Performance Management/People Development

Level 4 - Responsive People Development

Performance management championed by senior team & senior managers.
Aligned to FRS strategy and goals.
Talent management is integrated.
Performance management seen as part of brand with expectation of high performance from all.
Permanent and temporary opportunities are supplemented with shadowing, mentoring and attachment.
Support is widely available to those changing roles, levels or organisations.
Goals are set in partnership with line managers and reviewed regularly, adapting to changing needs.
Some practices are adapted for different elements of the workforce.
Coaching and ongoing feedback is applied by managers at all levels.
Detail is clear as to expected performance and behaviour and present across all levels of the organisation.
Appraisal has migrated from traditional forms (formal meetings) and there is continuous dialogue between individuals and their line managers bespoke to suit that individual’s needs.
The FRS has other mechanisms which support individual performance and not solely reliant on line manager.
Development plans present, prevalent across all levels of performance and openly discussed. Generated across all routes from line managers, departments and individuals.
Focus on all staff in the FRS not just grey book.
Wellbeing is integral to performance discussions.
Reasonable adjustment for wellbeing, disability, carer responsibilities is well established.
Inclusion is understood and people have adaptive managers who can work with their needs to support performance.
Team meetings are used to discuss corporate and local issues with feedback given to Senior Team so performance is a shared issue in teams.

Level 3 - Purposeful and Integrated Performance Management/People Development

Consistent integration across the organisation.
Long term planning for some positions with considerations as to what skills & behaviours are required for the role in the future.
Transparent talent management integration.
Active prevention work to limit need for formal procedures.
Encouraging managers to quickly address capability issues and move into informal process to get issues analysed and individual back on track.
Coaching is applied by managers regularly, with development plans regularly applied.
Feedback occurs both in and outside of the performance meetings/succession planning review process.
Recognition and reward given for the majority of people, but is maintained at a local level. Mostly informal.
Code of ethics and role modelling ethical behaviour are discussed as part of performance management.
Development planning is owned by staff and is discussed across all levels of staff.
Integrated with select talent processes.
Short-term planning for most critical positions.
Recognition and rewarding is present, with both financial and non-financial rewards considered.
Well defined learning curriculum which matches organisational need.
Development plans are present, but mainly for people who are not performing in role. Some presence of development plans for people who are new in role.
Retirement planning is useful for individuals and aids transition from the FRS.

Level 2 - Traditional People Development

Limited senior team engagement.
Talent management is in early stages.
Clearer purpose for performance management.
Capability and disciplinary procedures are effective.
Feedback and coaching by line managers is being encouraged.
Feedback is retained until succession planning meeting or appraisal.
Core competencies are developed and met – more needs to be done to develop wider skills.
Recognition is inconsistent.
Development plans are used sporadically, with anecdotal or non-specific feedback. Mainly used in cases of poor performance, seen as negative in most cases. Generated mostly by line managers, some outside feedback influences. Conversation about development is limited.

Level 1 - Fragmented Performance Management/People Development

Talent management processes at early stage of development.
Ad-hoc job internal application processes without clear criteria of who can apply or how to do so.
Disciplinary and capability procedures are ineffective and inconsistent in application.
Appraisals are tick box exercises which are not providing significant benefit to the organisation.
Performance feedback inconsistent.
Low support for manager or peer coaching.
Reactive vacancy planning.
No long term analysis of workforce profile – retirement profiling, age profiling.
Limited development opportunities available.
Development planning for individuals still poorly understood by line managers.