Develop
The second stage of a basic performance management cycle is the development of the individual’s expertise and potential. The development phase should focus on both improving current expertise, and on allowing new skills or knowledge to be gained, particularly where there is evidence of potential. At this stage it’s crucial that the manager identifies opportunities, then provides coaching and other support as needed (or available).
Perform
Performance management is all about performing. There are several factors to consider when managing the way people perform. Firstly, plans and potential can count for little unless they are used to deliver something meaningful. In a work-based performance management cycle, this must relate to the needs …show more content…
This is designed to allow both parties to the process to consider how achievements have met the goals set during the planning stage. A review looks at results, both tangible and intangible, and provides the springboard for determining where to concentrate efforts as the cycle returns to the planning stage.
Performance management will not work very well if it’s only seen as an annual process. The performance management cycle works best if it’s used as a series of mini-cycles, throughout the year. Then, when it comes to a more detailed review and planning session, there should be no surprises. Regular performance review keeps you in constant touch with what is happening, and helps build a more effective performance management process.
Professional supervision helps staff to achieve their goals, by helping them recognise good practice and performance giving support in areas that they may struggle to achieve. By me monitoring individual staff where I check their observation, assessment and planning I’m able first to find out myself which part of the work staff did not understand on induction and what further training they require. I will then explain again where I will record this and get them to read and sign that they have understood. If in future staff is not performing to the best of their ability then I’m able to go back on what I have recorded and ask why they did not ask for any assistance when …show more content…
When performance indicators are in place it allows management to measure the quality and skill of the employee’s work. Good practice ensures we have an annual questionnaires sent to the clients’ and their families. This allows us to monitor the quality and continuity of care in line with policy and procedures and we can then use the data to improve our service. Also staff is sent questionnaires to ensure they are happy in their work and if they have any suggestions on how we can improve or what changes could be done to enhance our service. During supervisions and appraisals we identify the key indicators and targets and measure progress, if targets are not reached we need to explore the reasons as to why the person was not meeting their targets. New targets would then have to be set until the staff member was able to meet the required standards. Continued failures to reach targets with constant support and training, we may have to look at disciplinary procedures and rethink their suitability for the post. Social power is defined as an individual’s degree of personal influence. It is well recognised that power and influence exist in supervision and therefore need the same care and attention you would give any relationship issue in any relationship. As a manager I am in a position of authority and I have influence over those I manage. This puts me
The second stage of a basic performance management cycle is the development of the individual’s expertise and potential. The development phase should focus on both improving current expertise, and on allowing new skills or knowledge to be gained, particularly where there is evidence of potential. At this stage it’s crucial that the manager identifies opportunities, then provides coaching and other support as needed (or available).
Perform
Performance management is all about performing. There are several factors to consider when managing the way people perform. Firstly, plans and potential can count for little unless they are used to deliver something meaningful. In a work-based performance management cycle, this must relate to the needs …show more content…
This is designed to allow both parties to the process to consider how achievements have met the goals set during the planning stage. A review looks at results, both tangible and intangible, and provides the springboard for determining where to concentrate efforts as the cycle returns to the planning stage.
Performance management will not work very well if it’s only seen as an annual process. The performance management cycle works best if it’s used as a series of mini-cycles, throughout the year. Then, when it comes to a more detailed review and planning session, there should be no surprises. Regular performance review keeps you in constant touch with what is happening, and helps build a more effective performance management process.
Professional supervision helps staff to achieve their goals, by helping them recognise good practice and performance giving support in areas that they may struggle to achieve. By me monitoring individual staff where I check their observation, assessment and planning I’m able first to find out myself which part of the work staff did not understand on induction and what further training they require. I will then explain again where I will record this and get them to read and sign that they have understood. If in future staff is not performing to the best of their ability then I’m able to go back on what I have recorded and ask why they did not ask for any assistance when …show more content…
When performance indicators are in place it allows management to measure the quality and skill of the employee’s work. Good practice ensures we have an annual questionnaires sent to the clients’ and their families. This allows us to monitor the quality and continuity of care in line with policy and procedures and we can then use the data to improve our service. Also staff is sent questionnaires to ensure they are happy in their work and if they have any suggestions on how we can improve or what changes could be done to enhance our service. During supervisions and appraisals we identify the key indicators and targets and measure progress, if targets are not reached we need to explore the reasons as to why the person was not meeting their targets. New targets would then have to be set until the staff member was able to meet the required standards. Continued failures to reach targets with constant support and training, we may have to look at disciplinary procedures and rethink their suitability for the post. Social power is defined as an individual’s degree of personal influence. It is well recognised that power and influence exist in supervision and therefore need the same care and attention you would give any relationship issue in any relationship. As a manager I am in a position of authority and I have influence over those I manage. This puts me