Performance Management Policy

Contents

• Introduction and Purpose
• Regular Review - Quarterly one-to-ones
• Final quarter meeting
• Supporting employees with performance improvement
• Implementing a PIP (performance improvement plan)
• Issues relating to conduct and capability
• Link to other policies
• Appendix 2 - Explanatory Notes on the 6 oint one-to-one meeting framework

Introduction and Purpose

NICVA aims to consistently provide high-quality services to its members and the wider voluntary, community and social enterprise sector in Northern Ireland. Therefore, the performance contribution of every employee matters. This policy outlines NICVA’s approach to regular review (formerly supervision and appraisal) between line managers and team members and provides a framework for both it and performance improvement processes.  The process of continual review, including the provision of support and direction for staff, seeks to enable staff to deliver their job roles to the best of their ability, achieving and sustaining high work standards for the delivery of NICVA’s objectives.  

The policy outlines the framework to be used for quarterly meetings between employees and their line managers including a more in-depth year-end review held annually in March. A framework is also included to support employees and managers through performance improvement with the use of the performance improvement plan template.

Regular Review - Quarterly one-to-ones

NICVA recognises that the role of a line manager is to continually review and support employees to deliver their work objectives to the best of their ability. To support this ongoing process of regular review, NICVA operates a system of quarterly one-to-one meetings (as a minimum) between line managers and their staff.

For consistency across the organisation, a standard framework is used for these meetings as set out in Appendix 1. The approach requires managers to meet with staff quarterly to discuss the six points set out in the one-page framework document (see Appendix 2 for short guide).

It is suggested that managers and employees should set aside approximately 1 - 1.5 hours for a quarterly one-to-one meeting to allow sufficient time to discuss each point fully. Line managers should note the key points discussed under each area and retain the document.

Final quarter meeting

Within the approach, in the final quarter of the year (March), the line manager and employee should meet for a more in-depth discussion to reflect on the performance and work over the previous year and to plan work and objectives for the incoming year. The same form at Appendix 1 should be used for this meeting and again should be retained by the line manager.

It is suggested that managers and employees should set aside approximately 1.5 - 2 hours for a year-end review meeting to allow sufficient time to discuss each point fully.

The quarterly/year end document is retained by the line manager with a copy for the employee. It will only be shared more widely when appropriate, with the HR Manager and/or more senior manager in the department if performance concerns are raised.

Supporting employees with performance improvement

If a line manager identifies an area of underperformance at any time, it is appropriate to deal with this immediately and not wait until the next planned one-to-one meeting as it may be easily rectified. It may come about that in discussing point two of the check in, an area/s of improvement is/are identified. In either case to address this, the line manager should discuss any concerns with the employee clarifying the required performance standard and how to achieve this, being clear about the expected improvement, any support that will be provided and a timeframe for review.

Implementing a PIP (performance improvement plan)

Where performance concerns are identified as having not improved following the above and remain consistently below the required standard, a line manager should consider the use of a PIP (performance improvement plan) to support the employee with performance improvement. This template (Appendix 3) is a targeted support tool to assist an employee in reaching the desired performance level. A PIP may be up to 12 weeks in duration, as deemed appropriate by the line manager to provide a fair and reasonable timeframe within which performance can be improved.

Where an employee is gaining support through a PIP, NICVA’s HR Manager and the senior manager in the department should be informed.

At the end of the PIP, where required performance levels have been successfully fulfilled and the employee has demonstrated their capability, the PIP will end and confirmation of successful completion will be confirmed by the line manager to the employee and the employee/line manager will continue through the normal process of quarterly reviews as outlined above.

Where performance has not improved to a sufficient level, the line manager should seek guidance on the next steps from the HR Manager, such as PIP extension or further investigation into the concerns in line NICVA policies.

Issues relating to conduct and capability

Managers should address issues relating to conduct matters immediately and not confuse these with issues relating to under performance. Conduct is different from capability as it is considered that the employee will have control over their actions whereas capability is about someone’s ability to do their job.  

Link to other policies

It is important that managers and employees know how this policy relates to other policies within NICVA. This policy links to the Induction and Probation procedure as well as NICVA’s Disciplinary policy.

Appendix 2 - Explanatory Notes on the 6 oint one-to-one meeting framework

1. How are you? Open the meeting by asking how your colleague is. Hopefully all well personally and professionally but this is an opportunity to ask the question and chat through anything that is raised. If there are any concerns, think about support you can provide or signpost to – things like encouraging use of breaks in the working day, engaging with colleagues, getting outside, looking at NICVA’s wellbeing offering, booking annual leave, EAP, BHSF Health Cash Plan etc  
2. Your work and objectives This is a two-way discussion on reflections of work progress against the objectives within the plan to date/since last meeting. These may be ongoing or completed and should be assessed against any set targets / timeframes and may be evidenced by work outputs (e.g. supporting documentation on activity, CRM reports and data etc). The discussion should address any barriers to objectives being fulfilled and solutions / support to be put in place. This is an opportunity for feedback, praise and reflection on performance to date and discussing areas for development. (See Development section in point 4 and PIP guidance below).  
3. Looking ahead This item allows the opportunity for looking ahead at priorities to ensure objectives are met and should include consideration of continuing or upcoming work, any barriers which may hinder delivery or opportunities which are on the horizon. Agree solutions or support requirements to be put in place.   
4. Development This section enables consideration of any learning and development requirements/requests/opportunities for the individual or developmental areas which may affect the wider team / organisation.  It gives the opportunity for discussion about areas for development and support that may be provided through on the job coaching, training sessions or courses, webinars etc.  
5. Values This section gives time for reflection and discussion on the behaviours in the role which align with NICVA’s values.  
6. Agree action points Summarise agreed actions and agree date of next meeting.

Hubs

• hr