Written and recorded by Paul Roy, Law Hound
Hello. Welcome to this HR session from Data Law. My name is Paul. I, from Law Hound on my background, is in finance on managing people the most businesses, employees of one of the most valuable business resources and assets. However, most small business owners don't have the luxury of a dedicated hey HR manager and hate charting to rely on this session is aimed at helping you manage your stuff more effectively whilst you continue to provide services to your clients, comply with your professional obligations under Roman efficient, unsuccessful business. Whilst we're working through a session together, police notes that I have taken current guidance from a cuss into account. Why have appraisals? Performance management is the process by which business monies and employees work together to plan, monitor and review and employees work objectives under overall contribution to the organization and its business goals and plans. As a cast, explains Ondas, many studies have shown an efficient performance management system means everyone is clear about what your organization is trying to achieve on what their role is in helping this achieving the best work and results, because employees are clear about what is expected of them. What skills and competencies they need to fulfill their role on the standard of the performance. Expected Employees are more engaged because they know how they can develop their performance and contribute to the development of the organization. Ultimately, this means better results for your business. However, in a busy environment is all too easy for everyone to concentrate efforts on getting the paid work done. And so many other things get brushed to one side because they're regarded as destructions, which stopped the workflow. What's something which is necessary, perhaps as part of some obligation or quality standards, but which in reality, simply receives the minimum time spent on them so that the appropriate box can be ticked. Performance management is about discussing, agreeing and setting objectives. Providing is relevant. Ongoing training supports coaching and feedback to help achieve the objectives. Assessing progress against the objectives and appraisal system enables you to regularly monitor and record the assessments of an employee's performance as well as considering their potential and development needs. Appraisals are conducted between the employee and the immediate line manager, who may in a small business but actual business owner. Unfortunately, some organizations see appraisals is anything but positive. However, that should not be the case because on effective appraisal system should also mean the opportunity to a stop which a relevant for and objective system which builds up mutual trust and respect established on open two way communication between the employees on the monitor, spend some quality once one time with an employee time which is completely focused on my individual on the lies workloads. Deal with any potential or actual issues set clear and measurable objectives and developmental opportunities and deadlines for achievement based on both operational on personal needs. Look back at what has already been achieved. I look forward to what needs to be done to meet both existing and new objectives. Competent statement. As you will be aware, the SRE have produced a competent statement which, as they say, defines what you must be able to do to deliver a proper standard of service. Complying with the competent statement is one requirement of providing a proper standard of service in accordance with principal five, and it's an important tool in helping maintain ongoing competence. The S R A. Recommended The competent statement should be aligned with internal competence, frameworks, performance development frameworks and appraisal systems. Step one sets and agree the objectives. Many smaller businesses combine objectives and competencies. Objectives beam or a cast refer to is the output. So, for example, the money generated in fees or sales? What the number of new clients brought on board competencies being the qualities needed to achieve those objectives objects It should be based on what the business needs on what the employee needs. You need to consider both needs because those are the essential objectives which of Eichel's? Then play their role in your business and consider desires, because these are the objectives which you and your employees would like to achieve, but not necessarily essential to either their role. All the business as I mentioned appraisals are two way communication, which means that both employees and employers should both bring ideas about objectives which need to be holistic. The employer them playing need to set objects it based on the business requirements. In line with the overall business plan on the role which the employee is performing, starting with basic job description, then play for effective performance management. The employees should be encouraged to reflect on their own individual learning and development needs Yes, sorry. I recommend that employees should be encouraged to ask themselves the following questions. What are my strengths and weaknesses? Could have done much better. If so, what's and how was it to do with knowledge, technical skills or soft skills? Behaviors? If so, what knowledge, skills, behaviors were looking in relations that knowledge, although skills or behaviors, How would I describe where I am now compared to where I need to bay? What do I need to do to get to where I need to be? A cast would also encouraged and pleased to examine what support they think they require on what that might look like. This is important for solicitors in terms of the competent statement. For example, that's a two. Solicitors must maintain the level of competence and legal knowledge needed to practice effectively, taking into account changes in their role on door practice context On developments in the law. This includes taking responsibility for personal learning and development, reflecting on and learning from Praxis and learning from other people, accurately evaluating their strengths and limitations, simulations of demands of their work, and maintaining an adequate and up today understanding of relevant law policy and