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Written and recorded by Mac Mackay
Welcome to you listening online to this program on assessing performance in legal practice. This advanced program is four managers, but my name is Mack Mukai. I am a chartered marketer with a background in marketing, and we helped law firms with their marketing and business development. But I'm also a chanted manager, having been very much involved with the charter mention institute in People. Management. On what aiming to do on this program is to help you explore how to manage the performance of your people and to improve the overall success. The firm. The menu for this program is quite comprehensive. So let me just take you through that a little bit more detail on explain what's going to be going on. This program is going to be looking at how you brief substantial pieces of work. Suppose you're going to go away for a week's vacation and you want something to deputize for you. Well, how do you do that successfully? How to deal with people on what will happen when you come back? How do you assess how well they performed? A lot of firms struggle with annual appraisals and certainly my experience in talking to staff. They certainly struggled with their own approach. So we're gonna give you, Ah, comprehensive guide here on setting up and managing the goals orientated approach to performance evaluation. That may be listening to this. You think? Well, hang on a minute. We don't actually have one in a formal way. We do it rather ad hoc. Well, how do you start off? How do you change the culture of your firm without making micromanaging every single thing so way will explore how you can start one off if you are really going from from zero to not having had one at all to situation where people are comfortable with the whole concept. To quote a useful addition to the to this program, we're gonna help you manage your people by helping them reflect on their performance on to plan how they can improve. In that way, it's gonna be absolutely fundamental to your clients, of course, on absolutely fundamental to the prosperity off firm that we develop people appropriately when we look at the metrics of performance, is it just hourly billing or time? Or what time they turn up when they stay late? Or have we got better metrics on performance, and it's not for me to be prescriptive to tell you what you should do. But I want to share with you some ideas on how you can develop better ones that are more meaningful for your department within your firm. So a number of things to think about that under that heading. When it comes to giving somebody some criticism, I something not common as well as you hoped it would then that always has its difficulties. What I wanted to share with you is an idea off how we could give people constructive feedback that helps performance when performance hasn't been as good as you'd like it to be. So quite an important area. There will be, of course, open above the short moment moment situations. But there's rather more difficult conversations where somebody has been going through this CBD process reflected on their performance on they think they are the bees knees and you have rather different opinion. Well, how do you approach those difficult conversations as managers? From time to time, we will, with all sorts of situations, have to face those, So I'd like to share with you a guide to take you through how to do that in a practical way. But of course, the bottom line is all about continuing professional development. CPD On end of each year, you will need to complete practising certificate renewal exercise because your sole practitioner with one or two staff around you, or that you are integral within the firm or indeed, your compliance officer does matter. The practising certificate renewal exercise is important, so we will finish the program explaining a little bit more how that's done. Now, let me just take you through some of the other things that we can do to help and support you on this program. If you've not been engaged in the data law package in the past, does matter. Let me explain because with each of these programs, not only do you get may guiding you through some concepts and ideas, using, as you can see power point with picture in picture and so forth, but this advanced program, like all of us, has a workbook. Now the workbook can be quite a comprehensive document. It's available for download, but we have to access it through the or you portal on the workbook that I've developed for this program covers some 60 64 pages. Now I'm not expecting to print it out. I'm not expecting you to read it from cover to cover in this room in some neck, but socially. I hope it's there for helping support Hope is there to give you some extra depth and ideas? I'm not gonna go through it page by page. I will be referring to the pages on Die will be encouraging you to stop the film from time to time to have a look at the information in that to answer some self assessment questionnaires, for example, to go through particular bits and pieces don't necessarily have a copy of all slides, but you might want to have some notes from the slides in your own format that you may want to decide what action you want to take to put this into context within your firm. So that is there to help and support you. Good people data law are there to guide you on the technical aspects of accessing what's online resources that they've got to help you. I could help individuals with their technical queries. Of course, contact details. I need that. But it should really becoming in the workbook. But do remember that if you feel the practical application of what we're talking about, benefit your colleagues within your firm, then please contact the people. Take the law because of all that, Happy to come in around an internal workshop for your heads of department or whatever your situation might be. Okay, well, that's the end of the brief advertisement. Let's explore what we've got to have a look at because the first few pages introduces the program on. It's just underneath screens. That's why I keep looking down on, it explains on Page three. What the data little support is it's worth exploring because when I was putting this program together on looking at what's going on in practice, the charges do Personal development. In the spring of 2017 published an Employee Outlook survey covering a whole variety of different sectors, not just the legal sector on career performance and pay. Now that was quite interesting. You can see the summary on page four, but I'm just picking up a couple of highlights here before we get into the body of the program. One of the quotes that I thought was quite interesting that when it looks the frequency with which member managers give feedback to their staff, employees were saying once or twice in the past year, two out of 5 41% only got once or twice in 12 months. So it's something Brexit reflect on is how frequently do you as a manager give feedback to staff? Should it be more, more or less than this one consequence of it? If it is so low, then why? How do your start feel about not getting much feedback on how they're performing unless something goes wrong? So something to reflect, compare and then maybe one in 5 2018% say their manager doesn't provide any feedback or recognition, what so ever? And it's more likely the people in the private sector are significantly more likely to say I get no feedback, so I think that's really quite interesting. One level and shocking, perhaps at the next level. But then, thank goodness that data law have engaged me to put this program together to help people particular manages like you to know how to do it, because it's very difficult. We tend to learn as managers from managers in previous jobs, different firms and so forth. And I know that's exactly what I did. When I became a manager, I treated people as I had been treated and I quickly discovered, but that wasn't the best way to do it. So I think it's gonna be quite interesting to start the process off by getting you to have a look at Page five Performance Quiz and explore what you know about the management of performance. So a baker's dozen true or false statements stop the program. Have a look at Page five and six and just note down your answers to each of those statements. Sure false, and I'll take you through my view on each of those. Okay, thanks very much. Well, I hope you enjoyed having a look at that Performance management quest on Page five. What we're going to do now is to explore the answers to the reasons behind the true or false answer. So let's look at the 1st 1 unsatisfactorily performance should be closely monitored on and documented Well, what did you say? Well, I think that's true, because what one needs to recognize that if there is a problem it needs to be addressed promptly. But I think what's also important is that you need to be able to back help your opinion with some decent facts. So if you think someone's attitude is not all it could be when give examples so began to write things down, I think is going to be very, very important because then you've got some record of what was going on. You got some evidence to bring to bear, and you've got an audit trail when you're reviewing something performance on the next occasion so begins document at in clear, succinct ways, of course, is very important on some of the documents. To go with the workbook will be part and parcel off that preparation for conversation and writing things down so that you deal with things when there is performance that is less than ideal. Okay, the 2nd 1 What about unsatisfactory employees? Do you think there's unsatisfactorily employees or is it actually unsatisfactory managers? Well, I think there are quite a few on satisfactory managers. Not that I built my career out of being trained up one too often to be better manages, but I think anybody that draws a salary will want to do a better job. OK, we've all heard in the past students and holiday jobs and all that sort of thing. Jobs were there just to do the necessary carry the boxes to the truck or whatever it was that we were doing serving coffee. And really, you're interested in the number of hours equals amount of pay. But as soon as one gets a salary job on, there's a continuity that extends over a period of time. Even if something's part time, I haven't met anybody that didn't want to do a better job by better. I mean, take away the anxiety of jobs, simplified. The process is that you've a better outcome, have stressed within their job whatever it might be, handing all those difficulties. I think that's an important thing to explore on their four. Is it that we've got managers who give poor instructions, review inappropriately? Don't give feedback? Remember what the C. I. P. D. Was saying, Maybe they're not giving the stimulus that people need to enjoy gain more out of their job or they're not giving the right sort of training, But I think those sort of things, according pork. So how are we going to change unsatisfactory behaviour? Well, that's Is that true or false? Well, I think that the rather confront people with your behavior is not good enough. If you ask, the question is suggested. I How could I help you improve? Is a better question than why you use such a failure on this subtle change. You ask people. What follows is a good enough. I wanted to improve. So how you going to do that is obviously going to be confrontational rather than what ideas have you got to simplify? The process is that we achieve a better outcome. Quicker results, spend less time on a particular matter or take more difficult than it goes back to. That former question that I think most employees want to do a good job on will be more than happy to give some ideas if the environment is right. So one of the vast majorities of reasons for poor presumes is it caused by individuals not knowing what is expected off them. Well, I think that is true. It's no good saying somebody playing to somebody as a manager once said to me many, many years ago, back. I want you to improve your well. He was probably right, but I really wasn't sure what he met by improved. My attitude has to twat who went where. How you know putting your finger out on advice I was given a while ago didn't help me explain the whole in which diet called the which finger need to pull out from where it wasn't particularly helpful. So I think it's far better to give people very clear instructions so they know exactly what's expected of him. And then the performance is going to improve. It's no good saying I own I'll. I'll see it when I see it. I'll know it when you do it. You know it is not helpful to be so wishy washy or unclear, so unsatisfactorily performance. How are we going to deal with that? Well, one of the questions where was should they asked, write down what they see themselves responsible for life. It's a good idea, actually. That's true, because if you sit on somebody's able, I'd like you to put down the top five things that you are having to do the things that your job is all about in priority order to list them just five. But it points on a sheet of paper. You do the same, but what you think their job is and then get together. Put those two sheets of paper together, see what that looks like. Is there the same things on the sheet? Are they in the same order? But I think you might be interested or surprised, perhaps by the answer so uncertain factory performance. Is it the result of a lack of training? Well, not just because myself data law were involved in training people, but I think there are probably wider that Is it a result? Training? Why is it that you look at what's going on with, you know, support stuff? Support star on reception He she has been engaged have been there two or three years how much training they had, how much client care training if they had, how much involvement they involved. So it's important that individuals improve on a manager's job is to help people improve by showing the way I think there's three things that are going to improve performance. It's whether you do the job whether they do it well enough when they have confidence to perform on this ability. The metal part of the motivation and confidence building, I think, is very important. The ability to do the job is one of the key drivers of improved before, so you need to explore some of those things. And if you think training is expensive, but try ignorance and see what happens when the next client contact is one of the useful questions to ask, somebody held, Do you use your time? But I think that is a good one because time is a scarce resource in today's driven world. We have very little time. So how do you use your time? Is it on those priorities? How much of their time is on those top priorities was one of the earlier questions, So using your time is important. But is it the urgent jobs getting in the way of important jobs? And I know myself after years and years of try some the urgent things that less important, getting way off the higher earning potential jobs we need to do so something to think about their okay. Next question. Number eight on the list. A set of agreed objectives like a contract between the manager on the staff member. Is that true? But I think so, because not only do you have a formal contract employment, both sides need to understand what's required, which is why writing down what's going on keeping a record is very, very important on If you keep changing those objectives according to work outside, the objectives interferes with the primary objective. And then how on earth can that employ be effective? So it's about working on priorities is about important and urgent tasks and making sure people working on the most important to their job role to make sure those happen. So should you set objectives for new tasks? Well, I don't think that's true. I think that tasks change. I think things develop. I think the world is happening, and there may be some situations that things change. So objective need to be set for a while. Activities, not just new ones, just to think of the whole job, just bits of it on. See how things change over time, some elements on it, So question, then falls. Do giving a staff member some clear get gifts. Does that approved job satisfaction? Well, I would say so because there's nothing better than having a clear goal, nothing better than that. Still in achieving it. It's those poor focus, sort of think they know what they're doing, not getting the feedback, doing what they think is right. Not getting that support and so forth can be a very, very disheartened. So when you are briefing somebody, should they sit there and be quiet? Should they not interrupt? You think there should be just just listening? People listen to it. More things better. Well, sure, they need to listen, but they also need to ask questions for clarification. You see, I'm explaining things to you on. I'm doing it. You're not there. I can't see you. I don't know what your situation is. You can't stop the film. You can rewind, but if you're face to face with somebody, they can't stop. You Rewind by saying We'll hang them and I got distracted. I wasn't quite sure what you're saying or hang on a minute. Only take a phone call or something. There's interrupting this broadcast with you wherever it is that you're watching online, so I think it's important that your staff do have opportunity to ask questions on how we put those questions to staff as well. See, become very important because if you're explaining something in the end of it, you said OK, do you understand? What is that? Go they've got admit to a couple of things is because they think I have to admit that they were listening to commit everything about last night's TV. Good thing about going and see your friend all those sorts of things. It's the wrong question that you asked. You're the one explaining things and is therefore your responsibility unclear not their job to understand Syria asked a question. Something like Have I explained that in a way that is clear for you. It's far easier for them to come back and say, Well, actually, no, because you remember that bit you were saying about what you mean by whatever, so I never would You're permissive because the questions that you ask, which makes things a lot easier. So with that in mind, the next Grecian 12. Do you think that if you listen to what people say, that they will make a contribution? Well, I definitely that's true. As I say, I haven't met anybody that draws a salary that didn't want to make improvement. If you got the right culture, you don't get the responsible. You're the boss. You tell me. If you do, then you got to think about why that culture occurred in first place. But most supporters will, given the opportunity, want to have a nisi job. World War Two Way. Explain how to make things easier on what I do know about good ideas in business. The idea doesn't care who makes it. So I'm willing to listen to what other people to say. So I suppose it's the classic allo Allo. Listen to this ice I will tell you only once. Give instructions clearly. Give it once life is good. I don't know what your listening skills are and what your concentration skills are. I don't know whether explaining things sufficiently clearly floor for you, but it's quite easy for you quietly to replay the tape, got the recording and go back and revisit something and listen again on absorb things in your own time. You may find that coming back to this program, having looked at it now, but then maybe next time you're going to do the annual appraisals wanna go and revisit it again. So, yes, you need to be obstruction instructions clearly. But remember that people will learn different things at different paces different times. So then, uh, obviously you may need to reinforce the instructions given to give people opportunity to come for clarification as the instructions being implemented on the final one for luck. I suppose you might agree that the animal appraisal is best for feedback. Well, this boat, please. Then the HR managers listening in devised annual appraisals. I didn't think so. Why don't I think so? Well, it it can't be true if you think about it, because feedback aims to help people understand. On learn on that has got to be as close as possible to the event. If somebody has a particular behavior that goes on in month one or two, that how earth can that really be effectively addressed in month 12 at the end of year? I think the annual appraisal is very important as part of the overall process and be looked at in terms of bigger picture of career development next ages and fits in very well with the annual basis of accounting for business and tax payments. But annual izing feedback has that as its an element that looks at overall global performance and then later on relates to salary increases. But if your salary increase conversation is so closely matched to performance, then people only thinking about what's the pay increase gonna be, Whereas you need more frequent interactions to get better feedback on better performance. So then go nuts may. Looking at the notes. I by all means. If you want a further clarity on any of what I've said, by all means stop the recording. Go back, fill in the workbook that you've got on add to some of those notes and ideas to see what you make of all that. Because our next stage is to go into the detail off briefing work on and to deal with situations on a 1 to 1 basis. Okay, well, this part of the program is called the Park Manager, and what I mean by that we're not one of these sort of managers, but Mark is an acronym, and it stands for an important part of management process that is to make sure that people are very clear about what is required often so briefing them in the appropriate fashion and having briefs somebody on a piece of work. Clearly, it's very important to make sure that we then assess whether or not the what happened is the work was being done. Well, it went on. If it went well that we can reinforce the good behaviors. And if it didn't go as well as we had hoped, then is there a coaching need? Coaching is about your ability as a manager to train people coach. People developed people to perform in a better way. And remember, the 70 2010 10% is the training course. That's what this is. 20% is what you learn in the workplace from your more senior person. So what we're going to look at here is something called the manager. We're gonna focus very much on the 1st 2 elements of this briefing and assessing elements of it as before. Within the workbook, there is a fair amount of information in some detail there. Our focus obviously will be on the how to do it. But if we were running an in house program, then we would have some case studies that were relevant, realistic and be very safe environment. Practice their skills in practice and get some feedback from me if I was running it in house or from others that you're working with on how well you perform toe actually help you through the process. Recognizing this sort of meeting, we've got on the situation before theirselves in. Let's have a look at what we talking about. What I'd like to do, first of all, is to give you a very clear overview off where the four elements fit in. When you brief a piece of work, the consequence to brief is the job gets done on. Do that must then assess how well the job was done and these two very, very important parts off process. I remember my junior years where myself, my colleagues at my level had a boss, lovely man, but he was called the Leave it with me, boss, because the buck didn't even slow down his desk. Medlen, stop! He brief us on things we do. Things would come back to him yet, but what I want to talk about now is this what I want to know that whatever we were doing never seem to have some sort of continuity. Never seem to have much follow up. New things, new things, new things when we fed it back, leave it with me. Go back to him a few days later. But the presentation Yet you leave it with me and so forth. So briefing, assessing integral parts off improved performance. Now, when you assess, there's two outcomes. Either that things have gone well, in which case there's elements of reinforcing. And that's a discussion that one can have to ensure that processes is improved and goes back into the next job, and so on so forth. US positive reinforcement cycle. If things have not gone quite so well, you may be able to reinforce effort, but took it. Outcomes may need something different. The outcome may need some coaching. Remember the pointing finger example gave earlier? You point your finger, you got three digits pointing back to yourself. So what is it you need to do to improve performance? This motivation, ability, confidence building? I spoke about the ability of people to do the job is obviously gonna be fundamental. That then build into the repetition of the activity on improvement going forward. But within this What's the environment that you've created within your department? There's four things we need to look at. We need to look at the interpersonal skills that we have to make sure that we are speaking clearly that we are giving the right sort of questions they're listening to. The answers were drawing out from people in the right way, and these dynamics is so important when you're trying to get the best out of people. It's not riding roughshod over people's emotions. It's not just balking with a K instructions and so forth on hoping that everybody was going to follow exactly what's required. We're not running a military campaign were running a business we need people to buy into. What we're doing is that their social skills are important. So are you. Therefore, the manager who leads by example Do you take a structured on organized approach to your conversations you're having with other members of staff? Do you demonstrate that you plan properly? Do you demonstrate that you ask the right sort of questions in the rights of way? Do you demonstrate that you are willing to listen to people's contribution, their thoughts, their ideas, their concerns have want staff to be concerned for what you're trying to achieve, then you must be concerned about what they are trying to achieve. A swell so managed by example is obviously very important. What about feedback? Things don't go well along the time. So are you catching somebody that doesn't do it right on putting it right all the time? All right. The sort of manager who's giving constructive feedback now, some people say constructive criticism. But the world criticism for May has negative connotations. That doesn't mean to say we ignore poor performance, but we must hand it in an appropriate fashion so that we will give feedback in the proper fashion. But can you take feedback in the appropriate fashion? Will you listen to what people are saying about the clarity? Instructions and adapt on behave differently? As a consequence, management by example is going to be important. Giving and receiving feedback is obviously gonna be now when it comes to commitment to complete the circle. Are your staff committed to the same things that you are now? If you are like me on equity holder in business on the director, I take directors remuneration, then I can't be surprised that some my staff are not as interested in the profitability that I'm going to take home if they are getting a share off that. So the commitment must be not to making a show profit put in your bank account. But their commitment must be to the standards required of the firm, the brand, the client solving the current's problems, the sense of purpose that legal practices have the commitment and many of you legal aid agency firms are providing the service to the most vulnerable in society. Have they got the same commitment? I don't buy into that. Are you recruiting the right way? Are you keeping the focus on the right things? So within this, you