Bournemouth University Professional and Support Staff Appraisal Scheme Grades 1 - 9

PROFESSIONAL AND SUPPORT STAFF

PERFORMANCE APPRAISAL SCHEME

GRADES 1-9

CORE DOCUMENTATION:

1.  Professional and Support Staff Scheme Overview

2.  Professional and Support Staff Scheme Cycle

3.  Professional and Support Staff Performance Appraisal Form

CONTENTS:

1. Professional and Support Staff Scheme Overview 2

1.1 Introduction 2

1.2 Purpose 2

1.3 Policy Statement 2

1.4 The Scheme 3

1.5 The Benefits 3

1.6 Roles and Responsibilities 3

1.7 Timing 3

1.8 Equal Opportunities 4

1.9 Appraisal Documentation 4

1.10 Appraisal Process 5

2. Overview of the Professional and Support Staff Performance Appraisal Scheme Cycle 7

3. Professional and Support Staff Performance Appraisal Form 8

4. Appendix One 14

Questions from the Self Reflection Form 14

Updated June 2015 - Professional and Support Staff Documentation 5

Bournemouth University Professional and Support Staff Appraisal Scheme Grades 1 - 9

1. Professional and Support Staff Scheme Overview

1.1 Introduction

In supporting its commitment to good management practice and staff development, the University’s Performance Management Framework is underpinned by a performance appraisal scheme for professional and support staff i.e. the Professional and Support Staff Performance Appraisal Scheme. This scheme, properly utilised, will enable staff to deliver their best possible contribution, unambiguously aligned in support of the University’s strategic aspirations.

The scheme promotes continuous performance improvement, continuous learning and development and self-assessment; which should lead to optimisation of staff job satisfaction, morale and motivation. The annual performance review discussion should contain no surprises and should not be used in any way as a disciplinary meeting. (Where there are performance concerns, then these should be managed accordingly at the time of the concern outwith the appraisal process and not deferred for discussion until the annual performance review discussion.)

In order to gain the maximum benefit from the scheme, it is recommended that appraisers and appraisees read the Performance Appraisal Guidance Notes, which have been based on good practice and developed in response to feedback from appraisers and appraisees at Bournemouth University.

1.2 Purpose

The performance appraisal discussion is set in the context of the University’s Strategic Plan and Faculty/Professional Service Business Plans and the purpose of the performance appraisal discussion is to:

·  Review performance for the previous year

·  Agree performance objectives

·  Agree personal and professional development plans

·  Complement regular, open, constructive dialogue between managers and their staff

·  Provide an opportunity to discuss and formally record individual performance on at least one occasion per year

1.3 Policy Statement

The University is very clear that organisational improvement stems from developing individuals’ knowledge, skills, attitudes and behaviours. It is therefore fully committed to the development of its staff where such development is to enable them to make a valued contribution, consistent with the University’s strategic aspirations.

The annual performance appraisal scheme as outlined below:

·  Will be a mandatory process for all professional and support staff and

·  Will be subject to annual monitoring by UET

1.4 The Scheme

The Professional and Support Staff Performance Appraisal Scheme is applicable across the full and part-time professional and support staff population i.e. grades 1 to 9 inclusive. It is a flexible, enabling scheme which can be adapted and contextualised to meet the functional needs of the Faculties and Professional Services at the University.

1.5 The Benefits

The benefits of appraisal are many including:

·  Providing staff and managers greater clarity regarding the goals of the University and how they can personally contribute to the University’s success via aligned performance objectives

·  Creating a culture of continuous development by providing a systematic way of identifying learning/development needs against performance objectives

·  Establishing a culture of continuous improvement through defining, maintaining and refining standards of expected performance and

·  Providing a platform for increasing job satisfaction, morale and motivation

Details of further benefits are identified in the Performance Appraisal Guidance Notes.

1.6 Roles and Responsibilities

Individuals within this scheme have specific roles and responsibilities and these are outlined in the Performance Appraisal Guidance Notes. In order to provide for the quality of time and attention needed to ensure that the appraisal process is both effective and satisfying for the University, the appraiser and the appraisee, it is recommended that each appraiser is responsible for no more than eight appraisees, although this could be extended to ten in some circumstances.

1.7 Timing

The scheme will align with the Annual Planning Cycle, in a way that professional and support staff personal performance objectives can be established by the middle of August each year. Whilst the appraiser and appraisee will be involved in an ongoing dialogue regarding performance and development throughout the year, a formal performance appraisal review discussion should take place annually and an interim review should be conducted part way through the year. See Document 2 attached.