practice holistic. However, both employee and employer should consider a 360 degree approach, which is much more holistic. So, for example, before objectives to set, consider feedback from both external clients and eternal clients on the employees colleagues. You may already other feedback system set up, but if no, it's something which could be done on a last formal basis, a cast advice is to always use the smart acronym when setting objectives specific, measurable, achievable relevance and time bound. So ask yourself is the objective. Specific objectives should state a desired outcome? What does the employees need to achieve measurable? How will you in the employees know when an objective is being achieved? Achievable is the objective something employees capable of achieving but also challenging relevance. Do objectives relate to those of the team departments or business time bound? When does the objective need to be achieved? Stuck to prepare for the appraisal, you can't just expect to wander into in a praise on hoped. It will run smoothly. See must set adequate on interrupted time. When you can prepare, I say kassid wise. You should also be fairly confident that nothing you say will take the employees by surprise. Take us. Advise that you consider the employees in terms of overall impression of them, play in terms of performance. Also, in terms of how the employee gets on with clients and colleagues, evidence of performance, for example, what's gone well, what objectives have been met issues to discuss. What do I need to tackle? Bearing in mind that the appraisal is not the place to raise new issues, they should have already been addressed. Helpful developmental needs. This may be supported an existing rule. But it may be, for example, that the employees previously expressed an interest in developing a particular aspect of their role old. Have a particular career path in mind. Then ask yourself, Do I have all the evidence I need other Any extenuating circumstances for any poor performance or conduct? Has anyone spoken to the employees about any problems as they crop up rather than saving them for the appraisal? How old do I know the employee? Avoid making assumptions about their personal life? Just concentrate on the issues. If I do need to raise concerns, are my confidence I could do so in the right way. It is also helpful to ask employees prepare for the appraisal. The most common my issues. An appraisal form. Employees could be touched with thinking about their own individual learning and development needs as we just discussed a cash. Recommend that this is used as a memory jogger rather than something which is provided to the manager. Step three. The appraisal and follow up appraisal meeting environment It may some really obvious, but you need to ensure that you create the best environment for the appraisal and give ample, noticed employees. We need to create a comfortable and form assessing and sure that neither of you will be disturbed. You may even prefer to hold in a praise honor venue away from the office. A cat suggest you start the meeting by person employees outlining the appraisal is a two way process and discuss general points first review performance. A calf suggests that you deal with the positive aspects of the performance. First bask in the employees to discuss what they felt has gone really well since their lost appraisal. You can then emphasize work that has been done well. As the meeting progresses, Make sure to avoid leading questions or those which require a yes or no answer, so they can draw information from employees and encourage them to fully participates. After dealing with the positive aspects of performance, you also need to deal with any issue. It's a temptation to almost gloss over any negative aspect civil confrontation. But its fight. Lusaka Lee's head on deal with the employees, weaker points on any performance needs and issues which require attention and improvements, openly ensuring that they are properly vented. Your role in this discussion is to actively encouraged employees to suggest their own solutions. Rating. Some organizations prefer not operating system, but most circumstances is actually easy. Ciruli, on a more simplistic system of perform iterating such as Exceeded achieved not yet achieved a deliberate choice of words, which implies that someone is just not quite there yet rather than a fail future planning. Having reviewed performance, you need to cover future objectives development needs which are relevant to the employees, existing role or future within the organization. Make sure it's clear what plans have been agreed. Who will be responsible for carrying them out, and when they were very viewed records, it makes sense to keep a written record by using a written appraisal forms that both you and the employee has something to refer to. The four months is a much of choice, or you could use the one suggested by a CASS fellow up. Some organizations have an annual appraisal, which more or less accounts for their complete performance management system. However, effective performance management should never be confined to once a year. It is so much easier to take the time to discuss on record successes and challenges as and when they happen. It means that you give employees feedback most events of fresh, delivering meaningful praise when it's most important. But it's also tackling any issues or needs immediately before they escalate. There are various types of performance management software tools, which can help you make the task easy, so it's worth investing the time toe. Look at these and find one that is right for your organization. Finally, don't assume that those who are responsible for employee appraisal instinctively know how its conduct one, like everything else, Training's conducts appraisers and helping manages to help understand what their role involves and how to get the best out of the appraisal process is essential for all concerned appraisals. can have significant positive effects. But achieving this and getting the whole process right? Sex, time and efforts. Thank you. I thought no concludes this session. Thank you for joining me on this data law HR session. And I hope you'll enjoy future data law training sessions.
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