see, we've got the briefing and assessing, and that's what we focus on. But we never have to forget. There is any varmint we create when we're dealing with people as business moves forward. So with that in mind on, there's a few more notes on that subject. Everyone explored further. Do you remember the key elements that keep principles off deemed with people? Is that when we are briefing and assessing people we must maintain or if you don't possible improve their self esteem even when somebody has earned not done so well, I'm not talking about somebody's broken regulations or something like that, of course, real significant problem. But people who just haven't gone to the levels that you want to are you still able to make them feel as if their contribution is can be improved valued on will be something that they can. I feel good about. So confidence at work, improving self esteem, absolutely fundamental at all levels. Because if you've got new things going on, people have been used a paper based system. You launch a new online case management system, you're going paperless. There's those folk a bit like me. If you like work for years and years and years with paper and suddenly things online and can they maintain their confidence? They will be able to do a job in a new environment that requires managers to listen and show that you're listening and demonstrate understanding. If people have concerns of people, have anxieties that people want to perform take a little bit longer to get the idea that you do, then you must be able to demonstrate that second principle and the other things are important in assessing performance is that you're looking for ideas and suggestions from individuals to improve. This is not a top down. Do this. Do that or I'll break your kneecaps. Type of management approach is very much in interpretative integrated approach with people. Because remember what Henry Ford said is with every keep every employee, you get a free brake toe. Asking for ideas, able to offer suggestions to get improvement will be very, very important. So I think that's worth exploring. Okay, Uh, well, let's have a look at the overview before we get into the details, but the idea is to demonstrate effective interpersonal skills by using these two techniques. We're gonna talk about a briefing on assessing work, briefing effectively, make sure people know what to do and how to do it. What outcomes are expected then People need to know that they have part of their development. Is work they're doing is adding to their portfolio of talents. It's the what's in it for May on important US aspect Off briefing, assessing both at some stage may have to look at the performance and reinforce what's good. Make sure repeated Andi developed apply skills if things need to improve on these are very dynamic areas. But reemphasizing we're focusing very much on briefing in assessing on the whole part of the process is to improve the way in which you give feedback to improve the way in which three staff member can receive your feedback and indeed works both ways to improve the skills of the manager on behaviors off the interaction. So what? We aim to do it certainly on the life programme where we have an event. But the aim of the process here on line is to help you understand what briefings all about what assessing is all about how to do it, the benefits of using a particular approach to that. To understand that there are steps in this. If we have a stepwise approach, we can make sure we cover all the bases that were not just shooting from the hip, making up your long we've got planning. We've got preparation. We've got fought to it because that's what you want your staff doing their job. So you must demonstrate we're able to do that when you brief process work, make sure that you have opportunity to think these through before having a conversation. I don't mean that. We're gonna be looking at you, possibly piece of paper to somebody that Can you give me 10 copies of that before the meeting in half an hour? It's not that sort of briefing, but more substantial pieces of work. Look at those steps before that. I need to talk to about this particular new project that's happening or what I want you to do for me when I'm away at each of these processes. Each of these steps and what I want to be able to offer you is the ability to reflect not only on what the other person has been doing for you in assessment, but also drift for you to be able to reflect yourself that self reflection. It's part of the CBD process to give reflection or give you some constructs to help you think through how to reflect on my performance. And how can I learn to approach this person differently the next time or the next person the next opportunity? So it's it's continuous improvement for both parties yourself as well as your staff members. Okay, let's turn on look at the key stages off briefing work. What I'm doing here is to share with you some critical steps Bill Townsend experience of talking with individuals or, indeed, groups about a particular piece of work briefing on a particular event. Maybe a or somebody want down is different from the usual. Not just more of the same. So something when there's something new, what we're going to do here is to give you a construct for planning. More details are in the notes page nine and onwards, but I want you to use this to think through a particular scenario, unless you have a sort of shoot from the hip manager and going gung ho. I do find that taking some time to plan the conversation demonstrates your staff member the reports of the job, the importance of them because you're giving the courtesy off, preparing for that meeting and creating the rights of the environment for success in terms of performance. So what we're going to be doing is go through that. But Process said before, if this was an in house program, you have opportunity, practice it in a role play situation, but I think you'll find as we go through. This is gonna be great value in this part of the program to give you that shape construct. Because throughout this, we're trying to say Well, okay, what is it that I could do more off? What do I want to do? Less off. What am I gonna do next time? So let's have a look at these key parts of the process. Briefing is absolutely fundamental. And you have to think through some key things. Like what? Information? To a need to give consequence that I need to think about what they're going to ask about that. What they already know what I need to tell them. Dwayne, do I believe individuals? Is it a teen exercise? If I mean, if I'm briefing the team is a whole How do I handle the dynamics of that? What's the best time of place to do this rather than just shooting from hip over the drinks found, You know, something like that. So key thing to remember is with working on self esteem, we are demonstrating our benty to listen and understand what people have its concerns and to make sure that you get contribution to improve performance generally. Now, the first step is often the one that most managers forget. The first step is to explain to somebody why you feel it's appropriate that you're passing on to work to them. It's not that you're just dumping on the grizzly parts of your job. Let's face it, we will have those from time to time. What is the need for this briefing? What is the benefit for the staff member? What's in it for them? This is an impact on the individual is of their own development is giving more opportunity to explore more interesting work. Is it part of their career? Development is part of the contribution to the team. Try and tap into theme motivators behind the motivations behind doing this piece of work, set the tone for the discussion. Get it may start off on a positive. Make sure that people are looking to you for help, support, guidance and by all means. Why not praise the fact that they are doing good so far and that they have opportunity to explore new areas so it's building and hitting the floor in the right sort of way, rather than just saying, Call it sort this. You know, it's not that sort of shooting from the hip situation. I think that's the thing that most managers certainly I find when we role play this that they forget. They rehearse it, they think about it. They write some notes, but they forget. But they just dive straight in to step two with right? This is what I wanted to do. Obviously that's important. But the first step sets the context because if you put that right at the outset, people will then be relaxed to want to listen to what you have to say. Rather Oh God, one of my God, Now all this extra work, Why are they dropping it on me? What have I done wrong? This time? It's that barriers to listening the barriers to understanding the feeling put upon were not drawn and develop our skills from the way we were managed to try and develop our skills as a as a better manager, they may have had some experience along the way you could draw on. That helped them to overcome any particular concerns they're going to have on the opportunity that doing that be a piece of work actually represents on having done that, it's important that we sought out the right sort of questions. To ask little straight this before I put it on screen is a reminder. If you say to somebody, OK, do you understand? It's a bit difficult from turn around and say, Actually, I'm a bit slow. I can't. I've lost listening or concerned about everything else. I didn't pay attention. Did I explain that? Clearly? Put your own words to that. But make sure it is your job to be clear run, then to understand. Then, when you've got that you got opportunity to explore. The next stage is to listen and respond is not the questions, the house, but why it may be if you're gonna give something extra work. Is it because they're underutilized or probably not? What are they gonna have to do with their existing workload? And what this new piece of work? Where does it fit in? So if they have concerns, it's important for us that listen to it and respond accordingly, because without that, you are going to get step. Life cooperation towards success is not burning people with extra work. It's making people feel, do they feel that they can make that contribution and value to the firm overall, improved the relationship firm has with clients helping the vulnerable in society. Whatever the purpose of the work, is there active, committed participation is going to be so important to get the desired results. So make sure you're not leaving conversation with somebody's evolves for, and they're going away bitter and resentful for what's being on. It's got to be left in that way, then remember the last step because it's part of the bark process is to say, OK, what we're gonna do is we're gonna schedule do it then when your next able to look at this, what is the time frame that you're expecting them to cover? What is this sort of thing that you expect to do when you able to review it so that they know when the follow up is, and they can therefore shared with work being done and you've got a A moment in the diary doesn't take long, but it's an important step that you can then have a look at the follow up meeting to not only reimport value what they done, but also to look at what's been learned, and reem reemphasize that in bed that early within the workplace. So okay, what we've done and you'll see there's on Page 12 on. This is one sheet I would expect. You print out all 64 sheets, but this is one sheet I think is worth printing. Taking off your device getting a hard copy because it's so helpful. Have this vertical pit a za, much as you need to put that into your preparations. And when you have a meeting with your staff member at noon, then you're going to spend some time 10 minutes before noon just to go through half a dozen key points. And as you'll see on page 12 the briefing planner gives you opportunity to answer some of the questions in the shaded boxes to say, OK, what am I gonna do? What am I gonna do to say I'm putting words that have this checklist that's on screen in front of you? Write down what you're going to say as to the reason for the briefing, because when you're in the discussion, you're actually got your notes there. It's being able to have those things to hand on. Think about maintaining their self esteem. If they feel burdened or something first step specific information. What's needed? What questions they like to ask from that. What do you think they'll come up with? Ways to write a was down. You'll learn from going through this process that sort of questions that crop up, you'll be able to pre emptive advances that they're looking for. And again, it gives you opportunity of step three toe right back. Write down what you were going to say to check understanding. Okay, how will you demonstrate confidence in Newport part for the listing and responding how you demonstrate, encourage them to give commitment to a particular outcome? And have you already thought about a possible review date? Okay, well, before going on to assessing what I think is what useful to do, having had a brief in conversation with a member of staff is to assess yourself on. Here are some questions that you might like to explore and take a few minutes to do. That, I think, is well worth just stopping for a moment, saying Okay, three questions. What is that? What's the best thing? Indeed, but what's that? Was it the briefing was in question. Which what was it that actually did? It was good on then. Second question is, if you were to have that conversation that start member again exactly as before about the brief. What would you do differently? Amore effect with that have had on Then think about the key principles about maintaining self esteem and the dialogue and exchange of ideas and asking contribution. Which of those areas working most well for you, because I think that's helpful because it's part of your life. So with that in mind, let's go to the assessment off, Uh, somebody's work, some while later having brief them. And that's when you've scheduled the meeting. So let's have a look. But critical steps exactly as before way. Have the information that workbook guide you on this? It's a a stepwise process. It's not designed to take up fast amount of time, but I think assessing demonstrates your commitment person, the job firm and creates the rights of learning culture. So assessing it is an important element so that people know that you are concerned about their performance and the performance is important. It's part of the everyday environment, part off the process. So you will see on overview of these written on page 14 for you to give some sort of background to the four steps on this particular part process. The 1st 1 of course, is to do better than dill, But in this county, it seems that it needs to be a little bit more clear. So let's make sure that we set the scene as the first step. Rather, as we had in briefing, we set the scene for briefing. As in assessing, we've set the brain. What is it that you're trying to achieve? Make sure you've got some important exchange them through the positive friending on threatening way to create the right environment to ensure maximum participation contribution from somebody else. And you'll see on page 15 a sheet that you may want to print out. Keep to one side that you can use again and again to plan your assessment conversations. Then, of course, is asking for details and how did it get old? Is a general one, but it may be that you need to prepare some more specific ones need to be prepared to respond to what's being said to get us much detail. So how will you prepare for that? Particularly in light of the brief that you gave earlier. So having got the details, the progress, it may be important that you need to just check for understanding just as you want to make sure you'll start members per miss your permissive When you get stuck. Remember a question you need to be able to be able to ask the right sort of questions on. Demonstrate your understanding by feeding back what person is saying and what's behind its facts as well as being and then recognizing that system is part off the next course of action. What is your next course of action? In light of what they said about the working brief, they briefed your you brief them on what sort of action must you take to assess your approach to assessment? So what is the next course of action they take? Is it part of their CBD plant? Is it something you need to do to intervene to help them perform better because the support they needed in the particular sorry it wasn't a Skoda's, it could mean somebody else. Whatever is going on, it's that commute to stop and think about on exactly the same as with a sweet briefing. We have on opportunity of you to stop after the conversation with your start member to think about the your own performance because it's not just logging people until they finally perform better. What we're aiming to do is to give you opportunity, reflect on how well you brief and assess works after assessment. Take five minutes. What did you do? Well, what could you? What effect did that have? If you're going to do anything differently having the same assessment conversation, what would you do differently? Why would you do that? Were you maintaining self esteem Well, where you're getting clarification and communications improving between you and your staff member? Or was it that you were able to get them to make a contribution to future performance? What was working in that particular way? When we've done that, we can then explore feedback more generally because feedback both, from the point of view, view the manager on the individual. Receiving feedback is going to be fundamental
00:51:00
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Written and recorded by Mac Mackay
What I'd like to do is to, uh out of a little bit of value by giving you some thoughts and ideas on giving and receiving feedback. Because I think this is a very important part off developing people on developing the performance within the workplace. Paid 16 has all the notes to back this up. But some things to think about when you're giving feedback I think there are different types of feedback. Clearly, we want to give positive feedback thing. I think that that I was told as a manager, if you want a bit of success and create the right environment and catch somebody doing something right, so positive feedback needs to bay Not just well done. Great job specific about what was well done. What was a great job? Oh, well done with that client. What? What a nightmare. She waas. That's okay, up to a point. But what we try to do in this program is to push the boundaries of improved our skills as a manager. So I like the way that you calmed down when that client was angry. I like the way that you held your ground and explained exactly what the process is and apologized appropriately for the way the client felt and stuck your ground to make sure that firm was in the right situation. Positive feedback focus on what was said or done what effect it had, so that then life is a lot easier when it comes to repeating that rather than you having that nightmare. Well, if it's important enough to give feedback, it's important enough to give it well. So I think that's helpful. Gone. There's gonna be situations where perhaps it didn't go quite so well. I think corrective feedback can be particularly difficult on. That's one area that I'll explore that a little bit more detail in a moment. But again, I think it's appropriate to focus on the behaviors on to reinforce elements that were good and to be very clear about what wasn't so what was said or done, what could have been settled done instead, what effect would that have had you say something? I understand you had a bit of a problem with that client. I understand, too, that she can be a bit of a nightmare bit obsessive with what's going on. Quite obviously, she's under a lot of pressure, and I know that it angered you and I could understand why you got angry next time. I think it's important to maybe look for some help support. Maybe next time you might think about taking them away from reception and having a conversation with separately. Anything that's going to be something that you can say to the style member that's going to be helpful on points out options and so forth. Four. Next time, because what's done is done. What is going to change is what happens next time, so helpful feedback is very specific in that respect. It describes what waas effective or not as effective as it could have been, gives the person you information, allows the individual to take on board what's been said and why it's been said is helpful. Feedback is getting soon after the event. It's not particularly helpful to say, Oh, I meant to mention that kind of a fortnight ago. You remember they won with a droopy hat. That's no good. That's too this too far apart. Helpful feedback is given supportively given quickly. Andi should be welcomed on within feedback is things that they could do differently. That is within the control of the person to do things about it, so things to think about in that respect. I think what is unhelpful, of course, is the general vague things, all that climb for the nightmare. You didn't handle that well, that is, that's worse than me. Worse than that's not saying nothing at all because it's not specific. It's not. I am hopeful to the individuals, not developmental. It's just severally annoying. And I had a client a delicate on one of my courses, recently said. I don't mind my boss. He's quite good at some things, but sometimes I feel like killing now that suggest. But I think from the conversations I've had with person a coffee break on 12 world, there were things going on there. This individual wasn't happy about. So helpful Feedback is what we're trying to focus on so well, what is best practice? Well, I think there's a number of things that one can think about here. Best practice, maybe specific. I think you handle that client well specific. I think you manage to get calm down. You said the right things. You empathize with the distress that the flight was having its specific actions. Behaviors. I like it when you did this. I like it when you did that. This is about behaviors and actions. It's not think you are a good member, the team, because you handled that really well. It is a very nice but isn't helpful, other than the fact that they know your night that you think they're nice person to make it relevant. Making quick but related to the the action and so forth on focuses very much on the your thoughts of values and prejudices. But the way it handles it over giving feedback is going to be very, very important. O. K. Or of you listening online, hands up, Who likes criticism? Well, okay, you're a rubbish manager now. How do you feel about that? Now? That isn't very helpful, is it? So criticism for May always has negative connotations. Even some constructive criticism. Seems to me like an oxymoron. It's actually saying to somebody Come over here. I'm about to say something that will build you up to break you down. So constructive criticism, I think, is not such a good word. I think we put a line through that and come up with a better word on that is constructive feedback. Now, this isn't just a bit of semantics. I think it is quite important. Anything with the word criticism has it's negative connotations. What we want to do is to look a constructive thing back. Constructive feedback is going to be feedback that helped build, build self esteem, maintains or build it it constructive feedback gets their ideas to improve performance. Constructive feedback helps people to create the right environment. Now what I think is really quite interesting. Let's imagine having watched this online, maybe watching at home or waiting outside of court or somewhere when travelling whatever you're doing. Whatever device you get back to your office, Okay, you go back to the workplace offering. We can say Monday morning, you open in your been a court to be doing something outside meeting client on. Then there's a note on your workstation on that work station. There's a little note from the boss, and it says, I'd like you to pop in my office Chemical. That's all it says. My office. 