
•Deal with customers in line with service standards and targets.
•Deal with customers promptly, courteously and helpfully ensuring
their needs are are established and met.
•Deal with complaints quickly, effectively and with a positive
outcome to the client.
•Regularly evaluate and issues that need improvement.
Meeting Professional
Requirements
•Commitment
•Flexibility
•Teamwork
•Initiative
Competent staff can:
•Ensure that tasks are completed within specified guidelines
•Work flexibly to meet expected service requirements.
•Be relied on to get things done correctly (dependability)
•Regard themselves as part of a team with common objectives.
•Add value to the team and support other members of the team
•Be aware of their team roles and contribute and appreciate those of
others
•Anticipate events and react appropriately.
•Be self starters an act without instruction and seek out new work
when tasks are completed, if appropriate.
•Offer suggestions for improvements and change in working
practice.
•Show an awareness of equality and diversity and be willing to put
this into practice.
14. Reflecting upon and evaluating
one’s own performance and
planning future practice.
Competent staff can:
•Demonstrate a generic awareness of the aims and objectives of the
catering service and the Council as a whole.
•Demonstrate methods of evaluating their own experience within the
requirements of the job.
•Demonstrate an awareness of appropriate sources of professional
support.
•Demonstrate an awareness of likely future developments and how
these may impact on the service.
Knowledge and Skills of specific
area of Service
Competent staff can:
•Demonstrate practical skills applicable to their role.
•Demonstrate an awareness of health and safety legislation as
appropriate.
•Demonstrate an awareness of food legislation and the Health
Promotion and Nutrition Scotland Food Act.
•Manage their time effectively and show organised skills.
•Manage the resources under their control sensibly and
economically
•Follow all SBC policies and procedures as appropriate.
Contribution to growth.
(Effort by staff to develop new
customers)
Competent staff can:
•Demonstrate an awareness of the requirement to encourage pupils
to partake of school meals
•Demonstrate their participation in schools events to “develop”
business through theme days and promotions.
•Demonstrate a collaborative approach with the school/parent
bodies.
15. Individual Goals - Link to Team success
L
"Talent wins games, but teamwork and
L
intelligence wins championships."
Michael Jordan
16. Setting Meaningful Business Objectives
Council & Dept
Vision
What we want to be
Values
Strategy
What’s important to us
Our game plan
Council Objectives
Department or Unit Objectives
What we need to do
What my Dept needs to do
Individual / Team
Individual / Team Objectives & Development
Tactic & Actions
Ongoing Performance Review & Management Process
What I / my team
need to do
How I / we will
achieve it
17. Clear Line Of Sight Principal
Council
Department/Service
Department / Unit has
Its own objectives
Team
Team objectives are aligned to
Department /Unit Objectives
Th
eC
lea
rL
in
eO
fS
ig
ht
P
rin
cip
le
Corporate Plan
Individual
Individuals have Business and Personal Development
Objectives that support the above
18. The Forms –
4 Clear Sections – Objectives, Standards, PDP & Sign-off
Full PRD – additional Tips and pointers about which
sections to complete at which stage
8 Council Priorities on the Front Page of all 3 versions
Terminology – Goals, Standards etc. Consistent with
Corporate Planning language
Weighting with ‘Priority’ High, Medium & Low
20. The forms
Stage 1 – Starting the process
Issue
the forms
Encourage reflection and progressive thinking
Stage 2 – completing the PRD interview
Conversation,
encouragement and ratification of
the process
Stage 3 – Reviewing Performance
Meet
to chat over progress and discuss issues
22. PRD Conversation - Focus
What is expected of me?
How am I doing?
What do I need to do my job well?
How can I improve my performance
and /or develop my potential?
How is my performance being
measured?
23. PRD Conversation - Quality
Focused on performance
Well prepared (Thinking & Paperwork)
Coaching style (Questioning Vs Tell)
Uninterrupted – no distractions
No Surprises
Being 100% ‘Present’
Good ‘listening’ & best ‘thinking’
Clear expectations
Positive outcomes (Goals, Standards,
PDP)
Mutual benefit from the process
24. PRD Conversation – Desired
Outcomes
Clear expectations for both parties
Agreement, where possible
Goals which are aligned to the objectives of
the team, service, department and Council
Clear Standards set for behaviours and
conduct
A Personal Development Plan which is
relevant and appropriate to both the
individual, their role and their contribution to
the Council’s success
25. Ratings – What’s your phrase?
Far Exceeds Expectations
Exceeds Expectations
Meets Expectations
Partially Meets Expectations
Does Not Met Expectations
“Incredible job!”
“Excellent job!”
“Good job!”
“OK, but need to do more”
“Very Disappointing”
27. Preparing Your Service
Do your staff understand……
…their contribution to achieving the
Corporate priorities?
…what the standards mean in your
service and which staff should focus
on for this year?
…how the PRD process works and do
they have the right skills to use it?
28. The hard bit!
The most important point is that there are no surprises
and that means;
Everyone should be trained in the process (Management
Trainers)
You need to lead this from the top
All of your staff need to buy in
This is extra work for you and you managers because
you need
To set and complete the training
Match your business plan objectives to the council priorities and
the set your targets to achieve this.
Appraisers (maximum of 10)
30. Some Useful Tips
Be Prepared
Paperwork,
Current Status of staff
Schedule of PRD Training Courses (and give choice)
Share Good Practice
Assessing My Performance Review Skills
Staff have to know how to;
Conducting a Performance Review Meeting,
especially if it is Challenging
Deliver Feedback
Help others to use constructive feedback
To avoid the don'ts and do the do’s!
31. Why Succession Management is so
important
The right staff at the right time for the right
job
The staff you want that share your ethos
No costly marketing
No waiting for PVG checks
Much less agency costs
