If there has been no culture of performance

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If there has been no culture of performance management in the organisation, leaders can face resistance to what staff may interpret as management checking up on them. (1) Staff may be reluctant to comply with the requirements to maintain performance data. They may use the time taken to record data as an excuse to reduce productivity. They may see performance management as a way for the organisation to get rid of staff and may be fearful of their position in the organisation. (1) Leaders can overcome this by making sure that the reasons for performance management and the benefits for staff, the organisation and its service users are communicated to staff. (1) Leaders can also ask staff for their views on what should be measured and why, and possibly even how data can be collected. (1) Leaders can encourage staff to see that performance management can help identify training needs, improve staff capability and improve performance and job satisfaction. (1) The performance management process should be clearly linked to staff appraisal schemes and feed
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SL Examination Guide June 2015 Page 23 into the individual and corporate development plans. (1). If there is no clear linkage, then performance management is not contributing to personal and organisational improvement (1) There may be no systems for collecting performance data. If manual data has to be collected, there may be issues around accuracy and reliability of data, especially if staff see performance measurement as a threat. (1) Leaders can try to overcome this by asking staff for their suggestions on how data can be collected and by using automated data collection, where possible and practical, to improve the objectivity and independence of performance data.(1) There may be scepticism from staff, service users or other interested parties, that the performance management regime will lead to improved performance. Leaders need to show that the performance management process is having a positive effect on the organisation and its staff. (1) They will need to introduce processes that communicate performance not just to external (regulatory, for example) bodies, but also to other interested parties, including staff and service users. (1) They should celebrate success and good performance within the organisation and publicise results – good and bad. Poor results can be used to identify development or training needs or to start the process of reviewing how work is done, possibly leading to service improvements. (1) Measuring performance and reporting on the results when previously there has been no culture of this can open up the organisation to criticism where results are below expectation/sector average – this criticism can come from staff, regulatory bodies, inspectors, service users, the media and politicians. (1) Leadership of the organisation will need to be confident in their ability to use the process to improve performance and should communicate and explain this clearly and positively to all critics. (1) ( 10) (20)
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SL Examination Guide June 2015 Page 24
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