CHERRY WILLINGHAM PARISH COUNCIL (CWPC)

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APPRAISAL AND SUPERVISION POLICY AND PROCEDURE

1. POLICY STATEMENT

This policy applies to all staff employed by the CWPC unless otherwise stated.

Staff supervision and appraisal are interrelated tools to assist Councillors in effectively managing the performance of staff and to support staff to provide good a quality service.

All staff employed by CWPC must to receive a one-to-one work review with their  manager. This review is known as supervision (see guidance on supervision for frequency of meetings). 

All staff employed by CWPC must receive an annual performance appraisal.

CWPC is committed to equality of opportunity in all aspects of employment.  The appraisal and supervision process must be impartial, and free of any unfair discrimination.

2.    PERFORMANCE APPRAISAL 

Introduction

The performance appraisal scheme is designed to improve communication between you and your  managers, and help clarify what you are trying to achieve together.

The appraisal scheme is designed to examine your performance throughout the report period and to recommend any training and development necessary to improve performance.  The process aims to be simple, open, fair, accurate and objective.

The Performance Appraisal Process.

There are two forms involved in the appraisal process:

1.    The Performance Appraisal Report Form (consisting of objectives, performance     assessment and personal training and development plan) – Appendix A.

2.    The Job Holder’s Preparation for Annual Performance Review Form – Appendix B.

Appraisals will normally be conducted by your immediate  manager.    New staff, who have been employed for less than six months, need not be appraised, for that period, but should be set objectives at the end of their probation for the coming year.

Setting Objectives

An objective is a statement of desired outcomes against which progress may be monitored and success judged.  Without clear objectives, people do not know what is expected of them and are not able to judge their progress.

Objectives should be agreed before the start of the report year.  Each year your  managers should meet with you to agree objectives for the coming year.  Objectives will form a significant part of the following year’s annual review, they should be set with due regard to your job description.  They should summarise the key things that you needs to achieve in the coming year.

Properly set and monitored objectives should give you a clear sense of direction and enable progress to be measured by your line manager objectively.

To have maximum value, objectives should be:

Specific    the outcome should be specific but with some flexibility to allow for changing circumstances.

Measurable    in terms of quantity, quality or cost.

Achievable and Agreed       challenging but realistic.  The individual should be committed to their achievement.

Relevant    they should link the individual’s job or other Council business

Time related    a date for achievement should be stated, long term objectives should include interim target dates.

Objectives should be agreed between you and your manager as you are more likely to be committed to achieving an objective you have agreed, however, in the event of a disagreement over the setting of an objective the matter should be referred to the HR Committee.  The decision of the HR Committee will be final.

Once you have been set objectives they should be recorded on the Performance Appraisal Form.  

Objectives may change during the course of the report year for various reasons  Any amendments to objectives should be agreed with you and added to the form (or completed on a continuation sheet if there is insufficient room on the form).

Monitoring - Supervision

The appraisal form should be reviewed during regular supervision sessions.  Progress towards the achievement of objectives and the personal training and development plan should be discussed and, where necessary, targets amended.

Your line manager should also use the supervision process as a regular opportunity to review your performance against the core competencies listed in the performance assessment and provide any feedback to you as necessary.  In the event that you are not meeting the required standard, it is important that you are informed as soon as possible.  You should also be told what you need to do in order to meet the standard and offered support through training and ongoing supervision.

The Annual Review

At the end of each year you and your manager should both prepare for the annual appraisal discussion.  You should complete the preparation form before attending the discussion.

The document should then form the basis of the discussion. The discussion will take place between you and your manager only.  You should be invited to start the discussion by commenting on your own performance and your achievement of objectives during the course of the reporting year.  Your manager should listen and consider very carefully your self assessment. 

Managers should seek to back up their assessments with objective evidence to help explain them to you.  To help achieve this,  managers should make a note of any particular points at the time they become apparent during the year and discuss them with you during supervision.

After the discussion has been completed your manager should complete the form and pass it to you.  You should then sign the form and may add your own comments in the space provided (a continuation sheet may be used if necessary). The form should then be returned to your  manager for his or her signature.  The completed form should then be sent to Human Resources Committee where it will be retained on the individual’s employment file.

In the event of a disagreement between you and your manager about an assessment the matter should be referred to the HR Committee.  The decision of the HR Committee will be final

Summary of Appraisal Process.

1.    Beginning of the year.   

You and your manager meet to agree objectives and any additional competencies for the coming year, review previous training activities.

2.    During the report year.  

You carry out your work.  Your manager should support you in achieving your objectives and meeting the training needs identified .  Your  manager should record evidence of your performance throughout the report year and provide regular feedback to you during supervision.  If necessary you and your manager should revise objectives because of significant changes during the report year.

3.    End of the report year.

Your manager completes the appraisal report form in draft.  You complete your preparation for the annual performance review form.  Your manager and you meet to discuss achievement of your objectives and your overall performance.  Your manager then completes the Performance Appraisal Report Form and passes it to you for you to comment and sign.  The form should then be returned to your manager who should sign it and pass it to the Human Resources Committee for retention on the individual’s HR file.

The process should then begin again for the next report year.  The process is summarised in a flow chart at Appendix C.