1.8 Equal Opportunities

In line with the University’s commitment to equality of opportunity, every member of staff is responsible for promoting an ethos of dignity, courtesy and respect throughout the organisation, using appraisal to ensure staff have equality of opportunity in terms of staff development and progression.

1.9 Appraisal Documentation

This scheme contains two forms (one of which is optional), namely:

A Performance Appraisal Form as shown as Core Document 3 attached, which is for:

·  Recording the content of the annual performance review discussion and

·  Providing an overall assessment of performance and

·  Recording the Personal and Professional Development Plan objectives

A Self Reflection Form (optional) as shown in Performance Appraisal Guidance Notes is for:

·  The recording of significant events, activities and achievements during the performance year

·  Stimulating consideration of actual performance in preparation for the annual performance review discussion.

Whilst completion of the Self Reflection Form is optional, it is recommended that appraisers and appraisees give consideration to the questions it contains in advance of the appraisal discussion and these are set out in Appendix 1.

These forms are to be kept in line with the Data Protection Act 1998, in that the documentation should remain within the Faculty/Professional Service and shall be confidential, as far as possible to the Appraisee, Appraiser, Line Manager, Other Reviewer (where appropriate), Grandparent/Dean/Director of Professional Service and relevant members of UET and HR & Organisational Development. However, where performance objectives have an impact on the Faculty/Professional Service as a whole, then consideration should be given to sharing the objectives with other appropriate colleagues. This should be sensitive to the needs of the individual concerned and their agreement should be sought.

The Personal and Professional Development Plan element of the documentation should be shared with Staff Development, in order to inform central provision, or in order that individual arrangements can be made where necessary.

Individuals may choose to share their Personal and Professional Development Plan with others, for example their mentor.

1.10 Appraisal Process

a.  The appraisal process is viewed as an ongoing dialogue and not simply the formal completion of the annual performance appraisal documentation

b.  The appraisal process is essentially the joint responsibility of the Appraiser and the Appraisee

c.  The Appraiser will brief the Appraisee about the appraisal process and expectations around objectives in the context of the university/faculty/ professional service strategic plans at least two weeks before the review discussion

d.  Ideally the Appraisee should utilise the Self Reflection Form, included in the Performance and Appraisal Guidance Notes in order to help prepare for the annual performance review discussion and send it to the Appraiser at least a week beforehand as a template for their preparation for the review discussion

e.  Whether or not the Appraisee uses the Self Reflection Form, they should complete sections A, B, C and D of the Performance Appraisal Form (Document 2) in draft and send it to the Appraiser at least one week before the review discussion

f.  The Appraiser should, at that point, inform the Appraisee if there is anything additional that they wish to discuss, in order that the meeting contains no surprises

g.  Where the Appraisee is in a ‘matrix’ arrangement, then the Appraiser should ensure that additional information is sought from those other managers involved in the ‘matrix’ arrangement, to ensure that a comprehensive performance review can be undertaken

h.  The Performance Appraisal Form should be finalised by the Appraiser within a short space of time of the review discussion, normally within 1 week and the Form passed onto the Appraisee, for their comments

i.  The Appraisee should add their comments and return the Form to the Appraiser within a further 1 week

j.  The Grandparent should add their comments and return the Form to the Appraiser within three weeks, who should share the comments with the Appraisee

k.  A copy of the final version of the documentation should be kept securely by the appraiser, the appraisee, the line manager where they are not the appraiser, and, if appropriate, the grandparent. The objectives part of the appraisal document should be used as a working document throughout the year and may be shared with others where appropriate

l.  The appraiser and appraisee should ensure that needs arising from the Personal and Professional Development Plan are shared with those who are in a position to help meet those needs locally and/or with Staff Development, which will also help inform central provision

m.  The annual performance review discussion should contain no surprises and should not be used in any way as a disciplinary meeting. (Where there are performance concerns, then these should be managed accordingly at the time of the concern and not deferred for discussion until the annual performance review discussion.)

2. Overview of the Professional and Support Staff Performance Appraisal Scheme Cycle

This is an indicative cycle. Alternative arrangements can be made to suit local conditions providing that all appraisals (particularly objective setting) are completed by mid August each year.

