hr and performance management mastery level · exploring workforce insights to address school wide...

HR and Performance Management Mastery Level

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Agenda

Introduction and overview of learning objectives

Impact of strategy and vision on staff performance

Navigating people challenges with confidence

Supporting effective performance management conversations

Exploring workforce insights to address school wide challenges

Recognising your HR priorities

Wrap-up

3

Capture them on a flip chart!

Introduce yourself and share the most

common people related challenge you have experienced as

a Leader

5 minsIntroducing yourself

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HR & Performance Management Module Learning Outcomes

Learners will…

Understand how strategy and vision for schools flow through to and impact on staff performance

Have explored approaches to navigating HR issues such as capability, disciplinary or staff reduction with confidence

Know how to have an effective performance management conversation

Know how to use workforce insights to address school-wide performance challenges in relation to pupil outcomes

Understand how strategy and vision for schools flow through to and impact on staff performance

Have identified the key HR processes that enable schools to build and maintain their talent pipeline

Have considered what drives staff engagement and the implications on performance

Have understood what is required to implement an objective appraisal cycle which builds a culture of development, high-performance and retention

Mastery LevelFoundation Level

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Agenda







Wrap-up

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The evolving nature of the workforce

The rise of the 21st

Century Career¹ sees the power of the

individual increasing within the workplace

It requires a different approach from leaders

which focuses on development andflexibility in career

choice

The 21st Century Career is a series of

developmental experiences for

employees

Leaders have a critical role to play in supporting individuals to re-invent their career within their

organisation. Continuous development of staff is key in order to retain and grow your talent

¹2018 Deloitte Global Human Capital Trends report

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The link between the evolving workforce, strategy and vision

Opportunities to shape the employee experience should form a key part of your overall school strategy, using the employee lifecycle as a basis for change at each stage

Attract me

Get me started

Develop me

Manage my performance

Engage and motivate me

Recognise me

Wish me farewell

The Employee Lifecycle

Leaders can positively shape employee experience through the employee lifecycle, prioritising and identifying changes which will enable school strategy

Proactive leaders will foresee and influence this change in order to remain competitive

Organisations must understand that employee experience is more important than ever before

Key Takeaways

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The link between the evolving workforce, strategy and vision

Opportunities to shape the employee experience should form a key part of your overall school strategy, using the employee lifecycle as a basis for change at each stage

Attract me

Get me started

Develop me

Manage my performance

Engage and motivate me

Recognise me

Wish me farewell

The Employee Lifecycle

How can an organisation be proactive in this area of the lifecycle?

What would be the impact of being reactive?

What would be the benefits vs. disadvantages of being proactive?

Key Questions

10 mins

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How are we doing?

MENTIMETER

10

Agenda







Wrap-up

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Looking back at your list, discuss in your group and decide on your top 3

challenges

2 minsPeople challenge themes

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Today’s people challenges (1)

The consequences of Future of Work require leaders to adapt their behaviours in a more connected world

React Differently

Navigate through ambiguity

Resilient in the face of constant change

Challenge how things are done

Think Differently

Conceptualise in a virtual

world

Decide quickly with limited information

Divergent thinking

Collaborate across teams

Apply ‘Try, fail, try again’ principle

Act Differently

Shift between power and influence

Ai, cognitive, robotics

Automation & impact on jobs

Explosion in contingent work

Change in the nature of a career

Diversity & generational

change

Tsunami of data

7 disruptors

Technology is everywhere

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10 common challenges affecting organisations irrelevant of industry or sector.

Unaligned values and culture

Poor communication

Poor conflict management

Lack of accountability

Undeveloped ways of working

Untrusting culture

No career development

No feedback culture

Disengagedstaff

Siloed leadership

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Issues affecting the education sector are no different to the people challenges affecting other sectors and businesses.

High level of attrition (newly qualified teachers)

Data-assessment overload

Poor engagement and management of senior

leaders and staff

Lack of resources

Increasing absenteeism

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HR and people challenges

In your groups, thinking about the people challenges you identified, which do you think

can be influenced through yourself and your leadership team and where is HR

specialist support required?

5 mins

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Process taxonomy aligned to Employee Lifecycle (1)

As line leaders and managers, there are certain elements of the Employee Lifecycle you are required to execute and other aspects which require HR support

Referrals to occupational health

School led

HR led

Attract Me

Manage job offer withdrawal/ candidate offer withdrawal

Attract and source candidates

Recruitment and employment checks

Support Interviews and assessments

Get Me Started

School led

HR led

Identify objectives and learning needs

Ensure mandatory

training is complete

Payroll and employee ID creation

Conduct induction

Develop talent processes, tools and schemes

Develop Me

School led

HR led

Identify learning needs

Carryout performance

conversations

Disciplinary and poor conduct

Monitor development

plansManage poor performance and performance improvement plans

Design and deliver

learning content

Manage My Performance

Design performance management

and talent

School led

HR led

Manage annual performance reviews

Manage succession plans and

identification of talent

Manage absence

and leave

Manage long term sickness and management processes, tools and frameworks

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Process taxonomy aligned to Employee Lifecycle (2)

School led

HR led

Engage and Motivate Me

Build an engaging environment for staff and be supportive

Design employee engagement polices and processes

Manage conduct, disciplinary actions and grievance

Manage industrial relations, trade unions, collective agreements

Reward Me

School led

HR led

Manage annual compensation reviews

Ensure mandatory training is complete

Manage payroll

Compensation and benefits processes

Wish Me Farewell

School led

HR led

Complete exit checklist and take back equipment, access cards and office equipment

Manage exits and death in service

The experience of the employee lifecycle and its processes are viewed from a BAU lens, it is important to highlight that your school may encounter one-off major events such as restructure, merger and acquisitions (including TUPE transfer), in these circumstances it is essential HR are involved.