Remember the Performance Appraisal Process must be:

1.    Open - you have the right to know what is being written about you.

2.    Fair - appraisal reports must be free of any form of discrimination.

3.    Accurate - assessments should be backed up by objective evidence wherever possible.

4.    Two-way - you must play an active role in the process.

5.    Confidential - the appraisal is confidential between you, your  manager and the HR Committee.

4. SUPERVISION

Supervision Policy Statement

Having time to reflect on your practice and receive support and direction about your work is an essential part of your role. We believe that time spent with your manager in both formal and informal supervision sessions ensures that you are able to develop as an employee and gain a deeper understanding of the values and direction of CWPC. We are committed to ensuring we maximise the opportunities for you to experience learning and mentoring while carrying out your role.

Why is supervision and mentoring important?

We all need regular feedback on our performance. Spending time with your manager is an opportunity for you to gain support and advice about your job role as well as receiving constructive feedback on areas of your work that need to improve. At CWPC supervision happens in two ways – a structured discussion with your manager and on the job mentoring and feedback.

Supervision is a time when you and your manager can review your work and chart the progress with your appraisal goals. It is a time where you can make suggestions for changes or explore new ways of delivering services.

Finally on the job supervision is a way for your manager to support you with transferring leaning from training into your work place. 

How often should I have supervision?

The frequency of supervision will vary depending on your need. During your induction and probation you may require more supervision. If you are having problems at work or with your job role you may need additional support and guidance. 

Supervision should be a combination of formal, face to face meetings with your  manager and on the job mentoring and feedback. As a guide you should receive formal face to face feedback from your manager every 8 weeks. This should be a formal face to face supervision recorded on CWPC supervisions record Appendix C This means you should have a minimum of 6 formal face to face supervision sessions a year.

It is the responsibility of your manager to make sure they set times and dates to meet with you. If a supervision session is cancelled, the supervisor should re-schedule the supervision at a mutually convenient time.  

How much time do I need for supervision?

As a general guide a formal face to face supervision session should last no more than 1 hour 

Where should supervision take place?

Formal face to face supervision should be held in private.  A room or area should be set aside, and arrangements made for no interruptions, apart from emergencies.  Your manager must arrange for you both to be free from duties and interruptions during the supervision.  

Confidentiality

What is discussed between you and your  manager is confidential. However there may be times when it is both appropriate and in line with legal requirements that the content of your supervision session is shared with other. For example: 

• Should your  manager change, his/her notes will be passed on to the next  manager.

• If you raise a potential safeguarding and poor practice issue.

• Occasionally your manager’s notes may need to be checked to ensure that the quality of supervision you receive is up to expectation.

• In the event of a complaint, safeguarding or disciplinary investigation involving you and/or your manager, management and Human Resources Committee will have access to your supervision notes.

If you have concerns over the way your supervision is conducted by your  manager, and you are not able to resolve these directly, you should talk to a member of the Human Resources Committee.

The contents of a supervision session are “owned” by you, in as much as it relates to you personally.  You may discuss the contents of your supervision with other people, however, you need to think about confidentiality and accept responsibility for any effect on team dynamics or any other consequences of discussing personal information.   Your manager should not talk about what was discussed in supervision with a third party , unless agreed or as outlined above.  This particularly applies to more personal information, which may be discussed in relation to your performance at work.

Do I need to prepare for supervision?

Both you and your  manager/supervisor should prepare for supervision well in advance.  Notes of the previous session should be reviewed so that each person can report on the progress they have made with any agreed actions from last time.  You should also note down beforehand any issues which have arisen recently.

What should we discuss in supervision?

The content of supervision sessions may vary according to your needs, your job and the current issues that you are dealing with, however, certain items will appear for all supervision sessions.  They are:

• Previous supervision

• Appraisal and objectives

• Training 

• Resources

• Meetings

• Organisational feedback

• Any other matters

The time you spend discussing each item may vary according to both your own and your manager’s priorities at the time supervision takes place.

How will my supervision be carried out?

The way in which your supervision or on the job mentoring is carried out is something that you and your manager need to agree. We are all different and benefit from different things from our manager.  Some people like to focus on the practical aspects of their workload whilst others need to examine the theory and philosophy behind their work.  Some like to talk about how their personal life affects, or is affected by, their work, others like to keep the two strictly separate.  Individual needs should be respected, although care should be taken not to allow discussions about private matters to detract from work related issues. Your  manager should always be able to properly review your work and provide guidance and advice.

Your manager should be aware of the stress of your job. 

How is what we discuss in supervision recorded?

Your manager should record all items in the appropriate detail.  For most matters, this will merely take the form of any agreed actions.  In some cases, the item may warrant a fuller recording (e.g. with regard to an accident, complaint or disciplinary issue). Supervision notes should be accurate, clear and unambiguous.  Personal confidential issues which may affect your work will not be recorded in detail, but an entry note made with any agreed actions. 

You should check the forms and the record before they are signed by you and your line manager/supervisor. You should both have a copy of the session.  Your manager’s copy should be kept in your personal file which must be kept locked securely and will only be accessible to restricted people (as mentioned above).  You are responsible for keeping your own copy.  

If you are unhappy with the supervision notes you should try and agree an amended version with your manager.  If it is not possible to reach an agreement you should add a footnote to explain in what way you disagree with the notes.  If you refuse to sign your supervision notes, your manager will sign them and note that you have refused to sign them.

If you change manager, the notes should be handed to the new manager.

What if I or my  manager are having problems with supervision?

If either you or your manager experience problems with supervision, it is your responsibility to try to resolve these problems.  If you believe you are not being treated reasonably or are not receiving the support that feel you need, you may appeal to your HR Committee directly.  If that fails to resolve the situation, you may use the grievance procedure.

Is supervision always a one to one process?

Yes in all cases your supervision will be held with your manager only, unless you request otherwise