The video linked below is a recording of a session run by Kat Osborn and Julieanne Medway for line managers around how we approach support and improvement at Safe Families.
It covers key messages, stages in the process and then some scenarios.
How We Approach Support And Improvement (Combined).mp4
All documentation can be found in sharepoint - Capabilities
More Information about the process of performance and improvement can be found within this article.
Top tips when approaching Supporting and Improvement
- We want everyone to thrive within the role that they are doing - 80% of this 'process' on performance management is front loaded with support, support and support!
- Clarity for all is really key whenever we are supporting staff members - it is important to have clear expectations and to continue to revisit these within 1 to 1's, to ensure everything is documented well and reviewed together. This includes if you have concerns about performance - we need to be able to clearly articulate (and document) what is our concern and what would 'good performance' look like.
- Induction and probation are really key to setting a staff member up well for their time at Safe Families; this starts with the initial support agreement as a framework to discuss and document what the staff member needs from 'us' and what our expectations can be of each other. If probation needs to be extended to enable confidence in decision to pass (or end employment) that is ok -again make sure there is clarity about what we need to see to have confidence to pass probation, and what we are going to do to support the staff member to make that happen.
- We know that 'priorities can shift' for good reasons (that fit with our values) and actions set in 1 to 1's may not be completed; however we would then expect the staff member to come to a 1 to 1 with clarity around why something didn't happen and to plan together to set goals to move it forward. If you are noticing a pattern of actions not being completed (two months in a row), and no pro-activeness about a plan, this is a concern and we should increase the frequency of 1 to 1's to increase support to enable goals to be met.
- When setting goals / priorities it is important to set these together - no-one wants to do something they don't agree is needed!
- It is important to ask what the staff member also needs from you as their line manager. For example if there is a pattern of no response after a church presentation; it could be that shadowing another staff member could be helpful, or you going to observe a church presentation to reflect together. What can we put in place to increase support if the activities are happening but the outcomes aren't, what can we do about it?
- If the staff member has any additional support needs or disability then ensure you ask (and record, even if turned down) what additional support is needed; are there any reasonable adjustments that are needed? Please reach out to your line manager or the People and Culture Team to agree what adjustments can be made.
- Never make decisions on your own - talk with own line manager or People and Culture Team if you have concerns or 'niggles'