10 o'clock. It's on the scale of toughness I've represented here, just high toughness, very happy about this or low down. But where are you on that continuum? What I find most people say, Well, maybe somewhere down somewhere, it's not like punching the air. Oh, goody, goody. You want one with Boss? Because let's face it, most situations that we've ever been in where we make somebody in some position of authority hasn't always been the best sort of outcome there. When was the last time a police officer pulled you over while you were driving to congratulate you on your driving? My own experience of being summoned to the headmaster's office was never a particular good outcome. Okay, so you know when we are. If you think about it, you know any young Children or kids. When somebody has a a young child, they get walking. They're encouraging the walk. Well, does that parent start somebody off on flagstone? Steps will, come on. The kid's gotta learn sometime they might will start on the flagstone steps. No, of course not. You're a good parent. If you are apparent. Course a good parent. People should probably Joe somewhere a little bit safer. The wet flag stands on the back yard. You probably had something like a carpet you probably had something like a chair or so far, or something like that. So the child could stand up on, uh when the child stumbled towards you, but he wanted to steps. I guess that you have your hands out to pick them up before the four. I don't suppose that you held them hands out and then took him away. Suddenly said it. It's back on the floor. So Okay, what's all this about? Well, of course you were helpful and you're nurturing and you were supportive. Why? Because the sensitive little souls need to learn how to walk. I don't have to tell you, my Children, unfortunately, can all do so they could use the ability when they were teenagers for a while, but they gradually come back again. So when a child becomes a bit older, they remember that Mom hasn't got quite as much time. And when they get a little impatient to be corrective in their feedback, rather more often than the nurturing, they were younger. And if you get a second child, then inevitably go. Mawr of your attention is diverted to the younger child because, of course, they need more help. Support so the experience that people have from people in some position authority may have been a little bit less than ideal. Sometimes come on, we live in the real world here. So what happens? What's your experience of going in to see the manager? Let's suppose there has been something that I think a technic technically call it sub optimal performance What you and I know it's probably called cock up. Let's suppose something hasn't gone as well as it could have done. Let's suppose your boss. Let's suppose that you've been away. Let's suppose some other client you haven't spoken to for a while was on the phone and expressed some something that they weren't happy about. You know this or you've got is this pop into the boss's office, run down the corridor on, Have this little conversation will tell me if you've had a conversation a bit like this. It starts off with somebody saying, Well, great, See, Thanks for coming in. I get a good weekend, a little bit cautious, but they say something and you hope it's going well here. That outcome on Friday was good court or whatever it was that you have that conversation feels so far, so good. And then they use a little word. It's a little joining word. It's a conjunction. What is that little word that you know it as well as I do. When they don't happy about something. We get a small conjunction. But what happens from there? Maggie, That could have been from Oxbridge. In which case they will say, however, but essentially we're waiting for the But so then they tell you what I've just heard from the client they found when you weren't here. This has been going on. That's bigger or they weren't happy. I'm not happy either on that. I think you should do this. I think you need to get on the phone. I think you should do this. How are you feeling? Well, this is coming at you as to what went wrong on what the boss thinks you should do to put it right. Well, you're probably not exactly punching the air saying, Oh, goody, Goody year development opportunity. You're probably going down the old red run down the old job. It's not quite a t end of the conversation, not quite to the going to be dismissed. But you're down towards the bottom end of your chart, and then he or she will say something rather banal, which is I'm glad we've had this conversation. Who is glad that you had a copy of that? You are with carpet burns. You given a little bit of a lift on that happen again, and they've off loaded all their anger. So where are you relative to where you started? Well, for May, if you look at the scale of toughness, but you are now lower down. So given a choice of a 1 to 1 with your supervising partner or to have your root canals script without big McCain, Come on. It's going to be the dentist chair every time is that, and that's because they've used this. But But we know here's something positive, but here's something negative now. What I thought might be interesting to explore. It does take a bit of practice. It seems simple when I describe it to you, but it's worth thinking about rehearsing is to say, Okay, we're saying something positive at the beginning, so you might say to somebody, Well, thanks for coming in. Good to see you, Colin. I have to say that your client care is usually a pretty high standard. Then we link it with a different word, a different conjunction. That's this way. If we were able to maintain it with this client who phoned a month phone while you're away, then performance overall could have improved. So we're saying something positive because that's what we do. We engage in people and so forth on we link that with the positive outcomes that we wanted. So although your start member call in this case is not exactly punching the air thinking, yeah, but double do but least we've got something a little bit more substantive because if you get somebody go down the red route, they're gonna be defensive. We're gonna stop this thing, they're gonna be angry. They're gonna be self esteem has been given a hit on whatever it is. Whereas if you're saying, look, your performance is pretty good and if we were able to maintain across our clients, then we might be better. So in that situation going down this blue room where they're punching the air saying, Oh, goody, goody, Great. I'm getting some three back, but least they're not as defensive and then you've got opportunity to hear. Yeah, this is what I heard. What do you think of this? This is what they said. What's the situation? What's your view on this? You're gonna get Mawr collaboration in the blue. Then you will do the defensive in the rent route. Having said that part of the conversation, you could finish with exactly the same you had before. I'm pleased we've had this clarification. I agree that the steps you could take will help resolve the situation. I think you might add this is an additional suggestion from May. Where is that person at the end of this conversation? In terms of their thoughts about you on the situation, Well, we've left them better than actually before we started it. Is that simple switch you doing well, but to you're doing well. And lets rip have this in another area like your attention to detail most of the work you do this time it has not worked as well. So it's the linking positive behaviors with Let's see if we can have this more often. So what have we got here? Well, something positive followed by something negative, which is a bitter sandwich, so that doesn't taste so good. Whereas the different routes finished off with something now at the end, still sandwiching something bitter in between guests. Which bits they're gonna remember where the other one is. A much better sandwich, much more appetizing. We can still finish it with something positive on those three bits that we have in our conversations. This is for everyday constructive feedback. Everyday situations may occur. It is not the big project briefing, assessing situations, giving somebody. It's a very quick feedback. And remember that better sandwich links good behaviors with the word and sensibly concept. Maybe want to explore how to do that in practice. Okay, well, what's I think? Quite important to help. Your staff were on the receiving end of feedback. There are some notes for you going with this program paid 17. But the sorts of things that I think you could help people when they receive feedback is that they are able to listen and question for understanding, so that what did I do? How did I do it? What did I not do? I think very important that if somebody's perception is one thing that you don't argue with somebody, perceptions and the perceptions reality. We're looking for a specific example. So when you're managing people, you've got pay or specific examples. I talked about that, but again they can ask for specific examples, and that's okay, because something's perception becomes their reality. And you know this from dealing with clients on when they're not happy. Same with stuff. It's about perception, so recorded. Therefore, if feedback is given in a constructive feedback, Fashion Brothers we just talked about with better sandwich. Then it's so much easier to avoid becoming defensive on. Then remember when it's receiving some feedback. Its star for feeding back to you, then, is part of the problem where you look at the problem in terms ones development, and therefore I need to keep a cap on those emotions which could come about. So there we go. Feedback is a gift, and you, like any other gift, decide what you want to do with it. That's helpful notes of their. But I think there's a couple things that I'd like to just finish this this sectional, and that is sometimes when you're breaking bad news and then some riel howlers and gaffes that I've heard managers give so breaking bad news. Well, when you're the bearer of bad news, there's a number of different things you could do. I picked this out from one of the text that I wrote to do recruiting on managing people. There's a number of different steps you could take. Not gonna go through it in great detail. It's their within the notes. But I think it's so important. If there is bad used to be, given that you're not texting people or emailing and so forth, you bring people together. For that, you have picked changes wrought upon the firm. I think it's appropriate to do that in a face to face situation. Every firm I've ever been worked with, ever worked in or advised has had a grave, Great Find that. Get there first, nip it in the bud, make sure that there people know what's going on. Get there first. Be clear of that, and that will help people deal with it. The right time for that would be very important. I give example in the notes. I was made redundant just after Christmas. I think I'm gonna plan my expenditure over Christmas better if I know beforehand that I was soon to. He may be done, so choose that, Right? Time for that on. Look at what's gonna happen. Post the bad event plan for the things coming back to normal. Honesty comes about from that face to face on. Then want to keep on top of the emotions, being honest with the facts of the situation. So we convince. Empathize. Recognize what situations might be but your own emotions. You need to take hold off if you're passing on bad news from more senior people in the organization. And it's so easy to the old when they decided to do this block. But do take ownership of it because respect manager is going to be very, very important and always make sure that you take people through particular transitions and support people. Okay, enough said, I don't want to dwell on bad news bits, but it's a bit there to help you if you wish. On it is on page 18 now. I think there are some really daft managers out there. I don't just mean the interviewed party. I mean, they say some really soppy thing. So this is my collection from a long history of having golf managers some things that just make it happen, you know, it sounds condescending, is really lazy, would just make it happen. That doesn't really capture much of from the laziness of the individual. If there is a problem with something you've requested, then you must work out what they are. If you take away the problems, you'll find the things don't flow much more easily on so your start member, giving more detail on their ideas to help it. This idea about working smarter, not harder, is a bit of a cliche on it irritates a lot of people. We are actually gonna talk about smart gold setting in an appraisal that's quite different. That's an acronym will come back to that, but that tend to be more do but cartoon rather than Peter Drucker, the America writer on management. So be careful what you're saying in that sort of situation. The phrase that's a no brainer seems to be okay in social situations, but I don't think it's appropriate in the workplace situation. I think it's definitely not politically correct. Best some situation, and I do know that most people work except clearly the set members, my own family, my chocolate Labrador do in fact have a brain s. So I think this is a particularly insulting one. Alongside that goes the thes of cartoon characters of well, there, that sort of thing that seems to be okay. If you're a cartoon in from From the States is not quite so okay from a manager's point of view. Said leave that one to the dumb teenagers in the shopping. I don't want to hear any excuses that always made me chuckle because the excuses were valid because something actually happened. Somebody didn't do something. Something do something wrong. It wasn't made. Somebody else did it on that. Not hearing excuses means that you are not willing to accept that things have changed from the original brief. So I don't want hair excuses gone pear shaped type of thing isn't very, very helpful is a harsh form of confrontation on it's not gonna help people before better. You're lucky I don't fire you. Well, yeah, that's an interesting one, because that is, as any employment solicitor will tell you is not appropriate behavior because you can't find people from the hip. You have to go through defined process. You know what that process is? Well, that's something for another day. But you can't threaten somebody with the sack. And that certainly isn't going to improve performance, because that could be just quite threatening. Now if you're what the Tom interest that I've got my eye on you seems to have something to do with making glasses. But that doesn't help that you've got somebody's under their attention. Micromanaging, which is wind people up, doesn't work very well on this. Last one gets me a little tick tick in the old. I don't pay you think, Because remember, instead of Henry Ford, every employee with a pair of hands will give you a free brain. So don't use those sorts things, because they just make life a lot more difficult. Okay, enough of the Dolph managers enough that passing on bad news. What I want to turn to now is to talk about a key area on that is the annual performance appraisal on Let's see what we can do in the next section to really sort this out. In my experience of end of receiving annual appraisals and indeed giving on your appraisals there always seems to be a little bit of anxiety from both sides over the whole process. On, as we said before on this program, having a manual appraisal then discuss the finer points of performance seems a little bit ironic when something could be happening 11 months previously. So I think it's worth understanding the outset, really, that when it comes to a goals orientated approach to performance appraisals once in a year, opportunity to perhaps step back a little bit from the detail of what's going on with the job to look at the bigger picture. If there was a performance problem then in briefing work, assessing work, then that should have been sorted out. If there is a performance issue, then be able to get in there and look at that giving good feedback, giving constructive feedback, not constructive criticism. Discuss that will obviously be something that happens on a frequent basis. Now frequency depends on the individuals concerned. Mawr Junior staff may need more guidance, more feedback. More senior staff have really gone buttoned up. They know what they're doing. But even so, if you're in law, firm wishes to retain its best talent on wishes to have some succession planning and so on and so forth, and clearly having a system that acknowledges there's a bigger picture off performance and helps people guide themselves forward. Then having a good appraisal system is part in parcel off the annual review. And a lot of firms obviously understand that the annual review is also discussing things like annual increments off salary improvement in those good years. Of course, many people afford to do so. So having appraisal, I think it's very, very important, Do you know? And this is the S R A saying so Probably 1/3 Affirms will have sent at least don't have a formalized annual appraisal system, so that's quite interesting. I think it's a surprising ready because firms grow on my firm have been around for 25 years. We have grown before three partner firm to partners. Retired new parks came in from the directorship, so the annual appraisal isn't something that we would necessarily use because we're micro organization. Listen, 10 employees, but that's not to say that we are stopping from time to time to have a overview off where we are, where we're going on what we need to do So for us in highly dynamic environment, working in lots of different business sectors, then for us we have probably a quarterly review off where the business is going on what we need to do to perform well over the next three months. We don't annualize everything. We're in business continuity business continues. The only thing that happens annually around here, apart from a birthday, of course, is the taxation, the set of accounts, profit loss and so forth planning for future. But that's financial accounting. And there's some statute for a limited company. Need to do that with companies house. Of course there is. But when it comes to staff, we do have goals orientated approach. But because we're smaller because we more dynamic and therefore flexible, we will review the goals more frequently, particularly as the goals in any given sector will change and they changed more rapidly than once a year. We work in public sector would work in the private sector. We working marking communications, were working the veterinary sector. We also work in the legal sector, and that's really where I spent most my time working in the sector, training lawyers on quite obviously, but changes to CPD on the changes to lots of different sectors, changes to legal aid, agency work, changes to personal injury and so on, so forth. Naturally enough, we need to keep ourselves ahead of that. So this section here is to help those individuals look at there. Bigger picture appraisal. Whether that's done annually or more frequently, is entirely up to you. I'm not wedded to the once a year approach, but in larger organisations quite actually managing the budgets, managing the staff, managing the incremental improvements and stuff remuneration than an annual process seems to be appropriate. But I think before we go any further, I think an annual appraisal should have no surprises on either side. In other words, stop members should be surprised that the line manager, he or she has any particular view that they get surprised about. Neither should the manager be particularly surprised to hear anything at an appraisal they didn't know before. But it is an opportunity to assess performance on moving forward, and that's really what I'm looking at in this process here. I have said, of course, that maybe 30% of firms have no appraisal system. It all so What we'll do after this section is to give you an idea of how you could start to build up the right sort of culture to an appraisal on moving forward so you don't have one. Worry will come to sectional how to get them. Help to development, how to run. So what's the point of all this appraisal? Well, what we're aiming to do is to perform now. What is performance in your firm? Me? Well, it must have something to do with the economic prosperity. So economic prosperity means that there's salaries and employments there to provide a good service to the more general members of society who need legal advice and even if an opportunity, vulnerable members society that you're providing a service to do that. So the purpose of appraisal seems to be fairly obvious, but it is about improving performance at some level or another on a performance. Improvement doesn't just happen by chance. It's got to be managed. So it's all about managing improved performance. Now when I say improved performance, a lot of things that make more money, profitability well, I don't know that a lot of people come to work punching the air like a lot of profit. That's really what I want to do today. I'm gonna really make a lot of products for somebody down the corridor. Improved performance means different things for different people, and that's what we really need to keep in mind. Do you remember what I said? I don't think there's many people draw a salary that didn't want to do their job more simply so improved performance may mean that it actually just goes better with less headache. So improved performance is obvious and improved performance should come about from achieving a high performance culture within the organization, not the well. Let's just do the minimum. Get out of here. Can't wait till 5 30 or whatever time is high. Performance cultures is a great place to be one of one of the characteristics of high performance cultures. Well, people know what their job is about on I don't know. Many people's job is seen to be directly making profit for the shareholders stakeholders. All the partners said the clarity about objectives become very, very important. What goals what's going to be achieved, which is why in my organization we are looking over at these objectives more frequently than annually. It's not to have a formal appraisal per se, but we are actually revising more frequently. The objectives is to what we want to be achieving as the business grows over time. So it's part and parcel off having that continuous assessment and feedback because we don't leave it for 12 months to discover that we weren't performing as we needed to be. That's not to say we spend all our time appraising ourselves or each other is just that. We keep that as an attention. How are we doing? What's the next step? How we doing what's next? And just like an athlete on athletes not gonna compare one and your championships with the next annual championships to find out whether they're improving their time or their long jump or whatever they're doing it more frequently on in that way, they have something to aim towards because the reason for doing that is that people do feel good about achieving something, so knowing what they have to achieve, knowing where they're going to get their own goals, knowing they can achieve those goals. And they get recognition for achieving the goal often that the goal gets bigger next time round. Of course, it's going to be very, very important. And it's interesting when we look at recognition on rewards as to where the years for the money fits in all this. Yeah, sure, people go to work because they need to pay the bills. But having paid the bills, what else do they need to get from the workplace? So recognition for achievement can be many and varied, and it's important part of it. What else is there for appraisal? Well, goals orientated approach means that life becomes so much easier because the clarity is there about what we're trying to achieve on that people have a good, clear goal written for them on. Remember, as I said earlier on in this recording, that having a boss as I did that's it you need to change your attitude wasn't a particularly good goal, because quite sure what he meant by that, although probably a very good idea on you. Pull your finger out, and that sort of thing is gonna be better sort of gold than that Goals. Orientation is very helpful because we know what they're focusing on. They got a great buzz out of achieving that goal, attaining it, getting closer to it and so forth. So the key objectives off the goals orientated approach just to run through a So what it's all about to help maybe sell this within your organization department is that to recognize that I think is very important to recognize this right at the outset is that your organizations that that success, the prosperity, economic prosperity shared by all is first and foremost the result off the collective improvement. If you have a team of cyclist racing round the velodrome, thrilled, really, really good and forth once its lowest well, it's not gonna be very good for the team. I don't want to use all these cliches about a chain being a strong as its weakest link and all that sort of thing. But it managers realized that if I can improve the performance of individuals towards common objective, then the consequence of that is a departmental organization. Performance is going to improve, so we improve individuals. The team will improve as well on it's about individuals development and as I say, and I hope you begin to recognize this that I think anybody drawing a salary likes to do their job more, simply better or challenging, sometimes more interesting on that personal development hasn't itself a good sense of purpose. The individual. It makes it sense of self worth. It's worth that the team worth of department people get a great buzz out of that. So so your job is a manager. Giving people some help to improve as a as an individual, of course, is going to be very important. And then people can begin to understand mawr about what their job is. A deeper understanding of the job. Let me take an example to see what this is like. I don't if you have any support staff in your firm, you may not have a direct secretary or the exact working for you. But think about a receptionist or something onto for somebody that is client facing. So if you ask people what their job is, they might say about on the phone or meet greet or something like that or the typing, or just do the admin or do the filing or whatever it might be. But if you step back a little bit, I think, as two functions of support stuff and only two. What all they What are those two functions of support stuff? Well, I think support staff. Whether there should be during that, they should be staff that support support. Who? While I think they should support the fierceness, For one thing, because I think it's very important that support staff fully understand their job is to save the fear in a time if you are a feel, you know, that feels like so anybody that we recruit around here into a client facing support function. They know first and foremost that their job is to save the fear in his time. Now I'm a feeling so having fees, I then don't want to come back to learn to those of admin. If there's somebody that can save me time toe, maximize my opportunity to get out there and do the working on the fees, I'm either gonna burn the fees or find the next set of fees, too. Market business bringing you business. So the fundamental part of support staff is not being oxymoron. There started and support, but actually to save if he owns time. So I wonder how many of your support staff if I spoke to them, said, What's what's your job really about? What's the fundamentals? What's really for would come up with that phrase where my job is to save any fear time. I don't Cube right here, of course, is any not just me at one Fiona, but any other fee earner. It's important to help them in the second part. I think it's very important is that they support any client because without the client being supported, then where the feed's gonna come from so that deeper understanding the job for support staff is in those two ways is to save any fear in a time and to support any client, because if there no understanding the fundamentals, their job, because they think it's filing or they think it's answering phone or they think it's copy typing, they're missing a little bit of tricks. I think that's something that is worth exploring when it comes to on appraisal system. It's therefore focusing on the business needs because it's the collective. It's what the firm leads, not the individual's needs. It's what the business needs. Overall, I've had a situation where I worked in a pharmaceutical distribution business many years ago, where one individual decided that he would closed the factory warehousing. No more goods would come in. No more goods will go up because he needed to do a stop Jake check. He focused very much on departmental needs but not realizing that by stopping anything coming in going out that things due to be shipped for a major promotion wouldn't actually shift so that the product was sitting in goods in you that we didn't know it wasn't going to go through the system and find his way into the distributors that we needed to set. The whole thing got got delayed. So I don't think it's very wise that individuals focusing on purely departmental needs or individual means without taking that bigger picture to focus very much on the overall business needs on on firm needs. We don't just mean profitability. It's all about brand equity. At the end of the day, because of all those last two bullet points, we got better communications. People understand what the job really is. Understand that it's focusing on the bigger picture and not just the micromanaging departmental things on. Therefore, there is commitment right the way through the business from the most senior right the way through to the most junior. I think that is really quite fundamental. When it comes to that commitment. We need to see the senior people committed to appraising themselves each other. So we do run that quite comfortably. We can appraise each other's performance down to how well we deal with things, that commitment to it. And one thing I did do. A lot of people listening in might be a bit surprised by this, but I did say to a P a while ago, I'd like you to appraise. My performance is your manager. She looked at me as if I was from the fourth moon of Jupiter. You know, it's called Callisto by what you want me to do. What was it like you to tell me? What a good head as far as me managing you is concerned what things you'd like me to improve as you blankly refused to do that. So eventually we have this conversations that would improve how we work together on I want you to tell me. So I suggested that she wrote it down on she agreed that she would type it up when I wasn't keen. She put him in below market confidential, solitary to my desk on that. I would read it when she wasn't there. It was actually very useful because I wasn't so good at briefing her with various pieces of work. I would think that she understood and therefore would say, Can you phone data Lord, just sort this out without being specific about what anybody comes sorted out neck. So my commitment to the process meant it became much easier for others in the organization to recognize that appraisals are good. Appraisals about smoothing of workflow appraisals are therefore worth exploring. So with that in mind, let's have a look at the key stages.
