In CGL all line managers and colleagues work together to plan, monitor and review a colleague’s performance to enable them to develop and make a positive contribution to the business. Performance is understood to include meeting standards, working towards performance & development objectives, and consistently demonstrating CGL Values.
Our approach to performance is to use a continuous cycle of agreeing objectives, assessing progress against these, and providing on-going coaching, and feedback to ensure colleagues are inspired to achieve their targets and business plans.
The CGL performance management and development framework is based on the following principles:
All colleagues should know their performance standards and objectives. Reviewing performance against these is a continuous process that starts on day one. The following documents and processes provide a formal framework to support this.
A Job Description contains an outline of the role that a colleague has been employed to undertake and the behaviours that are key to being successful in the role. It is not an exhaustive list of activities and roles can change as new ways of working or activity develop over time. Where this happens line managers will sit down with colleagues and agree and document any changes.
When a colleague accepts a role, they are effectively agreeing to fulfil the requirements contained within this document which then constitutes a performance management contract between the colleague and manager.
One to one meeting’s are held between a colleague and their manager weekly. This is an informal meeting to discuss the colleague’s performance against their KPI’s. Any development opportunities and AOB.
Organisations use KPI’s to evaluate their success at reaching targets. You’re line manager should share your KPI’s with you.
A PDP is used to plan how a colleague will address their key areas of development. This could be centred around:
It is important that colleagues commit to continuously learning new skills to keep pace with our ever-changing business and external markets.
Talent reviews are used to assess our internal capacity to fill current and future vacancies by reviewing the future potential of managers/colleagues and building succession plans for key roles in the organisation.
In order to be considered for progression managers/colleagues must possess:
Once standards and PDPs have been agreed, performance and development are reviewed and supported during the year.
Managers will agree with their colleagues how they will work together on a day-to-day basis to ensure adequate communication, support, and feedback. This will be through a combination of:
The formal performance review cycle consists of one annual review and one bi-annual update. Informal conversations around performance are regular and ongoing.
• Performance is assessed in terms of:
o achieving key deliverables for the role and contributing to the overall business plan
o demonstrating CGL Values
o Colleagues are described as ‘Exceeding’, ‘Achieving’ or ‘Shaping’ in the role
All formal conversations are recorded and updated on the citation.
All colleagues have development conversations with their line managers. The formal development review cycle consists of one annual meeting to discuss development needs and construct PDPs and one bi-annual update to review progress and discuss career aspirations and the potential to progress within the organisation. Managers adopt a coaching style of conversation, so development is ongoing and forms part of everyday work. More formal learning interventions are available through online learning, attending one of our internal management development courses and via our external qualifications process.
All PDPS are recorded and updated on Shine our Learning Management System (LMS)
Two talent review meetings are held within the year. During these reviews Heads of Function (HOFs) Human Resources, and Head of Talent.
There are a number of reasons why individuals fail to perform to the expected levels. Gaps in performance should be identified at an early stage as a result of agreeing on clear standards and objectives that are discussed regularly via feedback and 1 to 1 meetings.
When gaps are identified managers work with colleagues to understand why performance is unsatisfactory and agree between them on what can be done to resolve issues.
If performance does not improve on the back of feedback and follow-up support, then a formal meeting will be scheduled to implement a Performance Improvement Plan with the colleague. A note taker will be present, and the colleague is entitled to be accompanied by a colleague or union rep.
Meeting notes and PIP will be saved to the colleague’s personnel file.
Line managers offer support and review progress weekly and monthly to support colleagues to meet the standards and objectives outlined in the PIP. However, if performance is still not back on track after 12 weeks disciplinary action under the capability process may follow.
Records of one-to-one meetings will be sent to HR and saved on the colleagues’ file for a rolling 12-month period.
Records of Formal and informal meetings will be kept on colleagues’ files for 12 months.
CGL commits to abide by the General Data Protection Regulations in relation to the confidentiality of data. Only records that both you and your manager have shared will be kept on your record. These may include your performance and development reviews, PDPs and PIPs.
Download our HR Policy – Performance Management here
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