Personal Development Plans
The Society’s performance management process lacks emphasis on Performance Development Plans (PDP) for those who want or need it. The current process leans heavily towards the now and how staff are performing in relation to their objectives and the Vision and Values. Whilst analysing current performance is extremely important, especially when these are linked to reward, future career and skill development, a proper PDP process should form an integral part.
The PDP sits on the back of the performance appraisal form and is seen by many as an unimportant tick box exercise. The form itself is uninspiring, disorganised and difficult to personalise. Personal development is especially significant for key staff who have …show more content…
These motivating factors includes opportunities for personal and career development, flexible working, a sense of responsibility for their own work and recognition..
In looking into what motivates people to work harder I have researched the Herzberg motivation theory (Appendix 4). The theory found that there are certain characteristics of a job that constantly result in job dissatisfaction and job satisfaction. Three of the motivators were recognition, responsibility and achievement with demotivating factors such as pay, quality of leadership, relationships. One of the most important motivating factors from Herzberg’s theory is recognition and a sense of achievement and this brings me onto to the next gap I have identified, a lack of …show more content…
In order to tackle this the Society should invest in more training for managers dedicated to recognition and praise and how to motivate staff. I would also instigate an annual survey on performance management and recognition and ensure results are fed back to managers. The only counter argument I can see with this suggestion is that managers do not have the time to attend. However if the Society is serious in ensuring staff feel motivated then the time taken to attend a course would be well worth it.
HR involvement and moderation
HR should be vocal and encouraging in promoting the importance of the process and should be seen to be involved. HR should also be reviewing a host of metrics and trends resulting from the performance review process to ensure that it is being carried out properly, fairly and effectively. As a staff member I am unsure as to whether HR do anything like this which leads to a lot of staff questioning of how HR and senior management ensure that the process is fair.
Secondly I do not believe that the scores given in all departments go through the same level of scrutiny and moderation. Currently my scores go through two levels of moderation where they are discussed alongside the rest of my department to ensure that all staff are being treated fairly. I do not believe that this happens across the
The Society’s performance management process lacks emphasis on Performance Development Plans (PDP) for those who want or need it. The current process leans heavily towards the now and how staff are performing in relation to their objectives and the Vision and Values. Whilst analysing current performance is extremely important, especially when these are linked to reward, future career and skill development, a proper PDP process should form an integral part.
The PDP sits on the back of the performance appraisal form and is seen by many as an unimportant tick box exercise. The form itself is uninspiring, disorganised and difficult to personalise. Personal development is especially significant for key staff who have …show more content…
These motivating factors includes opportunities for personal and career development, flexible working, a sense of responsibility for their own work and recognition..
In looking into what motivates people to work harder I have researched the Herzberg motivation theory (Appendix 4). The theory found that there are certain characteristics of a job that constantly result in job dissatisfaction and job satisfaction. Three of the motivators were recognition, responsibility and achievement with demotivating factors such as pay, quality of leadership, relationships. One of the most important motivating factors from Herzberg’s theory is recognition and a sense of achievement and this brings me onto to the next gap I have identified, a lack of …show more content…
In order to tackle this the Society should invest in more training for managers dedicated to recognition and praise and how to motivate staff. I would also instigate an annual survey on performance management and recognition and ensure results are fed back to managers. The only counter argument I can see with this suggestion is that managers do not have the time to attend. However if the Society is serious in ensuring staff feel motivated then the time taken to attend a course would be well worth it.
HR involvement and moderation
HR should be vocal and encouraging in promoting the importance of the process and should be seen to be involved. HR should also be reviewing a host of metrics and trends resulting from the performance review process to ensure that it is being carried out properly, fairly and effectively. As a staff member I am unsure as to whether HR do anything like this which leads to a lot of staff questioning of how HR and senior management ensure that the process is fair.
Secondly I do not believe that the scores given in all departments go through the same level of scrutiny and moderation. Currently my scores go through two levels of moderation where they are discussed alongside the rest of my department to ensure that all staff are being treated fairly. I do not believe that this happens across the