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Written and recorded by Mac Mackay
So let's explore the five key steps to the goals orientated approach. First of these, of course, is to understand what the jobs will about clear foundation for any performance appraisal. We don't what dropped about, and how can we evaluate it So haven't got the job sorted out, its then to decide. What are we trying to achieve within that jobs goal with some form of clarity. Having got that sorted out, we can then said Okay, If that's what we intended to achieve, then we need to understand what has been achieved so reviewing performance. So it's a preparation required there. Ondas, a manager. We need to prepare for discussion, but I think that preparing both the review we person being reviewed as well as the manager preparing obviously makes for consents so that the interview procedure is much less fraught with anxiety. Then let's conduct it in the right way, a process, if you will, to try and understand that So those of the five steps we understand what jobs about set the goal within its review achievement, prepared for a discussion and hold a discussion, and then finally record all of that on one sheet of paper. So if you don't believe you can get an appraisal system to record it on one sheet of a four, then stay tuned, as they say, Okay, clarity. Well, should've gone to spec. Savers say Clarity off the job, of course, is fundamental now. I mentioned this earlier wrong in terms of clarity, the degree to which support staff know that their job is about saving Fiona's time or supporting clients. So clarity the job, I think absolutely fundamental. So what do we have to do? What I think the first thing is to understand what the job is all about. The objective job. Now here's a little test that's in the notes, of course. You on one of your staff sit in separate rooms on each. Write down what you think each other's job is all about, both from your own job as well as their job. So I get to mists, own job, the other person's job, then put yourselves together over coffee and compare and contrast. Well, do you understand your support? South job as well as they understand what they think it is, is their differences there, And do they understand what your job is? a bit of a maxim, but something I was always told it seemed deserve me quite well is try and keep my boss's boss off my bosses back. In other words, via understood what my boss was trying to achieve, then, much of what I was trying to achieve was aligned to that. The best thing I could do was to make his or her life that little bit easier. So the objective job needs to be understood. Some very clarity currently about that I don't mean the job description that with calls 13 anything else that the boss may require you to do from time to time. It's about understanding what those key aspects the job is, then one of the key result areas within that job support staff to result areas. The amount of time that you save a Fiona is one, and the degree to which clients think highly off your help and support assistance for them is another. So key result areas need to be addressed. What are those elements of the job? How is this achieved? What does one have to do so in the notes not gonna run through them because that's a useful list on page 24 there's a box. They're giving 15 different key result areas. Now. I think that most jobs should probably be just a handful somewhere around half a dozen. 10 maximum. I really big jobs have got a number of different. That's 15 listed in the example box on page 24 have a look. But what are they? I think it's, I think, support from your point of view in your job. One of your key result here is the quality off work that you're so that the or staff deliver on a regular basis day. But a I think part of your job has got to be about improving the performance of individuals on, therefore, as a consequence, departmental and therefore, as a consequence, business performance overall, so quality of work being down, managing performance to raise on an individual basis on then because your working a department that the individuals collaborate together, the teamwork achieves more than the sum of all the individuals. It's okay, there's just three. So it's important to do that to understand where the job is, where it starts and indeed where it finishes. So the key result here is very, very important. Once we have that, then individuals know what constitutes a job well done on. I used the example before. It's right At the other end of the scale, it's ST seems very trivial, but I'd like you to use a photocopy. It comes back great, thank you. Somebody who doesn't understand photocopy wouldn't know what great actually means. So key result areas must be about parity or time in there. So how it appears on the page or how it's compiled on putting together court bundles, for example, is essentially voted copying exercise, andan organized approach to it and the parameters of what constitutes a job well done. So key Result areas isn't just doing it on lots of copies in time. It's a lot of other things that constitute a good court bundle put together. So they're going clarity about the job. Well, once we know what the job is about, the next thing is to set the goal. Set the goal for the job. Where we going? What's the direction we're headed so that we understand why the job is down. What's building to the key result areas begins to identify what has to be done on the goal may begin to establish some degree toe how the job should be done. So setting goals helps you hair. If I Why? Why jobs down what has to be done and to some degree how it should be done. So with that in mind, who does it well, it's not necessarily only a top down exercise short. You are the manager. You have somebody that needs to be managed. And many of the goals may come from your boss through you to them, but equally having a goal, understood and developed, defined somewhere between the person reviewing the job on the person doing the job means that they get more buying to that particular goal because the thrust of a goal is all about achieving the next attainment. So you take, for example, track and field athletics. I've coach that over the years. What is a goal? Well, as a coach may turn to, somebody said, I think your point me to tie should be 65 seconds. You know, I think that you're doing it 68 not three seconds off that by the end of this month, and this is what we do now Sometimes that's a That's a goal that set down and if I might be ambitious and wanted to break from one minute trying to get a a junior runner, 12 13 year old who's running around at 70 seconds to try and get into breaking woman parent for a 400 meter run is pretty impossible unless they happen to be already under performing it 70 seconds. So a joint goal they'll buy into it because you set a goal that they're not buying into it, you might will not bother. So goal setting is often about performance management about incremental improvements on. Then both parties become clear about what is expected and how they might get there. So girls heading very, very important because it's all about raising performance in small, meaningful increments. And there's a tremendous sense of achievement come from individuals who have a goal and they get performance assessment towards it. It's satisfying that the goal might be to decorate the dining room back home, and although it's a bit of a task clearing, it'll out putting the dust sheets down and opened 10 during the painting. It does feel good when the goal is achieved. So we are very much as humans gold driven. We'll explore our quality of a goal in a number of different ways. We've heard the phrase work working smarter. What's ago? Well, it's specific and measurable, and you take something is biggest decorating the dining room board is the goal to decorate it before Christmas or before the in laws comes day or whatever it is your specific, time bound measure might be setting a goal that is achievable, of course, is sensible. Is little point a 12 year old I want you to break for me to record by the end of end of term. It's just not gonna happen, what in my experience, anyway, so helping people with something that's achievable Andi challenging and stretching, and it builds towards some particular results. So his results driven So Gold's maybe to make a shitload of money because that's really what the partners want from business. But there's individual incremental goals that build towards that, so make sure that they're put in that fashion. We will look at golds in a number of different ways and you get examples off. Good goal, he says, looking down page 26 I wanted to improve the performance in the furloughs you you get get get Bill Mawr fees. That's not good one. Yeah, I want you to sort out staff relations. That's not a good goal because it's too airy. Fairy, if you will, it's not specific enough. It's not clear enough what relations by what percent zone so forth. So there's better goals that can be written. I'll leave it at that point because it will pick this up again when we're looking at writing good goals when it comes to continued professional development. Another area off performance appraisal, of course. So setting a girl, we make it smart. You can see the highlighted text here. You know what the gold is? You know, when it's been achieved, Felix, something could be achieved. It builds towards the bigger picture again. Why? The drug is done building towards a given big picture on. We know when that should be achieved and it gets agreed. Okay, further notes there. Let's, uh, move it forward. Do you remember? The tragedy of life is not so much not reaching a goal. It's actually not having a clear enough goal. So this is something that came out of that study with C. I. P. D. Is. A lot of people work, don't have sufficient clarity of the goal that they're trying to achieve. They just know they gotta turn up, work hard on, not shirk it. Having a more positive, clear goal is much, much more successful. So if you want the higher order off looking at how we put goals together, this is how we could do it. The structure of goals on will be referring to the notes on Page 27. Okay, let's explore some or information on setting good goals. You know, they need to be smart. That's been mentioned before. But, of course, my beloved Dilbert cartoon. Here's the bosses. How you getting on with the objectives and spoken about the ones I have in mind that I've never mentioned how they going down? Because dealers is totally naming them well, we need to be a bit smarter. I think about setting goals generally, so they have three parts to them, a beginning, a middle and an end. So let's start with what we mean by an active herb, the beginning part of it. The beginning part of it means that you should start to do something, What's being achieved, A reduction in something, delegating something, increasing something, reviewing something, broadening something, some sort of achievement. Then, once you've got that as a starting point, that gives the focus, which then goes on to what is to be achieved. So maybe you want reduce debtors. You want to delegate attendance reports. You want to increase income. You want to review the needs off direct reports. So it's what has to be achieved then some sort of measure as we flagged up before the measure. What has to be chief? This is the important part off smart. So if the goal in a preventing business wants to achieve something, but it's increase, increase what fee income from domestic conveyancing by how much? Over what period. So instead of just a buck, your ideas up or work harder or mawr get more cases sorted, get more building done, it's actually being giving somebody a lot clearer objectives to what is actually being achieved. So in that respect, you'll find in the workbook guides on the sorts of things that should be. There is a structure off a gold, and it's worth exploring those when you're giving somebody a very clear idea about what is required. Okay, well, that may prompt you. But then I think what's really quite interesting If we broaden it a bit, let's step back a bit from the business and think about the key performance drivers. Andi. In my world, what gets measured gets done. If I have to record my business mileage because there's a tax implications that then guess what I recalled my business mileage. Well, if I could delegate that, but I still get it recorded because what gets measured gets done. Yeah, for yearning Scott to be measured. How much is being billed? Income is being achieved. What gets measured gets done. But you gotta broaden. Li Ke performs drivers for those staff that not only do feeling but maybe other things as well. This is a little guy that may spark some thoughts and ideas. This program I can't be prescriptive. I've given an example of conveying, seeing what if you know, eventually working legal aid practice, you organise roll your eyes and think, What does that mean for me? Well, the focus as on the screen is about financial drivers of economic success but also running smart operations. Produce economic success. Get it clients coming back, getting clients, paying the Bill Bennett kinds coming to the first place. New ones will pop. Obviously be something to do with economic success, and having people who could deliver also provides that. So this is giving you an opportunity to step back a little bit. Look at your business more probably, and say What's going on in our business on what is being achieved. So what did invite you to do is to have a look at Page 29 on as we suggested that you don't have to print out the whole of the workbook. You don't even need to print this page out. But just getting hold of Page 29 might be a simpler way to Chapman. Few people in your department on but discuss and then write down what you think those measures should be. It comes from something called the Balanced Scorecard On By balance, I mean this, that we're able to balance what's going on, that we're balancing the demands of the job in a variety of different ways. So those are the sorts things that we need to address What have written on Page 29. Down the left hand side are the four key areas and under each of those four for other types of goals. So there are financial operational customer client related things and staff. Now you see, for each of these I've given four examples. There could be more, gives you opportunity to step back, discuss what's going on in your department with others and begin to build up things. That apartment relevant to you as a goal for this next period. And remember what I was saying about this next period. For us, 12 weeks seems to be a reason period to look at what we're trying to achieve, not a 12 month period. It's not to say we have quarterly appraisals and produce a faster method documentation as a result of that, but we do keep an eye on whether various goals are being achieved more frequently. So when we get to the end of the annual period, there isn't these sort of surprises, good opportunity to either changed the goal because the world's move forward or change the attainment within that goal because we're achieving it more quickly than we thought. the external competitive factors are meeting it slower. Two things are getting adjusted and modified, and people take ownership of that, and business performance improves. So for each of these four, these four various examples do get Mawr complex, perhaps on also less direct relationship won't with the other. So what of it? What's the goal in business on one of the measures? So if you were going to have a conversation with somebody getting to look at Page 29 on, then discuss what it is in your business department firm that you need to measure to ensure the achieve a particular goal. So what I'm gonna invite you to do in a moment is to stop the recording and think about what measures might be. But I think it fair that I might prompt you with one or two of these to set you going. So let's look at the first financial goal. The goal in business is to survive. So what's your measure of performance of survival in business? Well, it's already a financial one, so maybe it is making a profit. So is a profit a good measure off survival? Well, it is long term, but in short term, a measure up survival in business is not measuring profits measuring something else. What is that? Well, as any insolvency practitioner will tell you, the definition of insolvency is the inability to pay your debts when they fall due. So it RBIs is the measure of survival. Is is there enough cash in the business account to pay the debts? When they told you at the end of the month that you're listening to this recording, your business will need to have the salaries cash in the business bank account three or four days before the sand runs a do on. Therefore, you can keep yourself in business personally. How would you feel if you gotta on email or text or something like that, or phone calls it a bit short of cash this month? Keep up. The good work we're gonna pay you next month will make them up half that three times. What? Just keep up the good work. Clearly, that isn't going to work. So the measure of survival is cash flow, and therefore that's what we're focusing on. So cash on his cash king in your business. But in my business, not King my deity. It's higher than that. It really is higher than a king because without cash, then the business will fail. We have in the past run a piece of work for the quartermaster general, part of the Minister of Defense. Bastard Children, 50 staff training program. Over a number of weeks, we employed a lot of other consultants and advisers to help us with That went extremely well, very sat inside. We got paid a certain amount up front on the project unfolded and then all of our consultants needed paying. Unfortunately, not by any since the people that engaged us, they approved everything. But the money took six months to come through. Whatever the reason was was holed up somewhere, a glitch in the system. And we didn't get paid in six months. If it wasn't for Lloyds Bank business bankers, then we find ourselves a very difficult situation. Okay, give a bit of detail to that, but I think it's important that we see that survival is actually about cash. So what success in business. But I think here your measure is profit. Okay, so two different measures that you make if somebody that you need to improve cash flow within a business or you need to improve profit. There's two different things, and off you go then so pause the film. Have a look. Run through those on. Then I'll come back on bond, See what you thought under each of us. Remember, as you get further down the list of four in each of the four groups, there is a less done wrecked relationship between what's being measured in what the goal is. But it's still valid as setting somebody go with business. Okay, uh, now it's probable that she went through that list. That monitor you would have perplexed a bit so well, never space and will help fill it up for you. So what are the measures? Well, in financial terms, as we saw, if we're going to run a business, there's a number of different things that we need to do to make sure it works. Short terms with his longer terms, a short term survival, as we said, his cash flow. But success is measured, perhaps profit terms, prosperity well, ask different measures of prosperity might be there, but profit growth might be an important element of it, not just turnover growth, so profit growth as balancing he of the SportsCenter's excellent faces. He said that turnover is vanity. Profit is sanity, so prosperity may be measured in that way. Recognition brand value. Well, as it did, say, someone get a little less direct, middle, more intuitive or relationship between them on when it comes to measures off brand value, it may be indirectly the degree to which your firm is getting recommendations from estate agents in the town. The number off them, it gets him from sex and not 12 you know, whatever those things might be, how much work comes your way, value wise that you didn't have last year from clients that you haven't directly promoted yourself to her was what's coming from recommendations will be an element of brand value. What proportion of cases go through the Magistrates court that you handle in a particular sector, different things for different people. But they may be important, and therefore you have some sort of measure. Now, remember, when we're turning a measure into somebody's job goal, then be careful that you identify things that actually going to have an influence on. So if he is about getting recommendations from estate agents. They've gotta be ableto have time and opportunity to get out, meet the people of the agents and passed around the box of business cards, get reprinted all that sort of thing to drive that in that way. So although there will be measures of performance for the business than the degree to which individuals can inference, those measures, of course, become important. Okay, well, let's turn now to the operational measures. Well, what are we going to measure here? Well, I think when it comes to efficiency and effectiveness, they obviously similar. I'm related. But efficiency has to do with time based measures. What is achieved on how long did it take, where his effectiveness has to do with achieving an outcome? A couple of examples from my own business, where efficiency is important? How long does it take to raise an invoice? What's the timeline for that between Everyone needs to be raised, knowing what the fees are. The expenses open training course, feedback sheets, attendance registers. All those sort of things have to come together. V. A T has to be calculated. Word documents need to be printed and attachment scanned or whatever else needs to be done on the whole thing. Put into the envelope, put it to the franking machine or Wade, or whatever it is being done. How long is that process with 40 minute process getting the team together to reduce it to a 30 minute process? Then that is achieving MAWR in less times. Efficiency may be based on that sort of way. Effectiveness is about not about speed, but about accuracy. I remember sending an end of you Christmas card to clients on. Somebody produced all the envelopes. I was going through them because if I'm going to send somebody, Carter put noted it wishing well for the end of year celebrations, whatever they might be. Season's greetings, as I was going through then, recognize that that the address was actually incorrect for somebody here. Data Lord change their address, the world back and had the old address. So I said, Look, you got the wrong address here. Oh, gosh, she said. I've done the wrong database. Let me sort it for you. Within a few minutes, a whole raft of new envelopes were produced, and I thought, Well, that's that's very efficient. But as we went through she pressed the wrong button again. So highly efficient, potentially ineffective. So effectiveness is about achieving outcomes. So it depends what sort of business you're in as to what may be relevant From the point of view, it maybe client related. It may be not missing timelines in that something it may be. Effectiveness is recovering Mawr If you're a litigator, proportion that maybe effectiveness. Recovering costs is effectiveness. That's a thing. Legal aid and so on. So many varies there. But remember, efficiencies. Often time based effectiveness is in terms of some tangible outcome. Now, accuracy. Well, everybody needs to be accurate to bury degrees, but accuracy, maybe the degree of reduction of waste. I've been doing some printing, so I got it right. First time I have to throw that away. You know how much goes through The laser printer is actually pretty right First time and not being thrown away. We produced resource packs. Their paper, based for some clients want them, is paying based on explain resource packs later on. In this program, lots of printing involved on how much of that printing ends up in the waste paper basket is a measure Katie, with cost of toner and further conducted drums and so other things with so high value laser printer becomes very important. Accuracy. It may be simple. Is you dictating half a dozen pieces of communication letters were heavy. European court. When you come back off, those six typed up by support stuff. How many got signed without having to go back for correction because of a typographical error. So accuracy, maybe in those sorts of ways of reduction of waste, its time so so forth. Now quality has different measures in different areas. Legal aid Agency. Lex L Accreditation. This is quality markets going, although those sorts of things I s 0 9000 industry. They're all attainments of some sort or another. So again, it's an outcome terms. Sometimes it's a a quality job is achieving a particular piece of meat For me, there's a financial measure of quality of work. How many invoices get paid without quibble? How many invoices actually get recovered? So there's quality work measures there. Okay, So I hope you found that useful to explore some of those things and hopefully is give me a few ideas. Now when it comes to clients, of course, there's a lot of