Jon Boyes Curriculum and Work-Related Learning Officer

1. Managing People Jon Boyes Curriculum and Work-Related Learning Officer

2. Learning outcomes Understand how to work within the organisational guidelines to achieve team goals Understand how to plan and allocate work Understand how to monitor a team’s performance against the plan Understand the role of motivation in improving performance Understand the organisations requirements in relation to teams performance Managing People

3. Performance management cycle Managing People Company strategy

4. Managing People Agreeing goals/targets • Staff come up with own targets. Manager tweaks, both reach agreement • Staff know what’s expected of them • Staff can see how well they are doing • SMART = a set of performance indicators • Specific • Measurable • Achievable • Relevant • Timed SMART=

5. Staff appraisals (supervision meeting, one-to-one, etc.) Intro and settling in – establish rapport Agree agenda for meeting Review last meeting notes and action arising Review recent experience – listen and feedback Review any difficulties/problem areas Overview of future work End on positive note Manager takes brief notes, both sign as record for personnel file Managing People

6. Annual appraisals Actions arising from last year’s appraisal Review each target For any target not achieved, why not? What were problems and how were they addressed? Performance overview, feedback Agree targets for next 12 months Process facilitated by giving staff questionnaire beforehand. Agreed and signed by both parties End on positive Managing People

7. Policies vs procedures Managing People • A policy is a guiding principle used to set direction in an organisation. A procedure is a series of steps to be followed as a consistent and repetitive approach to accomplish an end result. • Policies are rules that employees have to follow, often set out in a handbook • Eg Staff expenses policy will define exactly what allowances staff can and cannot claim for. The expenses claim procedure will set out how staff go about claiming expenses.

8. Example policies that impact on work planning Managing People

9. Managing People Maslow’s Hierarchy of Needs Self-actualization personal growth and fulfilment Esteem needs achievement, status, responsibility, reputation Belongingness and love needs family, affection, relationships, work group, etc. Safety needs protection, security, order, law, limits, stability, etc. Biological and physiological needs basic life needs - air, food, drink, shelter, warmth, sleep, etc.

10. Managing People Maslow in the Workplace Self-actualization Challenge and opportunity Esteem needs Incentives, promotion, responsibilities Belongingness and love needs social events, teambuilding, internal comms Safety needs safe working environment, pension, union recognition Biological and physiological needs rest breaks, heating/air con., canteen