Month / Ongoing dialogue between Appraiser and Appraisee regarding performance and development / Action
April / Strategic Plan and KPIs reviewed for forthcoming academic year
May / Strategic Plan goals and KPIs confirmed for forthcoming academic year, subject to final Board approval
June
Week 1 / UET appraise Deans and Directors of Professional Services
Deans hold pre-appraisal meetings with staff who will be appraising others, UET, Head of Organisational & Staff Development, HR Manager and Organisational Staff Development Manager to:
·  Establish outline objectives to be cascaded to their areas of responsibility and identify expected performance standards
·  Discuss any matrix arrangements
·  Agree who the ‘Grandparent’ will be for each staff group.
·  Discuss any balanced workload issues where appropriate.
·  Discuss priorities for personal and professional development planning
June
Week 2 / Deans appraise Deputy Deans and Directors of Operations
Directors of Professional Services and professional staff appraisers commence appraisal round. All professional/support staff appraisals to be complete by mid August
July / Professional staff appraisers continue appraisal round. All professional/support staff appraisals to be complete by mid August
August
September / Deans, Directors of Professional Services, Appraisers and others undertaking the ‘Grandparent’ role in Faculties/Professional Services, review and summarise achievement of objectives for their areas of responsibility for the previous academic year and the performance standards achieved. To be reviewed by UET. Evidence collected for pay progression panels.
Deans and Directors of Professional Services review Personal and Professional Development Plans with Staff Development Manager.
October
November
December
January / Interim Reviews take place with Deans, Directors of Professional Services, all academic staff, and professional and support staff
February / Interim Reviews take place with Deans, Directors of Professional Services, all academic staff, and professional and support staff
March

Updated June 2015 - Professional and Support Staff Documentation 5

Bournemouth University Professional and Support Staff Appraisal Scheme Grades 1-9

PROFESSONAL AND SUPPORT STAFF PERFORMANCE APPRAISAL SCHEME

GRADES 1 - 9

3. Professional and Support Staff Performance Appraisal Form

Sections A, B, C, and D are for completion by the Appraisee before the discussion and returned to Appraiser at least one week in advance of the appraisal discussion. The Appraiser adds to sections B, C and D as appropriate following the discussion. The Appraiser ensures that section E is completed where appropriate. Ensuring timely completion of sections F-L are the joint responsibility of the Appraisee and Appraiser.

This form must be finalised by the Appraiser within one week of the annual performance review discussion; it should then be passed to the Appraisee for their signature and any additional comments. The Grandparent should add their comments and return to the Appraiser within three weeks. Performance evidence contained in other documents should be cross-referenced and not duplicated on this form.

Appraisee Name:
Section A: Appraisal Details
Appraisee Name:
Appraisee Job title:
Appraisee Faculty/Directorate:
Date started in University:
Appraiser’s name:
Appraiser’s job title:
Grandparent’s name:
Grandparent’s job title:
Date of Appraisal Meeting:
Date of previous Appraisal/Probation:
Review Year:
Plan Year:
Any Interests to be declared under Conflicts of Interest Policy & Procedure?
Any gifts and hospitality to be declared/approved under Anti-Bribery Policy & Procedures?
Details of the Conflicts of Interest Policy and Procedures can be found at: https://staffintranet.bournemouth.ac.uk/media/policiesprocedures/legal/Conflicts%20of%20Interest%20Policy%20and%20Procedures.doc
Details of the Anti-Bribery Policy and Procedures can be found at :
https://staffintranet.bournemouth.ac.uk/media/policiesprocedures/legal/anti-bribery-policy-and-procedures.pdf

Updated June 2015 - Professional and Support Staff Documentation 11

Bournemouth University Professional and Support Staff Appraisal Scheme Grades 1-9

Section B: Progress Review. Please list your agreed objectives for the past year together with evidence of your achievements and/or progress to date against each one. Please give details of any other relevant activities you have undertaken over the last year, within or outside the University. You may also want to comment on circumstances that have affected your achievements in the past year.
SMART Performance Objectives / Review of Performance
1: Statement of objective:
Performance measurement/outputs:
2: Statement of objective:
Performance measurement/outputs:
3: Statement of objective:
Performance measurement/outputs:
4: Statement of objective:
Performance measurement/outputs:
5: Statement of objective:
Performance measurement/outputs:
Aspects of performance not covered by objectives can be reviewed here

Updated June 2015 - Professional and Support Staff Documentation 11