things about clients. The recommended a lthough we retain them so quiet will be quite important thing. So you sometimes for client satisfaction, may have to go out. Measure that by satisfaction. Survey client satisfaction can be measured in terms of number of complaints, but actually, I think that's a rubbish measure. What you need to record complaints, of course, me to address those deal with them. But if somebody complains, some estimate that could be maybe 20 people had the same or similar problem, but just be bothered to complain. I'm not dismissing complaints at all. What I am saying is that these other measures off satisfaction, and for us, it's invoices. Being paid without query is obviously a measure off satisfactions. Indirect measure, of course, when it comes to responsiveness depends on what you're doing but responding to somebody's needs, maybe speed time based measures. With that, maybe it's the way set up in client care for immigration firm four hour response time. When a client phoned up, spoke to the admin team, somebody would call them back with an understanding what's going on in a particular case file within four hours now. You may argue in some worlds child child care matters or criminal matters before our response times bit tardy. But it doesn't matter what's what measure you porters on this relevant, pertinent to somebody's job. Uh, responsiveness, maybe the degree to which people kept waiting in reception. They've got a 20 clock this afternoon. How long do they wait in reception on average before going in to see the caseworker. So responsiveness can be quite an important thing. Different areas of the law may differ, of course, but also quite important. Loyalty Well has suggested it's the degree to which clients come back on. Criminal practices have a great loyalty amongst their communities that they serve. So that's an important thing. Loyalty. It may be in terms of whether they bring this being a similar problem back, or the degree to which they're likely to recommend and so forth will be important. Now. Market share. You know, I thought, What is the measure of my market share? Will has suggested. If your conveyancing firm, the share of voice from all those estate agents in the town that are recommending, will be an element of market share, It's a relationship you got a developer in your region that's putting up 300 houses or proportion of those come through your door. Share market share could be taken in terms of what's called in supermarkets. Share off purse. A bit sexist, I think, because I shall be supermarkets and I want it. But yeah, you know what I mean? Share a purse means if somebody's coming in through our door, how much of what they spend on household goods. So they actually spending with us, and we've seen it with different supermarkets. Our local Tesco's seems to be a superstore of all variety of things, from tins of beans through to technology and computing, and so on and so forth, and clothing and vegetables and so on, so forth from stable to share off the shoppers back of money effectively. And savers, I think, have done pretty much the same thing. So when it comes to legal market, a market share maybe for commercial firm, they're dealing with a client do with non contentious commercial matters on that you find they've got unemployment department, but they don't come to your employment team. They go to another firm for their employment matters. Well, no conflict of interests. Then why aren't they cross? Referring says the degree to which a purchaser off legal services actually shops at a given out your firm. If you're a multi disciplinary practice, for example, so I hope that's giving you a number of options there. And then, Of course, when it comes to staff, you don't achieve any of the above without people be bothered to do it. So what is your measure off motivation stuff? Well, there are varieties. Of course. There are productivity, financial measures of motivation. But often people may find that they actually quite demotivated, fearful of losing their jobs. So they appear to be achieving particular financial goals. But they're still not necessarily motivate is a cause of relationship there. But I think when it comes to people, motivation measures, maybe timekeeping the degree to which people arrived a little bit early, so they're ready to work at beginning of business, whatever time that might be. The degree to which people get themselves organized, the degree to which people are attending to what they need to do on the time they spent. I don't think that overworking and long hours cultures is a signal off motivation. Purse aid may again be a signal fear they haven't present easy because they frightened something to think it over. But they are actually in the office, So motivation of staff could be the degree to which people have sick leave. You monitor somebody's sickly patterns over the year. Isn't it surprising they seem to have a sinking on the Friday before bank holiday? Is that curious how Mondays and Fridays seem to be days that we feel a little bit off color? Eso. That's an indicator again, I think. Motivation of staff, maybe the degree to which people are there. There attitude approaches. That is an indicator, but it's not a measure. Holidays taken. I think people should take holidays on so forth. But again, these sorts of things that become apparent on motivation the degree to which they'll cover for other people. You want support staff to save any fear in this time, not just one or their chosen person within the department. You want him to be much more flexible, not just supporting a given climb, but any client helpings for not in their department from point your possible information clearly and be helpful so they're indicators. They're off motivation staff. Internal gross. Well, that's the degree to which you promote internally developing the performance of your people. So when a senior person leaves, you've got a more junior person able to step up to the plate. We talked earlier on about succession planning and those sorts of things clearly going to be very important to manage the development of your people. Internal growth in total growth course can also be in terms of matter, complexity. You are. They handling more complex matters as well as handling maybe a greater workload because they're getting more effective in what they're doing, more efficient, how they handle it so eternal growth can be measured in a variety of different ways. Innovation? Well, that's probably an unusual well for some folk. What? We're not innovators. Percent were law firm. No, In fact, you are because you find a better thing to do or better way to do it. So somebody who can identify that the invoicing system takes 40 minutes to create the invoice find a better way of doing it. Brings it out 30 minutes is clearly an innovator. So what's the measure? The degree to which people are able to look at what they do and say there's a better way to do it or here is a better thing to do So it's not just the number of bright ideas or the value of those ideas, but the fact that they are really contributing to the overall operational performance off their part of the business. So it's the degree to which people are either finding a better thing to do or better way to do development. What's there, a measure of people's development? What we hold You mentioned this in terms of matter, complexity. Maybe development may be taking on new roles as a career path develops over time, something on working on the firm's defining what a career path is from the junior trainee, paralegal, newly qualified, good, nice and advances and so forth away through Thio, more senior associate junior partners and senior partners. So for development, investing people has measures off development, maybe in terms off, and we'll explore this helping people with their CPD, the degree to which they're able to identify what the developed needs are and completely developed. A plan to remember that the CPD part off competence across a variety of different skill sets. Yes, I have been talking about it. Something will pay couple, as you know, at the end of this program. So they are lots and lots to different ideas that you could now use to explore how to write good goals before your people do remember. For each of those, it needs a beginning, active reduce what middle bit by what degree? As end measure, with a defined new miracle idea of what the constitutes a job done to whatever standing. Okay, so from there, we then move on to reviewing performance on the job itself.
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Written and recorded by Mac Mackay
Okay, let's turn and look it. Reviewing job performance. I think this is quite important one to recognize that for May it's far better to have something that's a continuous process. Not say that we run the full annual appraisal in this way, but we do keep an eye on what's going on. I made the case for the wrong. That continues. Process is much more successful because things move forward. It's not appropriate in most businesses to wait for the whole year before looking at individual goals being changed. And remember what was sent in the C. I. P. D. Study early 2017 that maybe just shy of 60% off employees say their organization has a mentioned process, so 40% are clearly not and as we'll see from the S R. A, that maybe 70% are having some form of annual appraisal. But that still leaves 30% off law firms without having some form of proper appraisal. And it has an effect on the business overall because people like to know how they're doing and get good feedback. It's highly motivating. And if you're get people that accustomed to regular reviews and feedback, they know how they're progressing. We'll begin to feel much better motivate about this. There was a fundamental study carried out, um, about 100 years ago, looking at two groups of people in a manufacturing environment on they try to work out what it waas would improve the assembly of the components within the factory. So one factory just left zone the other half. The factory managers try to do all sorts of different things, incentivize them, getting feedback, work structures, change the lighting, do this, do that, do anything, play music, try and work out what it waas that was improving performance on the bottom line of all of this was that the group, whatever the managers, did actually improve performance because management got involved. The other group that was not being involved managing whatsoever had lower productivity. So getting feedback, getting some interaction somebody notices, is an important element off it, because that's such an important part often achievement culture, which, after all, is what you want to try obtain for your area of work. So not only can we have more frequent views off what's been going on within the business, but more regular review of goals because you could end up at the end of an annual process without having true goals that they become outdated, says Worth looking at that and then more frequently, the interaction. Then more frequently, you've got to have a more accurate assessment of what actually be achieved. So the annual appraisal should be a summary of all the other interventions as frequently as needed for the job holder. Now, more senior people isn't this will not want on day named Tohave Mawr than probably an annual appraisal because they know on the people managing know exactly what's going on. They have that good guy. Look again. I emphasize no surprises at the annual appraisal before junior managers looking at this may need more frequent interactions with their staff. But the annual appraisal is a summary off all of those key result areas. Remember, a job should have maybe half a dozen more senior jobs, perhaps up to 10 key result areas, so each of those key result areas should be looked at more freedom, their frequency with which it seems appropriate for the job holder. The experience of that job holder as well as the complexity of what being what is being done. So more frequent reviews of those key result areas means that the annual appraisal is a summary of all the other things that have been going on and not there for this. Rather peculiar once in a year, view what's been going on because most of the stress comes from having to review a whole year without those milestones in the year to be picked up. The other thing, too. I think anybody in business, legal practice and different federal forms with V A T forms legal aid agency forms a form for this support from that perform from everywhere else. I have worked with some little firms that have a 678 page performance appraisal document, and I think it can be brought down to one single patient. Illustrate this in a moment. So oh, no, not another form needs to be overcome. So I think if you are looking at a system with only one form, then life becomes a lot easier on. At the end of the day, people know what the job's about. They know the key result areas, then obviously it's far better that people gonna praise themselves. They know what they've got to achieve. They've got a good goal with the beginning, middle and end, as we described, they know whether they are getting there. Then that self assessment is self rewarding on self motivating. I know what I'm gonna do. I'm getting down getting there. Getting there is a very, very good performance cultural thing to have so that you don't need management interventional time to see what's going on. And, as I mentioned before, catch somebody doing something right is highly motivating for individual. Okay, so the feedback process. Remember when we talked about the bark management program a while ago? The first step in briefing the first step in assessing is to do what is to talk about the value off the process, about being able to brief people with new work because it's part of a development about the individual. Some of individuals performances what the business is all about on. People will value that feedback process because they then get an idea about how they're doing them or that you're able to help people with feedback mawr. They're able to give their own feedback on where they're getting because as a senior marketer on senior manager as a child. In both of those, I need to do a reflective approach and do my own feet back by large. I have need to metrics of performance, of course, but I have to essentially do it on my own. Senior people by means, are able to do that if they're open and honest. So, so far, so good. Well, I did promise you the one page appraisal document, because what is it performs review is all about. It identified. The individual summarize their key result areas, whatever they might be and then to design. Where does that go on? Take it from there so you'll find this. It is a genuine one from our organization. Page 31. When I was reviewing member staff a while ago, Junior associate. Her overall objective purposes developed commercial department off the business. Andi has a number off key result areas, and as you'll see running down Page 31 that there are five mentioned here is an edited highlights because there's a couple more. It's about debtors delegating various activities, staff around with things business developed a couple of areas there that each goal is defined very clearly short sentence and, as you can see, reduced debtors by a certain amount over previous year by the end off the financial year, so it's an annual gold being established there. So what is the goal on what has been achieved now? It's very easy for the job holder to look at these and no, for herself how well she's achieving that. So when we come together for a discussion, we can recognize good progress because deficit down from 45 days down to 45 days from 62 in the previous week. As you look through her document, you can see some things have been achieved on if non progress or nonattainment. Then why on a couple situations here, something's been on sick leave on. Therefore, they haven't been able to provide the information she needed to do her job. That's it. It's honest, is open. It's straightforward, so you could look down each of those key result areas, see what the goal is. Examples of that and then you can see where the achievement has been. And then, underneath that, what we add is any development training needs. It's a sort of summary where we are as you don't well in that means stuff. Delegation developed golds, but she came needs some help on marketing. Business development hasn't got a complication marketing, so she's agreed that you needs to attend a negotiating skills workshop. We could write internally, but I think you'll value sharing ideas with people outside the business. One with the Chamber of Commerce. And there is a business development shop that looks the fish market and so forth. We've identified for her one of the city's nearby, that she could be doing those in the first quarter. So there we go, additional comments down there if you just developed role and so forth. So it's very straightforward. Cheese signs it. I sign it on. I just go. So that's it. What more do you need? Yeah, if there's going to be a CPD development plan, well, that's something quite separate, but I will be coming onto that on this program. But that's something that we can look at outside off the summary. So I've got half dozen Member Star Fist, six pieces of paper. They've got a copy are gonna copy. They have got the key result areas clear on in front off them. They know exactly what is required. So it's a very simple document. Simplicity means it's going to be used. It is used. Then, of course, it's going to be more successful. So I hope you find that useful. Please adapt your own to sexual particular business on the way in which it goes forward. But do you remember that the message and the media are very important, So face to face communications with Come on, how we manage those sort of things in moments for look at how we prepare for discussion. Location discussion. Exception is very, very important in the face to face. Meetings are so fundamental. Unlike Paul Gilbert here, a text message Keep up work, which means that he's just had your praise and it's gonna be a lot better than that. That's what we're going to turn to in the next section. I do think it's one of the important features off this whole approach to the performance president. Suggesting here is that the force can be reviewed against the goals. So much of that preparation calls will have started way before Aziz. The process developed goals were established on. We would always encourage self assessment so that individuals know what their key result areas and they can work on the so preparing for the discussions will see in a moment need to prepare the crazy. So you remind them about the what's gonna be discussed is the key result areas. Ah, high performance culture does not keep key result areas and bottom patrol and bring them out four hit hours before an appraisal. It's about regular reviews about what the job is about on whether it's building towards that so they can prepare themselves as well. Now, naturally enough, If there is something that's gone role, then you need immediate feedback to put it right after particular incident. I think if there has been poor performance, then changes required to remedy that and you're not in environment could allow poor performance to carry on too long. Clients delivering proper stand of service exception, etcetera, doing with vulnerable members of society. But equally don't forget that if you positive reinforcement should be there for good performance, so good behaviors need to be dealt with as well. So there's an immediacy to this dialogue between managers in the person being appraised. But remember again what we talked about here is to give that sort of overall summary off the period, and it might be for new recruits. Run to be short periods. First month for six months for more senior people than once a year is obviously sufficiently adequate, perhaps, for the overview that we're looking at. So preparing the discussions fundamental. So what can we do to do that? Well, it's looking at the individuals so that people know that it's all about building their contribution to the team. Overall, it's individual performance of all those key result areas on the goals that were set up, still relevant. If not, why haven't they changed? What is the period that they were set for? Where are we now? What? Where are we going forward to continue their Does the individual have control over those outputs? It's no good giving somebody a goal that they can't improve sufficiently. And we talked about this with about scorecard. There will be bigger things that have to be achieved, but individual may not be necessarily directly responsible for all of those various bits and pieces, so those behaviors become very, very important for the individual. Make sure that the whole period is under discussion, not just last week's activity ignoring what's been done previously. So this discussion is annual discussion. If you get a running annually, will be a summary of all those interim discussions. So what is the discussion going to be? Well, oddly enough, discussions have a beginning, a middle and end, so that gives people a little bit of context on. It takes a logical sequence through this. So the beginning off your discussion should be to reinforce the report that you've got with that, uh, the caseworker or something you're reviewing its about the system that we have within the firm to develop the business. Overall, this contribution each individual to that, however large or small, that might be on its about that joined up thinking between the crazy and the praise, or to make sure that they're getting a good feedback and so on so forth. The preparation of the review is obviously important. The middle part of discussion has to do with the key result areas. The women. Something could improve on those on, therefore reminding the crazy before the event. This is what we're going to discuss, and if you look at the moment page 34. You'll see that we've got a key result areas listed down for somebody's particular job on then space to say specific ways in which you the praise or is going to involve me. Well, a similarly, by reminding the reviewing that you're going to discuss key result areas is for them to come up with their own observations of what's been successful and why they were successful things that they did. They could try again next times those sorts of things that are there. So what we've done and this is picking up pace. 34. We've got me the key result area recoverable fee and put, you know, the fees build and recovered in the first quarter with 7% percent up on previous years. OK, so how was that achieved? Great that it was achieved. But how was it achieved? What actions worked? Well, what actions could improve it? What can that be maintained as while we're getting billing recovery growing, there will come a time when you're recovering everything in bills. What is the appropriate goal with gold is very easily achieved. Could it be revised to change that in some way, preparing the review we about client care, for example, number of clients and, of course from plate increased by 14% last period last quarter. For itself. Why? What warning signs were missed. What was involved, what action was taken. How are these resolved? If these sorts of things, and so we go through of then in the end of discussion, is about where we going from here? No, it's that entire in itself. Or is it a continue of continuous assessment? Continuous improvement? Theo goals good enough for the goals not yet achieved. More resources needed to help this person achieve where they're going. So much of the preparation will be to help somebody to understand the system because it's a high performance culture. Those organizations that have not yet used the on annual appraisal system in the way, which we'll discuss. Maybe the review needs to forget the old way and look at the the hard way that we've been talking about here. So the review E needs not to pitch up defensively with arms folded, but needs to be open and ready for a mature discussion about the organization. And therefore the revue ET may need a few skills thinking about to handle the feedback. We've talked a little bit about giving feedback on a dock at hot 1 to 1 basis. Well, what about the notes that we covered on how to receive feedback? That maybe that's an opportunity for the reviewing to develop and think about and to be ready to ask the right sort of questions? You're a good manager. You give people feedback, you back that up with evidences. That information's going on and you ask the right sort of question. So be prepared for that. I think much of the preparation saw this in briefing and assessing was about being ready for the sort of questions. But the review E is likely to ask. So those sort of things obviously become very important as well go to have good use of time. If you've got five people to assess, then you don't want to spend a couple of hours on everybody on each one because that's gonna take a whole day of your feeling away. Therefore, the better preparation for the review. We better preparation for you. The manager