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Managing people challenges

As a leader you need to be equipped with tools and techniques to proactively address and tackle people challenges

Speak to HR

Self-manage

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Application to real-life context

What steps could school leadership take to understand the root cause of the issue?

What areas of the employee lifecycle might require addressing to resolve the issue?

What could be some short (0-3 months), medium (3-6 months) and long term (6-12 months) actions which could be put in place?

Poor performancePersistent absenteeism

15 mins

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How are we doing now?

MENTIMETER

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Agenda







Wrap-up

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Performance Management conversations – what, how, who?

Performance Management conversations are a critical pillar of people management and are key to developing and sustaining a positive performance culture within schools

My performance management conversations are an opportunity to discuss

my strengths, development opportunities and future aspirations

I use performance management conversations with my team to agree

objectives, review performance, plan development, regularly ‘check in’ and,

importantly, ask for feedback on my own performance

As a Senior Leader, I have given and received feedback on

many occasions. I would like to think I am comfortable doing so

and that my employees feel they can be open and honest with

me about ways I can support them further

Jenny

Newly qualified teacher

Mark

Head of English

Alison

Head Teacher

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Performance Management conversations can be supported by a range of other performance activities. Think fuel, see, recognise performance

FUEL

performance

Fuel performance…

SEE

performance

See performance…

RECOGNISE

performance

Recognise performance…

Regular

performance

check-ins

Quarterly

career

discussions

Development

Planning

Strengths

based

assessments

Performance

snapshots

Pulse

surveys

Manager

assessment

Regular

talent

reviews

On-going

Recognition

Data driven

performance

decisions

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Leadership and management behaviours in driving performance

Leadership and management behaviours are fundamental in driving a positive performance culture within an organisation

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Leadership and management behaviours in driving performance

Leadership and management behaviours are fundamental in driving a positive performance culture within an organisation

Employees

Middle Leaders

Senior Leadership

Team

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The ‘art’ of having effective performance management conversations has four key elements: context, specifics, impact and solutions

Positive Feedback:

Positive feedback is used to recognise and

reinforce desired behaviour

Constructive Feedback:

Constructive feedback is used to address

areas in need of improvement

Remember…

Context:

• What was the situation?

• When did it happen?

• Where did it occur?

Specifics:

• What was the observed behaviour?

• What specifically did they do or say?

Impact:

• What was the impact or consequences?

• Who was affected?

Solutions:

• Ask how you can help

• Agree on next steps

• Revisit the conversation

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Performance Management – Husbands Bosworth School

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Agenda







Wrap-up

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Sources of ‘workforce insights’

“In God we trust. All others must bring data” - William Edwards Deming

Workforce insight is being able to truly understand your data and the factors associated to it. In doing so, you have a better understanding of your people challenges and are in a better place to influence them.

Un

stru

ctu

red

Internal

Stru

ctu

red

External

Exam results

HR staff data (absence, sickness, D&I stats)

Recruitment and interview data

Performance check-ins

Annual survey

Pulse survey

OFSTED results

Ranking (local, national, global)

Surveys and questionnaire

Social media

Reviews

Staff Exit interviews

Focus groups/ Workshops

Job boards and ads

Where to start: Assess and make sense of your data sources before being able to understand what it means

What to find: Workforceinsights exist in different forms, can be structured and unstructured. These can be gathered within (internal) and outside (external) of your school

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Using workforce insights to identify and address school-wide performance challenges

Data viewed in isolation conveys limiting intel however holistically assessed we can understand more about the ‘what’ and ‘why’ behind performance challenges

In order to improve…

OFSTED results

League tables

Positive reviews

Engagement and morale

Performance

Retention

Create

Action Plans for

improvements

Apply

Behaviour nudges to

shape and modify

behaviours

Apply the Employee experience approach to address the identified issues and challenges

Identify underlying issues by using

Fishbone diagram

Staff exit interviews

Local engagement surveys

Focus groups/workshops

Exam results

HR staff data

Recruitment data

Social media postings

Gather and consolidate data from… Internal and external

Data can tell us more about..Staff engagement

Staff morale

Staff well-being

Behaviour intervention

Student performance

Attrition

Career development

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Applying learning to your environment

Identify sources of data in your schools

How do these link to school-wide performance

challenges

What other ways could you build workforce

insights at your school

Can you think of any blockers which would

affect your school to develop ad use workforce

insights

20 mins

Read the case study before you begin the activity…

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Agenda







Wrap-up

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Recognise your HR priorities

Mentimeter placeholder

15 mins

My key takeaway from this session is…

The most important learning for me is…

Grab it

Write on it

Stick it

Post-it rules:

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Agenda







Wrap-up

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“The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in

which great ideas can happen.”

Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action

Wrap-up

hr and performance management mastery level · exploring workforce insights to address school wide...

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