Regular and meaningful performance conversations can be of huge benefit to all involved. Done well, they strengthen relationships, provide clarity and direction, create time for conversations that matter and contribute to individual and organisational success. Unfortunately, the value of these conversations so often gets lost among an awkward box ticking exercise during an annual performance and development review (PDR) more about compliance than anything else.
Throughout 2022, Hatching Ideas have been privileged to offer organisational and people focused development to the Academic Health Science Network for the North East and North Cumbria (AHSN NENC), a leading AHSN excelling in areas such as economic growth.
Most recently, we designed a performance and development process and materials, incorporating the organisation’s newly developed Values and Behavioural Framework. This was underpinned by an ‘Effective Appraisals’ programme to empower and equip managers and staff alike to extract maximum benefit from the process.
The programme familiarised employees and line managers with the new PDR process and associated documents, providing tailored guidance on their respective role and responsibilities. These impactful sessions encouraged managers to connect the dots between individual and team activity and the corporate strategy, fostering commitment and a sense of contributing to a common purpose. The programme supported managers to set SMART objectives with their staff and included advice about how to create development plans and provide different kinds of feedback.
Critically, the focus was on how to make constructive performance and development conversations with their people a regular and positive part of their management practice. Sessions with employees empowered them to take ownership of their learning and development journey, be deliberate in asking for feedback, and to prepare for fruitful conversations with their managers.
Feedback on the programme has been overwhelmingly positive, with participants describing it as a “positive step in engaging staff” and for the development of individuals and the organisation.