means that these discussions can be highly focused on individuals, own key result areas, home things will help perform on getting the best results. That is not to be long winded. If indeed you're helping your review ease to understand the system, to understand how to prepare, get on five together, cover that separately and then next week have conversations. So it's no point repeating the same thing to five separate review ease when you could got more together, possibly on taking them through it. So think about those and get the best use of time that's available on. Remember, the focus at the end of the day is about the individual's performance, not whether the systems robust enough that's needs to be sorted out long beforehand so that your review e's hit the floor running, know what they're talking about, come away feeling better about their job than they did before the discussion, thinking better about their job than they did before the review discussion repeated that because I think it's so important and I don't want anybody to miss that. And how often have you in your work experience had an appraisal and come out of it being better before you went. So it's a focus very much on achievement and so forth and then the next step along the way. Finally, then let's think about how we're going to conduct the discussion. Well, first thing we need to make sure that we've got the right attitude of both parties involved, that the appraisal needs the attention it deserves from the manager. The preparation of the reviewing helps them also to get through the idea that this is about then as an individual. It's about their own job on often it doesn't have to be about chasing the higher performance. It's actually something to do with making the job simplified in some ways, because the key result there is need to be achieved. So how can you simplify the job to make sure that those things do get itchy? What are the barriers to success? So making sure that that's clear messages there develops that high performance culture, It's actually about taking away the grief and jobs to make sure that things improved. So when it comes to preparation, we need to make sure that the discussion we gotta have is prepared with the beginning, middle and end what we're going to say to people about the overall process that we've been looking at what we're gonna say that's common across all people, about the approach that's being taken within the department to look at their individual contributions to the team. That's common across everybody. So that's very straightforward, but also what it's all about. The end part of it is also going to be fairly straightforward in terms of the way it's recorded, the way it's developed, what it means for new key result areas going forward over the next period, off assessment. So those of common things, it's the individuals, key result areas within the middle of it that is going to be different so you could be simplified. The whole thing has already mentioned if there's preparation for people beforehand, then that maybe across the number people to get more in the same place. I think it's the fundamental that manager looks at the meeting arrangements to make sure that it's conducted in the right way. Appraisals over lunch are not wise appraisals in a public area of sometimes and not the best place to do it. I have been waiting in hotel lobbies for events to start listening to people running an appraisal, be their staff member who's looking fairly gloves you might suspect. So it's got to be at the right time, the right place. So there's no interruptions, no point holding it in your office and in answering the phone, it's ringing three or four times. It's gonna be a separate room, a meeting room or something like that. You've got to get covered. Phone calls. Obvious things, perhaps, but these are things that sometimes fall down. So it's understanding that during that period of a conversation other people gonna cover for the review we from their clients calling mobile phones off obvious stuff like that, knowing interruptions, the location it needs to be thought off. Personally, I don't like to review people across desk. What you face to face is that solid barrier between vacuum be much more informal. Alot desk put copies on their on DSO for a relaxed atmosphere in somewhere, another on duh guy we work with Hey was working in the Glade, and he said that he surprised everybody by producing chocolate hobnobs for those particular review discussion sums of a simple ice break, and he was well known for his own love chocolate hobnobs on. He was willing to share them in those situations. So whatever it is that that gets it to the right sort of atmospheres about helping and supporting people, therefore the full involvement review easier, thinks important. It's not a top down. This is what I have looked at you, and this is where your failing type of approaching you may have had. That sort of situation is actually top down as well as bottom up. So full involvement review E. It's a two way into change. It's a discussion. Remember the pointing finger and three coming back to yourself and so forth. So I like to get make sure the people that they hit the floor running of buoyed up positive about the opportunity to have a discussion about the person themselves in a 1 to 1 on That, of course, is so valuable in high pressurized mint, the dynamic environments that having that air of the boss for period time is really, really helpful to people. So therefore, a review we can review themselves if they got the key result areas, then those simple questions that we've already given on feedback, you know? What did you do? What was good? What would you do different next time except in Central. What would you want to do? More or less old and so forth? We'll explore those as we get Ford on this program. Touch them already, but they're worth repeating, So I think that's very, very important part of it. I have to say that I would argue that I'm not the best listener because I can really be my mind being full of there's bits and pieces and I want to say something So when something's halfway through what they're killing me. I think I know where they're going. Don't finish their sentence. So active listening requires people to actually stop, listen, demonstrate their listening on asking relevant question, a za result of what they've heard Run offload their own comment, thoughts about it. So active listening is very, very important on the review. Eat. If they're evaluating their own performance, they need to be listened to on the questions of the why question. Rather, they tell questions. Why did that happen? What do you think would be a way to improve it? How do you feel about this yet very open questions rather Well, I think I know what you should do here. It's about listening on exploring options for game, because at the end of the day, it is, after all, individual development, not just about the firm's development of shed load of money for somebody else. It's all about individuals, personal satisfaction, job delivering a good service to clients and retaining good people, people that want to make a contribution to something really worthwhile. So individual development is so important. James Reid, who is the chief executive officer of Reed International, was interviewed on TV just this morning. Hey is a passionate beekeeper, and he says that one of the beauties of Bee Hinds is that they got a lot of people that bees who are you know, exactly what is required off them on bald, delighted to make their individual contributions to benefit the hive as a whole. And he was saying, This is a very good model for people work. They know what the big picture is. They each know what their job is and make an individual contribution to that. So what is the overall sense of purpose in your firm? How is that communicated? What contribution does every individual make to that, no matter how big or small it might be. Everybody's individual contribution builds to that success for the economic prosperity off employees as well as, of course, providing a sound good legal service to the various sectors that you that that you said So individual development builds to the big picture. That's that's worth remembering when the discussion of faults don't be the Believe it with the manager that I had mentioned this chap a long ago, you asked it to do something should leave it with me on. Well, the buck didn't even slow down anywhere. There is desperately stop. He didn't follow through with his commitments. So if the commitments are going to be highlighted to give extra resources more time changing things in such a way that people have the facility to perform their they got really problems with i t. I have this member staff complaint. Blake couldn't do things, and I wondered why that happened. Made the case for improved technology to do a particular job. I listened. Puts in place on the life is so much easier. Think about to the future goals what's been achieved, reviewed past performance well. Part of the discussion is about the new goals going forward on this is not top down. This is a joint activity to improve the performance. Overall, the key result areas the girls get prepared on, then it's very simple, then relatively easy to look at the future goals and then pass them on for somebody else's achievement. Now, this may seem a little bit unusual for some, but I firmly believe that there there's no point discussing salary during performance appraisal on basis. Well, there's a number of reasons for this, not least of which the appraisal is about. Appraisal on salary reviews is something quite separate. Sometimes you need to run through a lot. The appraisals before you can decide walk salary enhancement, if any can be achieved. So again, I would separate these two out. I know that one appraisal and performance. You deciding that if the average is going to be, I don't know, let's say two or 3%. Some would get 1.5. Some will get to know if you want to reward the better performance. Perhaps maybe it's just going going to be universal across there. You see, if you put appraisal together, that's going to have a salary review at the end of it. We even tell the job holder what salary is going to be born. Is he or she gonna wait for whatever you're saying beforehand is going to be ignored until you get to the magic number of what this every improvements to be. So I think it's far better to focus on performance on then to have a discussion of another occasion to explain what the salary increment is going to pay on, depending on the organization of a number of people involved, a certain things that discussions of salary increment or to be face to face rather than just that, send a message or send an envelope or something like that. But then that's my view on it on. I think it is worth exploring options, but I certainly not recommend one does that? Okay, then we also need to make sure we keep a record on. The record, Of course, is illustrated on one page is very, very important on There may be alongside that the personal development plan, because ideas on the key result areas on issues that come up there in terms of trained develop made as discussed will be one or two comments as we saw an example, I gave. But then the revue ET should have his or her personal development plan together later. Go on to discuss that So that the individual can do that immediately is to translate Pops discussed in their appraisal into their CPD plan that continuing professional development plan. Here's Ford. Then make sure that there is some sort of follow up that people recognize. There's a certain period of time commitments are going to be honored, that there's new information coming so that the appraisal, maybe that there's interim discussions in trim, you may say, Well, something's gonna tend to cause what I'd like to make sure that you have gained from that and we could talk about how that's going to be implemented, what you've come back from that training calls into the workplace. Does that mean, as a consequence of that new training that you've attended, for example, new, other, some other continuing professional development initiative? Is there something that could revise the goals in life of new information you experience? What is the follow up period? Because then it's the high performance culture. People looking at what they're doing, things about how they can improve thinking about how they can take the anxiety and stress is out of a job on Make things go better. So I hope that's giving you some sort of idea. Do you remember when it's when you conduct the discussion the beginning and end things in common for individuals? It's the middle bits that focus on the key result areas on review those from the past and define them for the future. So what are the essential features off goals orientated approach? Well, do you remember that improve performance? It just doesn't happen bios most. Is it something that needs to be managed? So therefore, commitment from the most senior right the way through is absolutely fundamental. Gotta have a high level off commitment from both sides, not only from the partners but also from staff staff have got to be actively involved in its starvation, and I find that when it's being when being implemented world being run well, people want it. They want to know how they're doing. They like to get the constructive feedback they'd like to look at ways and improving things. But certainly if you're looking at managing high performance individuals you. You're trying to manage them Fiona's and so forth. They do like the challenge, and they like achieving those things on. They gain a lot from that great sense of achievement comes from that. So it's about sometimes organizational training. You run through the key features of the goals orientated approach will. Okay, what about everyone else? Who else should be buying into the data lower approach that you've got to looking at running a good appraisal scheme to take somebody through the whole thing and have a little bit of practice on it? Hands on may take half a day, but well worth that investment to be able to do that. But organizational training may also mean that the review ease need to look at how they write their own goals, how they developed them, how they respond to feedback. The ways in which they can self evaluate their own performance is certainly worth doing on that simplifies the whole process. It speeds, it'll up. The quicker the process, the more frequent it's being used more frequently being used. The higher the performance that retains from that on, then it could be applied consistently across the organization is not just good. Your in one department happens there, but another department as well in other areas and with other managers that war managers are high performance managers that allow the managers of high performance coaches of higher performance amongst this stuff. Why? Because we want the economic prosperity that that brings and the opportunity for everyone to gain from that so that consistency across the organization is there because it's a lot of really good people out, man. I meet uh, lawyers every single week, my working time where they are not getting recognized for good performance and flogging themselves, working really hard on bits. What is noticed is what they're not doing rather than what they are achieving. So I think that's worth looking at on reward systems. Well, that's a new subject all in itself. To have the right sort of reward systems for that. Remember, money is not the only reward. There are other rewards that maybe there, so the reward systems need to be thought off. You may not have necessarily great controlling those, but money isn't the only reward, and neither is it a particularly good one. In that respect. Why do I say this. Well, let me I invite you to look at your own salary. Think of the think of your Sandra. You have that gross figure in mind. Okay, What would you like? A 10% pay increase, Right. But course she would. So, you know, we will put our hands up for that. Okay, well, let's take your salary. I make it work out 10% of it. I'm not off. Yes, on that. For then Show your 10% pay increase that. But now I would like you to have it because the 10% pay increase your pay more in tax, national insurance, and possibly pension contribution to. So OK, your 10% pay increases. Now this 5% figure. Well, if you got a calculate his hand like you divide that 5% figure by 12 because that will be your monthly improvement in salary. That sounds very modest. And why this game of things off anyway? To do that is to increase your performance similarly so that if you are working a five day week, you're now required to work 5.5 a week at the same rate, cause that's a 10% improvement If your target is going to pay 100 whatever it might be, then the only on your salary if you're feeling is 1/3 of that. Same as a normal sort of figure. Well, all we have to do is to increase your target by 30% in order to give you a 10% pay increase. Hang on a minute. Do you want that 10% pay increase after all? Well, know there are. There are other reward systems that can be developed on it is quite interesting where these fit in terms off achievement and so forth. So I hope that's useful for you is give me a few ideas. But one veiled those organizations that have no system yet to launch, something that I've just described by saying Okay up in this data, little courses for brilliant ideas. I'm now going to launch a new system. Well, I'd like to talk about appraisal without tears. Yes, and this is a photograph of one of my member staff. So let's explore how we can have appraisals without tears.
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Written and recorded by Mac Mackay
I worked for a number of firms, and they've been interested in establishing on appraisal system on. Unfortunately, if there hasn't been an appraisal system or one that's not working particularly well, it can be quite a bit of internal resistance to this. The middle of something culture of an organisation, maybe, is because there's a modest organization with a few people now grown sort practitioner with a number of different employees. It's not easy with spares. Fast results is to be able to have a full, all singing, all dancing appraisal system with, such as I described Now I do know that working with some larger organization with multiple page 6 to 8 to 10 pages of a appraisal full that having a refreshing approach that brings it down to one pages, I suggested, has been really helpful. But what I'm looking at here, those organizations that have no really got a handle on appraisals about the size of the may be modest. Organizations maybe biggest still, it's sometimes very difficult for somebody to come back from a course or something like that such as this, and said, OK, we're gonna have an appraisal system. Well, it's about you know. Has it been like turkeys voting for Christmas? And it isn't gonna happen because most people view from their own experience of other organizations. Is that when somebody is checking up with a clipboard on what they're doing, then, as I've illustrating before, when we're talking about Children, is that our experience of more senior people, head teachers or police when it comes to monitoring what we're doing is all about gotcha. So how can we develop appraisal systems without people feeling bad about it? So this is something that you may find useful that you may find works for you. If you don't think it will work for you, they don't do it. Don't suggest that everybody has to do this, but it's giving you some ideas from organizations that I've worked with, both in the legal sector and elsewhere that have no appraisal system. How a manager can start getting people ownership through taking a Siri's off steps and processes Page 42 off the lot's may guide you through it, and it goes through a number of phase. So it just explain exactly what I really like to do to try this out. If you ask most people about what's going on at work. They can quickly identify what gets up their nose. It might be. You get something those asses, the manager. But the first thing to do is to actually identify asked people today. I mean, I'm sure you can identify a few things that get up your nose. I don't know what it might be. It might be that people talk about others behind their back. I mean, that doesn't knowing May that happens. Maybe people's private phones going off during work hours. Maybe, you know, somebody might steal my stapler. I won't put my hand out, grabbed hold of it. But it's not there. It's across the other side of the office and that it is annoying. So maybe the phone rings and over the answers it maybe that's the sort of thing. What I invite you to do is to illustrate a number of things is they're not aimed at any person. I do not want Sally to steal my paperclip staple again. I did not want Jane to do this is not personalizing. It's just identifying things. They get up their nose. I think if you got a group of your team together. They'll have a bit of fun writing down things that get up their noses. Okay, then this. What one does is to turn those things around and write them as a positive statement. So, for example, people talking about others behind their backs gets up your nose, but it could be written as a positive statement. I'm supportive of others at work. So get your team together, start brainstorming right them up on a flip chart of what gets up people's nose and then translate that into a positive statement. So I keep my personal mobile phone to break times. I asked the telephone promptly, you know, willingly cover for others on the rotor. And so one. So you've got examples on the on the Mexican with this program on. So So that is a positive statement. So once you've got positive statements and you could illustrate that with maybe a handful of five, get the team to identify 15 or so other gripes. Okay, get the team to contribute, and then you come up with 20 or so positive statements aimed for 29 year old in a straight line in a minute, make sure you rephrase them each time. Make sure they come as a positive statement on. Then you can issue them, quite simply, a za positive statement to everybody. And you could make up a score sheet. I'll show you how to do that in a moment, because what you're doing is too. Get people to identify things that they wish didn't happen on then to allow them the opportunity to work on how frequently they actually undertake the positive statement, the degree to which they actually do some of these things. So we could delegate the task of making chic to somebody that gets the ownership amongst the team. They're all evidence. Look at this. Now you may. Aren't you a bit of skepticism? And I don't not surprised that some may be skeptical at this point to say, Look, we've got time for that. Some people don't get it. Join. It doesn't matter. I'll explain why in a moment to get that done circling it all. So some haven't contributed to the list circulating to all saying This is what we do around here. It's a cultural thing. This is what we do, and this is how we do it. So What will that appraisal sheet look like? Well, here's administration, what you have is an action, which is a positive statement of then against that we have a simple scale old frequency frequency with which somebody actually does this. Never support of others at work, always supportive of others. Keep my personal mobile to break time to never do that. Sometimes after nearly always on clearly one can produce that in a nice long list, right way through to 20. And then we can establish a very simple way off evaluating the behaviors of people to this never bottom end of the scale all the time up to five. So here you see the value of having 20. Why, if you have 20 positive statements and clearly when they ticked all these, then there's an opportunity to evaluate performance on a straightforward percentage process. So let's have a look at the how this scheme can run. You developed 20 positive statements. This is the way we're going to do things around here on. The first thing is to say OK, I want everybody to look at that from week one on, then to decide how well they do now what are you doing this stage well, effectively. What's happening This stage is that everyone is now talking about the way in which they will behave towards others. So the person is really annoyed about losing. Staplers can see that that a positive statements there about always returning things that they don't borrow something else. The statements that I have probably barring it, I really don't. I do have a problem not returning it, though, so I will always return station items to other people's desks. Whatever it might be is a postive state now, you might say, and I do know the cynics out there I've had, um, Tom is there was a time that he's got far too much to deal, not do. We'll get the majority doing it. Everybody is talking about it. Everybody's quietly figuring what invited to do is to complete. It doesn't have to be a name just just to work out their school. OK, so they tickle the way down their list, add up all the ticks and then end up with a figure. So if they've got 20 ticks in the column, I always do everything. They've scored 100. What I find in practice is that people fairly honest because they'll say, Well, I'm nearly always do that more often that they can be surprisingly honest because there's no gotcha. There's no I'm gonna collect your forms in distance, See how you're behaving. No, no, it's not that you just give people the opportunity to have a go on to write on a post it. He has opposed it right on the Post it What's your number is? And give it to Jane's. You'll do the summary so you can delegate that task. Everybody has to go on. Your maverick will save like 90%. Yeah, deal with that. Maybe you find of your your employees maybe four out of five are returning a number. It doesn't matter. Why doesn't it matter? Because all you're doing is getting people looking up what constitutes good behaviour in the office, thinking about it on a regular basis. Pick it up on inside of the cupboard. But my clients will say inside the covered where the coffee is kept in the kitchen, put it there. This is what we've agreed to do around here. That is really quite surprising, and you reward the outcome. I mentioned chocolate hobnobs a while ago. Well rewarded. I don't know what it is. Maple Pecan Dangers Do it for me at the end of the period. What we'll do Friday afternoon Company T time. Let's hear from Jane what the average score is now. I don't mind whatever that stories. If it's 88% 100% you won't find its home because there will be people out there who will be honest because there's no culture. So five maker pecan Danish is provided on Friday afternoon on the person that didn't do it. Thought Michael Maple, Pecan, Danish and I didn't have to do anything. Doesn't matter. 