Setting performance objectives that

support and stretch your team

Jill McCall FNASBM

School Business Management Consultant

Aims

• A brief look at the performance management process

• What are performance objectives?

• Why performance objectives are so important?

• What does a good performance objective look like?

• Tips

• Avoiding common errors

• Example objectives

• Discussion

Change the way you think about performance objectives

Performance management • Varies from school to school – driven by policy • Pay related • Structured and fair • Plan, set, monitor and review • Timing of performance management cycle • 2 way process

• Employer assess and measure performance • Employee needs to feel valued, supported and be

given opportunities to develop

• Use an inset day for performance management reviews – it shows you take it seriously and value your staff

Remember Performance Management is a process not an event

Performance objectives Performance

the manner in which or the efficiency with which something fulfils its intended purpose

Objective

something that one's efforts or actions are intended to attain or accomplish; purpose

Sort out the difference between objectives and aims before you start:

Aims and goals are your aspirations

Objectives are your battle-plan

A work activity is the action an employee takes when

performing their job

A performance objective specifies the outcome or result of a

work activity

A performance objective is a

specific end result that

contributes to the success of the

organisation and that an

employee is expected to

accomplish

A performance objective

provides focus to an

employee’s work to ensure that

his or her actions are directed

towards achieving important

mission-related outcomes

Performance objectives are not work activities, task

descriptions or responsibilities listed in a job description

For example:

Activity:

Facilitate informational training sessions, as requested, for new employees

Performance Objective:

Facilitate informational training sessions on how to use the organization’s

internal online tools for new employees who request training. Achieve a

90% satisfaction rate from employee training feedback surveys over the

course of the evaluation period.

Why is it so important we get it right?

• Educational landscape in changing

• Biggest Asset/Biggest Liability

• Need to do more with less

• Need to be commercially aware

• Need to Get tough!

WHY do we set Performance

objectives?

Measure performance

Improve weaknesses

Assess suitability for promotion or increased

responsibility

Improve confidence

Develop additional skills

Motivate staff

Inform decisions relating to pay

Ensure we get VFM from our staffing

Think about… What do I want from the people I manage?

• Think about the job description and person spec

• Has the role changed recently?

• Are there areas that need improving?

• Specific actions or behaviours

Are those I line manage fully informed?

• Do staff know where they fit into the bigger

picture?

• Do they have access to the development plan?

• Can they articulate the strategic vision for the

school?

Are those who act as appraisers fully trained?

How well do I know the staff I appraise?

Admin

Finance

SIMS

Exams

IT

HR

Student services

Medical

Catering

Classroom

Library

Reprographics

Site

Health and Safety

SDP

IT – BYOD, VLE

Marketing, NOR

Staff development –

shadowing

opportunities

Asset Management

Project management

Timetable changes

Your team and the bigger picture

The balance

Personal Development

Organisational Development

Support Challenge

Common problems

• Lack of clarity

Outcome

Specific focus

Unachievable

Irrelevant or unrealistic

Lack of understanding of expectation

• Having no method or system of tracking progress

• No time frame

• Not being flexible and recognising that objectives may

need to be amended along the way

• Setting too many objectives

• Setting objectives which do not focus of organisational

development

• Staff who feel they do not need to be developed

• Staff not willing to engage in training

“If you do not know where you are going, do not be surprised if you do not get there!”

Who’s the Manager, F Patten 1981

Focused

High in Volume

Against Specific

Deadlines

Part of a smooth

working routine

INCREASED STAFF COMMITMENT

Setting objectives - tips

• Focus on school development plan/school strategy

• Use personal attributes which make that person able to perform the role better – perhaps those lacking currently

• Think about using a team objective

• Individuals or teams should set their own objectives

Setting objectives - tips

• Move away from activity base objectives

• Move towards behaviour objectives

• Think about how you write them

▫ Use action words

▫ Avoid words with no clear result

• Think about the bigger picture

Setting objectives - tips • Use a tried and tested format to ensure recording is

effective and reliable

• Think about the actions needed to achieve the objective. Listing them provides evidence to measure against when reviewed – who will be effected by them?

• Make sure objectives are properly agreed

• Don’t set too many objectives but don’t be afraid to set

2 short term objectives

• Think about development objectives – improving working practices or areas

E

• Ethical – fits in with personal and organisational ethics

• Evaluation – monitor and evaluate throughout the process

R • Recorded – formal and consistent

MA/STER Objective

Challenging

Clear

Agreed

Outcome

Measurable

Realistic

Understood

Resourced

Specific

SDP

Appropriate

Team

Flexible

Behaviour

Achievable

Time bound

Example objectives

• Train all employees in XYZ department on the new software,

so that their transition to the new software is complete and they are using it effectively (less than 10% error rate, as evidenced by no more than 5 calls a day to the help line) by 1 October.

• Conduct no less than quarterly one-to-one meetings with your staff and forward written summaries of topics discussed to line Manager

• Create and implement a development plan for each of your direct reports in an area which will further their effectiveness in their current position, to be reviewed with line manager twice during the year.

Example objectives •Teaching Assistant Work collaboratively and communicate in a clear manner and

effective manner with the year group teachers by providing regular feedback about children’s progress

•Senior Lunchtime Supervisor Establish a system to reward good behaviour and address

inappropriate behaviour Help promote a happy, secure school experience for all staff

and pupils at lunchtime by: Modelling how to treat the children fairly and with

respect Remaining calm and reassuring when dealing with

children and staff Providing support to lunchtime supervisors in difficult

situations

Example objectives

•Admin Assistant

Monitor and improve pupil attendance and punctuality by:

Completing a report of attendance and punctuality below 90% for action by SBM/Assistant Headteacher

Support the Christ-centred ethos of the school by:

Presenting a positive and welcoming reception to all pupils, visitors, parents and staff

Remaining calm and reassuring when dealing with pupils, parents and staff

Example objectives Contribute to the vision, values, moral purpose,

learning styles, leadership styles and ethos of the school by: Articulating school values through expectations of

staff, students, community and stakeholders Being aware of current and emerging trends and

developments in education policy, nationally and locally

Support the smooth running of the school through

efficient communication with senior leaders by: Using a whiteboard to record daily timetable Completing holiday forms 4 weeks in advance of

taking time off

Summary

Ensure you have a good performance management cycle and excellent policies

Ensure the process is fair and equitable across all staff

Evaluate and Monitor and record

Train appraisers

Ensure your staff know where they fit into the bigger picture

Use an inset day for annual reviews/objective setting

Summary M A/R S T E R

Performance objectives are not work activities – they are the specific outcome of a work activity

Use Team objectives linked to whole school improvement

Use behaviour objectives

Be clear and make sure the objective is understood AND agreed

Write objectives in terms of outcome/result – use action verbs

Be flexible – be prepared to renegotiate if necessary

GET TOUGH!

ANY QUESTIONS?

Jill.mccallsbm@gmail.com

Tel: 01803 459326

Mobile: 07917421133

www.nasbm.co.uk www.sbmservices.co.uk