80% of people talking about 80% of people are evaluating themselves on. Then you could decide. Well, okay, where do we go from there? It doesn't matter what figure you get. The second phase is to re engage on degree, some sort of improvement. You can say that, people. Thanks guys. Really glad you've engaged in this. Thanks, Jane, for doing that would like to do the following week, fortnight, whatever time is, let's have another go in a couple of weeks time. But thank you guys for doing that well done were beginning to look at what constitutes a good way of behaving with each other When they're around here, it doesn't take long on there. Never been a phone chat about fact that the manager has put his or her hand into the pocket, provided chocolate hobnobs or make a peak and whatever it might be. Okay, having good found that what's gonna happen next time round phase two? Well, it may be the people saying, Well, um, I school myself quite high. Then I think if I'm honest about it, I know that I don't do this quite as often and they may not concerned back. A tad doesn't matter. It may be that people are actually thinking they're the omnipotence, perfect in every respect. But somebody were quite and it don't we might say, a stationary you borrowed. It doesn't matter. Please return it. Who? So what happens is that people talking about behaviors that you want to be positive. His positive reinforcement of those behaviors on that is surprisingly helpful because all these things and they're uncertain. So the coffee covered or whatever it might be tea bags. People are talking about it. People know what's going on on, and you'll find the maverick scribble upon the form. It doesn't really matter. People engaging with it they're talking about. Then you'll get common. It's another member staff to collect the that. The numbers that need a hand, their forms in. They don't need to discuss anything. Just do the numbers then because now we get maybe everybody is engaged or maybe a different set. Maybe some people being more honest is, Did you get change? And I have had situations where I leave scored 85 in the first phase in the second phase because more people engaging more people are honest. In fact, it's gone down. So how can you reward the fact that performance has gone down? Well, you reward the fact people are engaging more and they're being more honest. So it doesn't matter. There still a maple pecan Danish in a fortnight's time that says Thanks, guys. Well done, because I'm tight. I would you slice up the maker peak and so it's not a full one to everybody's hard for one to everybody, but it doesn't matter. Look, come on with getting people engaged with talking about it, they're thinking about their behaviors and totally there chatting about it. There has been a change and use. The manager can reward the fact that is obviously more honesty. So thank the guys for engaging with it. Thank you for the fact that Collins put it all together. We have now ended up in a situation where things have stabilized a little bit instead of it being 85 1st time round. It's now ended up with 80 81 82. Great maze. A good benchmark. So now the next phase is taking it forward and said OK, by the end of next month, let's do it again. I'll get them to define what improvement target they should have. I think that some would say 10%. I think it's too ambitious, maybe simple. If we scored ourselves 80 there, maybe 85 in a fortnight's time will be pretty good. But, you know, let's let's set that benchmark what people will do because they're conscious about what constitutes behavior. The phone. That's answer that, No, but let's turn that off. They remembering what constitutes the behaviors that everybody buys into every new to the department where they come from, well know how to get on. So it's those sorts of things knowing how to fit in around here, knowing how to improve the culture is important. So then you could define target improvement on again when it's reviewed in a month's time. Doesn't need to be every week he's done from time to time. When you feel it needs to be re stoked, the engine a little bit prime. The pump people get chatting about. That, of course, is what you'll find is that maybe it was 85 1st dropped back to 80. Then they're making 82 83 84 that even if they get an average of 2% increasing should have been three. Well, OK, they're still acknowledgement that there is has been improved and you're beginning to set up goals orientated approach to performance improvement. The goal is to just behave more reasonably to each other, but they have defined what's there. So again, you can play around with that and then think about the next phase. And this could be quite interesting is that once you get to quite a high performance, your realize two things will have one is that people So we do this all the time. You know, the bosses how to go about stationary, and over the last month or two we've all realised that we do it. We will realize that we shouldn't. We all realize you get some. Everyone knows. Look, it's just been taken out. What park it? It's not ignored. This is what we do when we do over time. And then after two or three goes, people said, Well, actually, I thinks Good idea. We developed this. I think there's more things that we could active. This will always, always, always try and wiggle it down. 2 20 Why? Because it's easier to calculate the percentage. Add up the number of ones and twos, threes, fours and fives on the column and immediately, again, a percentage percentage performances in numerous way off looking at improving the culture behaviors. So, by all means, by the fourth time you having a go then revised version number two, and this time, instead of it being 85 the gold might be 18 people now reading and engaging on evaluating. And so it goes on so you can repeat phase three face for again and again. But key. Think that Dr Once people are used to the idea and it's happening anecdotally anyway, is you then decide to buddy up. Okay, so two people in the department so Jan body with Helen. You guys buddy up and have a chat about it before you go away and complete it. Look, a the 2 may exchange this on. What happens in that situation is that when Helen thinks usually really good at this, that the other Jackson you didn't don't always doing it nearly always because remember last time, whether you doing which ignored the phone, you know, whatever. So whenever the behavior Waas people are now coming up with evidence based are well. But then Helen vice for two Joan will say that on that buddy means that the two characters can get along better together, have a conversation about it on, have a view on how they can then anecdotally set targets for their own improvement in set targets for discussion. So throughout this, what we're doing is to give people a non confrontational method of evaluating their behaviors, a non come from patient method of discussing the frequency with which they do the ideal behaviors that are being discussed that benchmark those behaviors, Um on. Then you're talking about positive outcomes on rewarded, and you can change. The reward is you go through and get something that's complaining that they, um, gluten intolerant. Then you could change the reward to to something else. Or it doesn't have to be a food related item or whatever it might be. So look at those things. Look at the opportunity there. The notes will discuss. Describe in more detail for those that want to start an appraisal scheme where one. It's this before. But what you've done is to construct an appraisal system that talks about positive behaviors in a non confrontational, positive and fun behavior. And it's a short step from there to say, OK, what's a key result Area key result. Air in the job is not only how we behave, but it is doing some of these things that that way things developed from there. So I hope you found that useful on Do you know how you get on? Have a look at the notes. Plenty of notes there page 43 44 to have a look. So final conclusions that we might take from this overall annual izing process that we've got four performance appraisal. We're looking at the individuals Joel. But how that fits in with the business needs on its looking at things that actually work. Remember the balanced scorecard? Remember that voters financial operational client related matters as well as star for matters. We're focusing on the key result areas of a job. Those things. They're diverting riel world situations. They relating Kylie what businesses about demonstrates how individuals contribute to the big picture. Everybody has a piece of the jigsaw that they put into place. We've got some smarter goals on they goals that people agree, not that sort of top down situation I saw with the firm recently where this guy was said, OK, you're targeted so many billable value of money in a year and they go month after month after month after month. And it was only by the 11th month he realized it was anyone here close a video daily, not achieve that. And if you hadn't achieved a particular figure, guess what happened. They put his target up next year. Oh, wonderful. That really was not joined. Agreed. So So in position of these things is not gonna work quite as well as a joint agreed stretching, but not too much things that people can actually influence. That self assessment, therefore, with a realistic goal, becomes so much easier. Self assessment was in that appraisal about tears exercise, remember? And that's a good behavior. You need to be encouraged that we know that these things won't happen without proper preparation. And you've got lots of things to think about when you prepare preparing very reviewing, preparing yourself, preparing for the discussion, not only in terms of key result areas where you conduct discussions and how you do it. And it's always a two way discussion about an individual's contribution to the bigger picture. It's about good listening skills on the part of managers. It's about identifying the way forward, Ondas suggested earlier. It is fundamental to keep those conversations about performance well away from discussions about salary. Obviously, you've got to do that, keep the two apart, then the focus will be on performance on thing. You talk about salary later on. Otherwise the performance improvement will only be clouded by waiting to hear about the salary. Okay, so we've looked at the annual appraisal. We've looked at giving people briefing some feedback and so on and so forth on this section here is looking at managing person progression under the CBD rules that you may already know enough about this and therefore this We just a reminder we put together a program for self assessment is part of this pair of programs. This one here is for managers. So as a manager you may already have read Listen to watch that program. But in case you haven't, this is the edited highlights and that what I'm bringing into this section is not just about an individual self appraisal off their CPD needs under the new rules. But what you is a man is you can do to help people give them feedback on the similar sort of constructs. Assume a sort of way of evaluating. So it's looking at it purely from the manager of individuals point of view, leading to that practising certificate renewal exercise. So it is not a an exact replica of what we've looked at before. You may have seen that program recognize some of the elements that go with it, but this is about managing other people's personal progression and has suggested here by the blackboard illustration. We identify what the goal is. Make a plan, get on with it, keep at it and reach the goals. It sounds very simple in those ways and provided we can set things up in the right way. Compare ourselves that I've standard. Then, of course, life becomes very, very straightforward. So let's just explore what's happening. You know, quite a bit. Probably now about CPD under the new Sisters, Regulation 30 rules Andi since November 2016. This is the system that people using on theirs been a variety off different ways of looking at it. And indeed, the date a little platform is very much about accomplices based approach to training development. So what is it all about? Well, it's about reflecting on practice. And indeed, as Theis Ray said, they do expect that sisters will discuss their training needs for their employer talk about how they can deliver a proper stand of service straight out of the code of conduct. Of course. So yes, way are on this program. Talking about discussing development needs, discussing performance, discussing a variety of things. But this is specifically to do with continuing professional amount. Of course, it will be part in parcel of on an appraisal, of course, be part of that regular review. But this just separates it out to show what could be done because I mentioned when we were looking at the goals already dated approach to performance management is that some outcome of that will be to look one's development needs In the one page, um, summary off a appraisal discussion. It was identified that there were two training courses that my says it needed to attend so need to be looking. That's not only from the point of your performance review, but also from point of view of continuing professional development that's really wide here. So what are the Children's dude? Personal development? Talking about the Deseret talking about? Well, CBD is about developing knowledge, skills and confidence to do the job. The key word here is the word intentionally. In other words, it's something that one does with a specific objective in mind. On a competency is the ability to do the job to the expected standard. But the key words here are roles and tasks. Your task may be feeling your role is to supervise others do the fee earning, for example, so role may have something do with internal things. Tasks have to do with the key objective job. Your case supplies satisfactions to client needs, and there's money for doing so. So the framework a Xeni framework might be has got with and depth on it defines what skill sets would be depending on somebody's seniority. You as a manager are more senior, and somebody was more Junius. So clearly the competencies that you have is a manager will be in addition to and more than the people that try managing. So that applies throughout the organization, from the early recruit through to the more senior practitioners. So let's have a look and see what the s or have been talking about. They've called it a threshold standard, or what is that level? That threshold? It suggests there must be some sort of level limit. Well, I've reproduced what's on your regulators websites on page 47 it's competency is in generic, one applicable to everybody at qualification, so that's the sort of threshold being talked about on. They've called it level three, so the level three threshold page 47 describes what's going on. I put the other levels in context, the levels one to look at. The person who's pre qualification level three is at qualification and reproduced here on screen level four or five of senior. So it's describing threshold standard across a number of particular areas here, and you can see the six areas the knowledge function, knowledge, standard achieved degree to which one can work on one's own matters. Complexity, context on the originality and as you can see under standard of work, he says, if you look here using my pointer standard work acceptable standard routinely straightforward, so common things in common but complex things may lack refinement. But as a more senior manager, more senior practitioner, it's expected that your ability to handle more complex cast will be slightly higher order, so it puts up a particular level there. The other thing I've done is to illustrate what we w have done to describe the expectation off people across senior levels of seniority within the firm. So training in terms of managing people just just is where dynamics but a newly qualified assistant, if you will understands the internal organisation matters and the financial drivers senior associate is going to be looking more detail, deeper understanding of commercial driver's support, a partner's salary partners, operational things, morale resources, uh, recruitment skills and so on so forth where more senior directors away partners, whatever they may be called, will be looking at structural things in recruitment and individual functions and so forth. So as people get more senior, so they expected to go to higher levels, higher levels. This is a generic version you've got on page 49. On that you can see the sort of thing we're doing. So what we can see is that we have standards that get more more complex as well get more and more senior on that level. That high jump Bharti like is the newly qualified so that newly qualified then have a whole width range off complexity depending on task. And that's really what we're looking at with CPD is where always what standard were we've got to and what is that range at a particular standard? So for learning development, the way I've looked at it very straight forward three steps is first of all, what are we comparing ourselves to? What all the skill sets. Take the S a raise generic. Well, I'm sure you've had a look at that online. Or it could be adapt Adapted in some shape or form for the organization of job. That's what I've done. A training partner within firms is to help them define what the various structures should be married. Nevels. I've looked at the 91 competencies from the Deseret and I adapted them, added ones that I thought were missing, clarified and simplified where I thought that was duplication or misunderstanding. So we're comparing ourselves with walks. Well, we're a reasonably competent, qualified person. And then the second step is how close and I to that. So what we need to do if you're evaluating people, they know what the standard is, and in some way of knowing whether they anywhere near it's a reflecting on practice, planning and recording where I am currently. And then the key thing is, where do we go from there? Going forward? What is the training requirement in any particular area? So a so you can see I'm going through this fairly promptly that some of you may be more familiar with it, So that's essentially what we're aiming to do is to look a lot of training requirements and there will be a dozen options over above attending to date a little recordings online. But I could explain what those doesn't. Things are essential to achieve the output, and that is a good standard service to clients that you serve. So that's the learning of development. What I thought might be interesting is to share with you the experience from the Misters Regulation Authority has made 2016 to see what was happening. So this is the slides put into the the stack here on this is their information in stories about their approach to continue incompetence so early or sorry meat of 2016 was sort of almost a 50 50 split on. Yes and no. This isn't the referendum result, by the way it's about have you adapted it and some, by the middle of 2016 had not so clearly a way to go. I don't expect by the time you're watching this many more firms guns so got on board. So how How's firms adopted? Well, as you can see, 1/3 of a aligned with existing internal appraisals or another group to be existing competency frameworks, Appraisals and competency seem to be there, but some felt already met. Remember, this is looking at large firms with HR resources, not those more modest organizations in tiny, so different ways in which it's been approached in terms of how long did it take? Well, most people didn't reckon. Took very long. And that's really what we've done is to help people with this process of developing a comedy framework. So this is where managers fit very well. Say OK, it's not going to take us long. We can help people get up to speed, and we can demonstrate compliance with the practising certificate renewal exercise, which is asked, after all, the bottom line so shouldn't take long on the process that we have gone will only take a few weeks to to introduce on, uh, they take a whole year to run it mind. But it won't take a few weeks to introduce it in terms of cost. It need not cost anything because it's about people's time. I think no one opportunity cost of your busy developing these systems and procedures, and you're deflecting people away from their feeling responsibilities. So what I've got here is something that managers in more modest organizations without HR resources continues to follow. What's going on could use to implement it. Simply done. All the thinking for you on their therefore, is only a very modest cost to introduce it to more modest organizations. So what is that Congress statement? But the S r a also have got four areas put together on What we've done is to get those and said, Okay, it's about ethical professional judgment things. It's about technical stuff. It's about people things. And also it's about itself. How I managed myself. So as you can see in highlighted text, it's about step. The best step self management, ethical behaviors, technical competence. Working with people that meant mirrors what the S r a have done. Instead of having 18 subsets which you may be familiar with, we've reduced it down to 10 because we've incorporated made life a little bit simpler. So working with integrity, critical thinking on managing learning development said this is an element off managing, learning development in terms, griddle thinking on analysis, that is another program. It's gonna be coming from data loss as to How do people manage their thinking and analyzing information accurately and so forth on the technical side of things? Clearly, there's a need to develop technical knowledge, which is built on a State Street managing learning development. I'm focusing on managing development with this bit because your job as a manager supervisor is to help people within the Helen. There's also things to do with spoken and written advocacy and data law. Have a program on negotiating skills, fundamental introductory program as well as something more senior. So check those out. Working with other people. Well, there's all about professional relations, client relationship, people, relationship, communication, things and so forth. Please has ever been able to provide some content there again from data law on client care. How much training of your support staff had in client care? Well, there's a client care initiatives within the date of your portfolio, managing myself, manage my workload, his work activities and projects, caseload, time management, planning a name, but more, I think just time management project management as well. They don't be surprised datable project management within their portfolio, too. Are they finally applying good business practice? So as market dear, there's my tears were for shared in the data log portfolio on applying business practice. Okay, Appetizing Specifically here. What we're trying to do is to illustrate that the competency, often newly qualified, is beyond technical competence. It actually includes a lot of other competencies as well. So your job is to help manage a za managers to help your review, ease your staff, know what those competences evaluate themselves against those competences and you similarly, to evaluate the individual against the same framework and then come together to decide. Is there a training need? And if so, how is that best fulfilled? That's what we're going to look at.
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Written and recorded by Mac Mackay
the section deals with assessing individual skills. Your job as a manager is to help people assess where they are now to look at their training or Ellen de Learning and development needs on decide where they're going to go forward. This is, after all, an important part of the process. Sisters are expected, discussed with their employer what their needs might be. It's all about delivering a proper standard of services, symmetrical approach to continuing competence. It's about providing a proper standard of service in accordance principle five. As if you ever needed on inducement to deliver a proper stand of service, because that's what your business economic success is all about. So essentially, what we're doing to assess the skills on what I've done here is to simplify the whole process. For you, the manager, by essentially looking at three very straightforward steps within the development needs of people, is give them a construct that says, Where are where am I now? So they can identify. That is they can summarize that on a single sheet of paper Personal audit. SWAT is an acronym, which I'll come to in a moment. You probably recognize it strengths, weaknesses, opportunities threats. What am I good at? What my developing? What's gonna help me? What's going? Hinder me. We'll come to that. And therefore, if that's where I am now, then rolling forward over the next period. Quarterly monthly. Whatever the time period might be able senior people annually. Where am I going to do what my gonna do to improve? Let me set a reasonable goal. And how am I gonna get to that goal? What have I got to do? My personal objectives for onto a timeline of some sort of continuing professional development plan. CBD plan. So when you're running an appraisal, the CBD plan, this third step is sitting alongside that. Here's my annual review single page. We talked about that, and here is my CPD plan picked up from that conversation. That's what I'm gonna do. So, helping people without burdensome bureaucracy or did it where I am now could be reduced down to a single sheet of paper gives encompass on. Then what am I gonna do? Where am I gonna go? Is all about plan So that share with you some ideas they're not just from the point of view of individuals reviewing themselves We talked about that as a reminder on the introductory program to performance assessment fundamentals of it. But this is for the next order, if you like, for the manager to assess on the people that were giving something to build on that fundamental program. So this you've got on Page 56. What we've done here is to say, Okay, this is about your ability to learn your level of competence, knowledge during development and preach to the competencies which will recognize come off the res compass. The framework is I put them into the first person, and I've incorporated those together eight statements there that look at the degree to which I, the individual does thes things, seeking feedback, spotting matters, outside expertise mentioned mistakes, sharing experiences, knowing how to learn options, for learning responsibility, to do something about it, and then taking on all those activities so you could give this sheet Page 56. Is it photocopied up, printed out. How to go about so Kate amongst your staff. I'll give this to Peak example. So that's what we talked about on the fundamental program. Clearly, Peter, look at Mason, he says. Well, okay, seek feedback Yeah, Spot matters. Yeah, I do that Admit mistakes. Yeah, I don't see the Boston problem. Share experiences rockets or do that learning styles. When I read the book, that's, I think, options for learning that is, manage them while I go on the courses when identified on, that's fine. So 21212 to 43 12 14 for Add that little up. And I've got a figure of 20 out of a possible 32 48 32. So here's Peter. Bless him. He's had a look at this. He's evaluated where he is about maintaining his knowledge. Confidence is learning and, he reckons, is 62 a half percent if you like 20 out of 32 Well, that's all well and good. And I'm not particularly interested from Peter's point of view, how Peter compares with Jane, for example, what I am interested in where Peter is now and what he will do to improve, so I need to give him some sort of help with developing this. That's really what we've done as we look at other ways of learning. So in this situation might say, Well, that's a complex Let's take it more simply, this is the sheep taking from a same exactly the same statements, of course, but the measure is slightly different. Am I doing this? Not yet a bit fully. It's a three level measure, no points for not doing it points for fully meeting these particular behaviors. So competencies about abilities, abilities, pregnancy delivery, therefore maintaining level of competence has to do with it. So it's an example of a different way of doing things is a learning management system she'd taken from that that we helped develop. So this program is all about appraising others. So while Peter Sample has got a simple construct to evaluate his performance, let's take exactly the same format. Andi rewrite it into a way that makes sense for you, the manager, and that, therefore makes life so much easier. What we can see here that we've got it in the third person. This person seeks feedback. This person spots matters. So is the manager of Peter Sample. You could look at this, knowing how he works. You could evaluate his performance in this same sort of play. And here I've used a five point scale. So does he. never see feedback. Sometimes, often any always, always seeks feedback. Well, what you know Peter, is that he's very good at doing his work on. He's very good running to ask you questions. It is not very good. Had has taken initiative to look at ways of solving his own problems. So if you've ever been in the office working away, dealing with your clients queries sorry or staffs queries and so on, so forth Guesthouse past five, they've all gone home and you get back and get on with feeling. So this is where somebody becomes over reliant on the open plan office that you're working in or the open door policy has that you're actually too accessible. Okay, that's a different manager matter. What's important here is that Peter thinks he's the bees knees. But in fact, you know that he's not actually as good as you would like him to be in terms of developing zone competency, developing his own ideas for improvement, looking at ways in which he can interact with others. You've set up these programs. You've set up discussion once a month where people come and share experiences. But what we see P s are up to what's happening here or something there. This ministry is doing and so forth, sharing those ideas willingly and frequently on an ad hoc basis. Except that Peter screws himself away, and you always find excuses not to come to those get together. So it's not actually sharing his experiences to help others in the workgroup as much. He's coming to you, but not during those things. If you book a course for him, he'll go on the course, he said. It doesn't do any reading. Give him something. Sign reading. It doesn't do his own research. He just pumps ask you because so easy, because you're such a helpful manager. So using exactly the same. And remember that Peter record he was 62 and 1/2 percent on this scale, scoring 20 out of 32. But you look at it sometimes. Six Feedback. You nearly always spots matters. He comes in checks with May, but he's not sharing experiences. Often. He's not looking. His learning style is not looking as other options. Hey does his own training courses and so forth, so four ones air for there to four ones of 42 to 4 to 36 lit up and he's on 14 out of 32 so he thinks he's 20 out of 32. You think that he's a little bit less just under 44%? So now we have a situation where the Fiona thinks they're really good, but you think that they can improve in some areas. So now you're gonna have a conversation on its face. It could be one of those under the heading of difficult conversations. So Page 57 has a version off this which you can use. Remember, but one version waas on page 56 that Peter can use on page 57 exactly the same thing. You could make these yourself way provided resource to have those. And now you can get together and have a conversation. But it's going to be difficult conversation. So what are we going to do here? Well, essentially, what we need to do is to think about those sort of 1 to 1 at hot conversations around a particular scent of competences. So we having to review his performance against the standard on. We've got examples of the sorts of things that we could use so the sheets is one example. There's other ways dig Nichols. What were then able to do is Sable. These priorities for Peter at this time, he's coming to you to solve his problems. He's not doing his own research. You've got assigned reading. He doesn't think you're paying attention that precedence and updates or whatever else you're passing his way. So now you've got a structure to reflect on performance, both one that he could use someone that you can use. So then the next stage is to having agreed that there is a short for something else that he needs to do to improve performance and then record all that in some simple single page document two sheets at most. So what we've done is to guide managers to have a conversation so called lot in the notes Page 58 59 for standards and so forth and then paid 60 brothers we have for the briefing on assessing work. That was particular. That was certainly different, of course, what we've done here to give you a same sort of guide, if you're gonna print anything, Page 60 will be a good thing to print out because it's wrong method off approaching those learning development conversations you're going to have around a particular set of competences. So our approach to conversations for some very straightforward process is the first thing we gotta do is to put it into context when we breathe. When we assess having a conversation, it's the context about helping an individual explore their own learning development within the framework. It's part of that person's difficult renewal exercise. We need to be able to establish what those reflections are, what the action is going to be on the degree to which we've done that so thes 10 plates that are presented in this program are just that templates to use. What's important is that they form a focus and a summary on that we could track where we are, so that's where we are. So that's what we need to focus, focus on making sure you give Peter sample support on that. They make sure that he's a continued development as an individual to add value to the team value for himself and so forth. So the next stage that is to having given the review ease way of reflecting. Remember before on the annual appraisal. We were giving the key result areas and so forth to effect on those individual girls here were using the competency framework because that reflects on whether there's any training development, need learning. Development needs to improve very much the same. We're giving some opportunity to reflect on what he thinks he's good at. And then what you, as his manager, think so? Reviewing their reflections on again. The steps to conversations gives you opportunity to stop thinking plan. What's going to be said, what clarifications there are and so forth on what your view is. And if your view differ from his view, then of course it's obvious that you need to have some form of evidence to do this. Remember, Peter thought he was these knees every time probably comes to you. But remember we said he you have these get togethers in the office. But the last three it's absent from wildly double booked for a second, and he turned up late for 3rd 1 and didn't say very much. So the degree to which he thinks he's sharing experiences relates to your conversations with him, compared with conversations he could have with other staff in a learning environment. So that's what you want. What? The learning environment. Then you could bring up those sort of evidence because he thinks he's 20 out of 32. You think it's 14? I don't get too hung up on the numbers, but it's just enough to know that he thinks he's better than the actress is. You don't think he's as good as he perceives. Therefore, you must, in viewing that reflection, evidence where he is when we've done that, said okay, what are the options for learning development now? That's probably as a manager. You think there's lots of options for learning development. There may be a variety off them, but I've got a checklist on learning development that may be a variety, different options that where you can explore and we can have a look at some of those in a minute. It was covered on the fundamental program on. I'll plug it up here because you're recognized those learning options. But he doesn't approve. Appreciate that. Not only can he learned from you, the manager take up all your feeling time, but he could be learning from work colleagues sharing experiences, something that in court something that's what's going on. And Peter, if he was sister Africa perhaps needs to know some of things that others in the department No, for example, it may be that he should look other ways of learning. But he only thinks learning is 16 hours. CPD. That's what I always did every time I was booked on. Of course, I always did my 16 hours. Well, it's a lot more to it than that. We can explore those options, and then when he's got those options, it's then a matter recording where we are, where he's going. So those two, where are we now? Where we going in terms of learning development to very simple ways of doing it? I can illustrate those a couple examples in a moment. So then record what he's going to do available, finished the processes that you can express some confidence. Asser how he's getting on with that on degree when it's going to be reviewed, because Peter, it's not getting handling His learning development may audible frequent review that somebody else in another particular area. So there we have it. That's the stages that for highlighted for you on page 60 so use that as a template for those conversations that become a little bit less difficult. Explain the importance of why you having the conversation compare reflection with their reflection, your reflection. Evidence there, those differences that you see make sure he's aware of other options for learning development. Other options for developing competence. Seamanship When it might be, you can recall those are demonstrators to shoots of paper mentioned before SWAT Analysis. Learning Development Plan expressed confidence that you no, he can step up to the plate and improve his performance in his learning. Development on the process is complete, so there's your five steps to conversations. So when it comes to looking at the ways of learning through work, it may be that start members are not necessary as aware of it could be so. This is in the fundamentals program. It z helping individuals explore other avenues other than attending a training course. So I dont learners go on training courses, attended the date, a little workshop, just as you are having watched this Siri's, you could probably crazy it on, then deliver a brief tour. I was in firm, but there's also lots and lots of other ways of learning and learning work on learning organizations. What you is a manager are trying to cheat, so not to dwell on these too quickly. But as you can see, learning from the boss, the 1st 1 is an obvious. Perhaps that's problem. Peter had kept interrupting you to get on with, advising him, getting in the way of your feeling but ad hoc reading around the subject, something defined by the boss or something targeted because something knows they need to address particular area colleagues sharing experiences. Very important. Legal aid agencies do this a lot in areas of special ism, because resources being as they are, share experiences important barristers. Chambers will be an example of external piers networking in young lawyer groups, for example, the regional firms have They're going development hubs, sharing experiences. You could have external coach up in a coach of senior partners in your firm, have been coached to undergraduate see, nor firms and your schools mentoring likewise, internal external comments, jobs drops on the right sort of social medias, and lots of alternatives there that could turn somebody from somebody the fundamental level into a rising star. I did mention the SWAT analysis. One simple way of recording. What's going on? This is an example from somebody in one firm. Simple a four sheet for areas. What do I do? Well, what could I improve? What's gonna help? What's been hinder simply that this person's admin was pretty good. Lot knowledge was good for their level, but they weren't too good at the feet. Estimating planning process Private like work. Now there are courses out there for this sort of thing in some areas. But it maybe that's something addressed internally because of the way that the system works and things are done in your firm. What's gonna help this person? Well, the night manager. Maybe give guidance. What's the threats? Well, this person must do things within work because of life, work, balance and commuting restriction difficulties of traveling way of the night, for example, or very early starts and finishes, for example. So that's a simple example, summarising everything on one sheet of paper, and you can put as many lines in each of those areas as you wish. Just another example. Thistles. One to do with managing people. Another company area looked at another way of exploring what the strengths weaknesses are. What this This is Peter Sample. He recognizes that he call on the assistance of most support staff to help him achieve better outcomes to work. But one of the sport's stuff where he worked with trainee Awesome, helpful on she doesn't give him the time of day recognizes work on that. What's gonna help? Will his line manager? She has good working relationship with this person. So she may be able to share some experience there watching what Peter recognizes. Maybe a problem is this person cousin be venture partner and therefore made make life a little bit more difficult. So here we've got simple ways of tracking. Where are we now? So important learning developed its journey. The interventions we've got. Where are we now? Example for letting developed one workbook. This is where he is and this is where we'd like him to bay. It's a journey. We talked enough about goals on this program just as a quick reminder. Least that was part of this recording that you watched a while ago. A poor goal would be just to improve fees. It's not specific what feeds from where If it was 101 period and it's 100 won the next. That is an improvement, but only 1% may be better than that. Is it achievable? Represent a challenge? Is it relevant when it might be relevant? But when? By end of the decade next year, next time the Olympics comes around. So writing one shown here in the three part active verb. What needs to be improved, time measured. End of it gives this individual much better goal to move towards. So with the understanding where we are swat on where we need to pay the journey, we can then record that on some very simple CPD plan. So the law society have their own in their tool kit. We've got example, pay 61 that you're welcome to use and adapt on. It shows a number of different areas. It describes who the individual is identified clearly on the period that the plan covers senior people a year plan. I've been annual player around the block a few times more junior people may have something a little bit more frequently quarterly. Perhaps what area they focusing on skill sets. Where are they now? Where are they going on How are they going to get there, Those three fundamental elements of it and then what have I achieved? Where do we go from? Look a bit like this. This is copied from page 61. So having identified who were talking about maintain confidence, legal knowledge, complete example currently between the manager on Peter agreed that it's not sure he's learning. Styles are, and he's not recognizing opportunities. Toe. So what's his goal? Stay current with legal practice. Useful learning style, and do it in the next few weeks. How's it going to get there? He's gonna use a questionnaire. Talked about that before on the fundamental program, should use the CPD course he's gonna use opportunities to discuss with work group those monthly meetings set up. And he needs to schedule defined reading being passed his way, just running down the corridor and interrupting manager. So he knows he's a reflective theorist, e like book book, really on. He's now attending Botham reading on and the reflecting from others experiences in group discussion. She's giving him more confidence. So there we go a lot to assimilate their but by all means review the film on will take it on to the next level. So having got the personal development plan sorted out, we need to be able to track what's going on with Peter if we were managing him. So we will look at various competencies and so forth, and you will decide which one's worth looking at where So what I created here is very simple example. It's a simple way of tracking performance on the compensate framework. We would have 10 concentric rings here. Let's take one dimension of this being learning development. Remember that checklist off behaviors that he is believing he's pretty good. It is learning development manager through discussion says, with his opportunities full developing, improving so we might set. The target, perhaps, is being about 80% along that scale, whereas Peter is some sort of shortfall because he's any taking a one style fits all approach to his learning development. So from this we can decide which ones which off the competencies. And remember, we devised 10 off the competencies from the 18 s are a framework and created a very simple construct for each of those that it would look a bit like this. Now you could decide from your organization's resources. The needs of the individual learner. Which of those competences at the benchmark threshold for you qualified? One should be looking at more. Senior managers may not need to look at all off, um, of what the legal aid agency firms and said, Well, learning developed will be one integrity would be never And so so let's populate this spider diagram, then diagram, if you will, on explore which ones may be more appropriate at this time. So a new recruit into the FIRMAS a newly qualified may want to look at all those areas, and maybe one a month is quite enough a year. Each time there is an opportunity to add to the SWAT analysis, add to the learning development plan on a new recruit. Maybe looking at that quarterly to it was a live document to manage their development. More senior people, maybe not needing to go through it in so much detail but nonetheless is only to pick up on their particular learning needs. So for each of these, there may be different levels off or standards that one might have to explore where we need to take an individual. So we might the blue take here suggests that learning development is fairly high. But, for example, applying good business practice wouldn't need to be quite asshole hide because pictures a new recruit so long as he's got a fundamental understanding of some things. It doesn't need to be as high as yours as a manager of Peter or indeed, your boss's boss. Or if you were a part of the firm, then good business practice even higher on this is the competency framework we talked about. But was it looked like Frank here? Well, we might say the Blue Line represents a sort of a around individual sort of standard expected zero defect in terms of behaving with integrity and ethical behavior, making sound judgements on conflict of interest and so on. So forth. Money laundering, aml cattle, those sorts of issues and has suggested for name Q. Good business practice part way along that particular continue. So this would be the rounded individual, and you could decide how many you go through if all off them or piecemeal. If it were Peter, a new recruit, you might wanna month majors focus on key areas on different people will start different places assed which ones you need to look at. So over time and you designed pregnancy with which you look at these constructs, these templates of assessment may find over time that it towards into the Peter sample looks a bit like this. Okay, he's the green Line. So in other words, he's buttoned up. Isn't integrity, knows that all those behaviors he's. I remember everything that he was told on the PSC client care in professional standards. Could he would, because I run this four data law on. He's a good advocate. He's pretty good with written Africa as well as being spoken inside outside of court, good critical thinking and analysis and so forth. He's an effective communicator. We've already mentioned his learning development on. He's not particularly hitting the targets in terms of feeling work management. So if you were managing Peter that clearly needs to believe learning developed in place and he needs to sort out his competence, legal knowledge, too much running down the curdle to interrupt you, not enough to his assigned reading. So his development plan we discussed would illustrate. Now, in terms of negotiating skills, client relationship, people relationship stuff, well, maybe that will have to wait because workload management from the performance of the firm performance off the department client interaction, delivering the work with clients expect off him. Hitting the key targets is going to be far more important. So you can now immediately, with a simple picture like this, prioritize what Peter should be looking at. We've said here this is the end of the first quarter, So that's the the development year. He's got some things to address, and you can prioritize things for him. So Peter's got learning activities. You can send him on a training course he does all this informal stuff. We've been through that, and then when he looks at it again, he doesn't have to look at everything. Okay, so we know that what he needs to look at is the three areas of learning development, confidence, legal knowledge. Get the workload sorted out when we have opportunity, the interpersonal relationship, things and negotiating skills, things will have to wait for another day, but its priorities. While there he naturally enough doesn't need to look at his integrity is a critical thinking. Good business practices that because he because he's already hitting those targets so in the next quarter. Dressing your development needs. He's just getting his textbook, but he's up to speed his workload. Management is getting itself sorted and his performance is improving so we can look at those again on See that he is now hitting his targets, a bit of pressure on him to get work down, proving his learning development processes. He's getting much better that is, maintaining his competence on his technical knowledge. Professional current relationship negotiating skills has to be left for another day. But this simple design here you see on screen is big enough to create because you can personalize it to the individual, personalize it to your department on what you need to do. Some areas may not need to be looked at by everybody. Some may need to be addressed in more detail, others and sort of things that we have created. But what's important the end of the day is this reflection on planning this CBT plan on that Peter is given some way of thinking where he is, where he's going to go with that. So the simple device and this is a reminders. We draw a conclusion. If we're looking at performance is talking about general performances, transactional case matter, file review, things, what was good, what could do better. Is it something that somebody could do on their own? Is it something where you is? The manager should be able to provide that support. That's really what we've looked at on This program is supporting people with their learning development. So learning from experience, of course, is a very important part not only of case farmer you, but learning from others as well. On what might do differently in the future, you can help your staff the have that personal reflection to think about. What's the best thing they did was affected. It have another was what could they do more off? I met this before. I hope this is a helpful reminder. If going forward, they could change one saying, What would they do instead of what effect would it have? And it was, What would they do less off? What could you do more off? What would they do less off then? If they change one thing? If they had to do it again, what should they do next time? It's the code have would have should have done that helps people pull together a better way of performing. Do you remember that if SRE have said this is the competences relate to the technical activities of your staff sister staff, It's the consultation with you through refrain on a case file and in other areas as we've done. But this is demonstrably continuing professional development, provided it's done in a formalized way. So through this exercise through this program, we have worked really quite hard give you some things to explore, to manage people from a number of points of view. Briefing, work, assessing book. We've given you some ways of handling those conversations. If you're looking, then at the annual appraisal toe, have goals orientated approach that people care. What gold is working towards those goals in the frequency with which they looked at depends on the individual frequency with which the world changes. On recognizing that if you don't have an appraisal system, we've been able to explore what one could do to begin to get the culture right to start that appraisal system off. Then we focused on individual competencies within the CPD framework to improve performance that all brings run towards the annual decoration in the perhaps certificate renewal exercise Compliance officers in the firm, of course, be very keen to make sure that this has been achieved, the statement says. I have reflected on my practice and addressed any identified learning about mates. So that's what your regulator is saying. Yes, you might be a drive a double decker, buster it, but that's not for me to for me to say reflected on practice. So briefing, assessing reflecting on practice goes orientated approach a way of reflecting on practice CPD framework reflecting on practice and identify learning. Developments on all of that came down to two sheets of paper a SWAT, strengths, weaknesses, my helps or hindrances opportunities for threats. One sheet on a secret plan is the other. So at the end of the day, it's about your plan. I hope you'll find that the notes company this program helped to provide that support you need on. I hope, therefore, that you got lots of action coming from this part of the program. I've certainly enjoyed working on this program with you. I hope you've enjoyed picking up some ideas on adapting them to make them work in your practice, so I've been Mac Mukai. We provided resource for firms. Want to get a handle on C P D? It's not CPG resource pack of five details on that site. If you want further help. If you're learning development, then data law is the place to go. Talk to people there. If you want an in house option, then of course, people take law the people to speak to on. Let's hope that we can help you improve the performance off your business so that everyone can share in the economic prosperity that comes from that. So thanks very much again afford to having a conversation with you on the next program that you choose from the date of your portfolio. Thanks very much. Bye for now.
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