PPL4GEN8 Manage the performance of teams and individuals (Signposted)
Overview
This standard is about making the best use of your team and its members so that they can help to achieve your organisation’s objectives. It covers allocating work, agreeing objectives, and setting out plans and methods of working. It also involves monitoring and evaluating your team’s work and providing feedback to them on their performance.
Outcomes
Performance Criteria
You must be able to:
Agree objectives and work plans with teams and individuals
1. Give opportunities to your team members to help define their own objectives and work plans
2. Establish objectives and work plans which are consistent with team and organisational objectives and agree these with all staff in your area of responsibility
3. Establish objectives, work plans and schedules which are specific, measurable, achievable, realistic and time bound (S.M.A.R.T.)
4. Establish objectives and work plans which take account of team members’ abilities and development needs
5. Ensure objectives and work plans give equality of opportunity to all team members and make sure no team members are excluded from any work-based or non-work-based team activities because of their culture, age, gender or background
6. Explain the objectives and work plans in sufficient detail and at a level and pace appropriate to your individual team members, ensuring the required documentation for the organisation and the individual is completed
7. Confirm team and individual understanding of, and commitment to, objectives and work plans at appropriate intervals
8. Provide advice and guidance on how to achieve objectives in sufficient detail and at times appropriate to the needs of teams and individuals
9. Evaluate objectives and work plans regularly and take account of any individual, team and organisational changes
Assess the performance of teams and individuals
10. Clearly explain the purpose of monitoring and assessment to all those involved
11. Give opportunities to teams and individuals to monitor and assess their own performance against objectives and work plans
12. Carry out your assessments objectively, against clear, agreed criteria, and at agreed and appropriate times
13. Ensure your assessments take due account of the personal circumstances of team members and the organisational constraints on their work
Provide feedback to teams and individuals on their performance
14. Provide detailed feedback and action plans for teams and individuals, with constructive suggestions and encouragement for improving future performance against work and development objectives
15. Provide feedback in a way which demonstrates respect for individuals, their circumstances and background, and the need for confidentiality
16. Give opportunities to teams and individuals to respond to feedback, and for them to suggest how they could improve their performance in the future
17. Manage both poor performance and performance above expectations, in line with organisational performance management guidelines, and in a manner appropriate to the team or individual
Knowledge & Understanding
You need to know and understand:
Agree objectives and work plans with teams and individuals
1. The laws, regulations and company guidelines that dictate how you are expected to behave with colleagues from different backgrounds, how to apply them in relation to your work and where to get further information and advice about them
2. The importance of clear communication when explaining objectives and work plans
3. The importance of consulting with team members and achieving consensus and agreement on objectives and work plans
4. How to encourage and enable team members, to input into and commit to their own work objectives and plans
5. The types of issues on which your team members may need advice and guidance
6. The organisational objectives and constraints which have a bearing on objectives and work plans
7. How to identify and devise objectives and work plans for the short, medium and long term which are realistic and achievable
8. Why it is important that the correct documentation required by the organisation is completed, and copies retained by all stakeholders
9. How to match objectives and work plans with individuals’ abilities and development needs
10. The importance of regularly updating objectives and work plans
11. The difference between managing those within your line management control and staff from other areas
12. The implications for work planning, of managing staff from other areas
Assess the performance of teams and individuals
13. The importance of being clear about the purpose of monitoring and assessment, and communicating this effectively to those involved
14. The importance of monitoring and assessing the ongoing performance of teams and individuals, and why different purposes of work monitoring and assessment may be suitable in different cases
15. How to make fair and objective assessments, ensuring that colleagues’ culture and background are taken into account
16. How to monitor and assess the performance of teams and individuals to agreed standards
17. The information needed to assess the performance of teams and individuals, and how to gather and validate this
18. The importance of providing opportunities to team members to monitor and assess their own work, and how to enable this
19. The organisational constraints which may affect the achievement of objectives
20. The types of personal circumstances, including those relating to culture, age, gender, health or background, which may impact on individual performance
Provide feedback to teams and individuals on their performance
21. The importance of good communication skills when providing feedback
22. How to provide both positive and negative feedback to team members on their performance
23. How to choose an appropriate time and a place to give feedback to teams and individuals
24. How to provide feedback in a way which encourages your team members to feel that you respect them, and have taken account of their personal circumstances and background
25. The importance of providing clear and accurate feedback to your team members on their performance and your role and responsibilities in relation to this
26. The principles of confidentiality when providing feedback - which people should receive which pieces of information
27. How to motivate team members and gain their commitment by providing feedback
28. The importance of being encouraging when providing feedback to team members and showing respect for those involved
29. The importance of providing constructive suggestions on how performance can be improved
30. The importance of giving those involved the opportunity to provide suggestions on how to improve their work
PPL4GEN8 Manage the performance of teams and individuals (Signposted)
Overview
This standard is about making the best use of your team and its members so that they can help to achieve your organisation’s objectives. It covers allocating work, agreeing objectives, and setting out plans and methods of working. It also involves monitoring and evaluating your team’s work and providing feedback to them on their performance.
Outcomes
Performance Criteria
You must be able to:
Agree objectives and work plans with teams and individuals
1. Give opportunities to your team members to help define their own objectives and work plans
2. Establish objectives and work plans which are consistent with team and organisational objectives and agree these with all staff in your area of responsibility
3. Establish objectives, work plans and schedules which are specific, measurable, achievable, realistic and time bound (S.M.A.R.T.)
4. Establish objectives and work plans which take account of team members’ abilities and development needs
5. Ensure objectives and work plans give equality of opportunity to all team members and make sure no team members are excluded from any work-based or non-work-based team activities because of their culture, age, gender or background
6. Explain the objectives and work plans in sufficient detail and at a level and pace appropriate to your individual team members, ensuring the required documentation for the organisation and the individual is completed
7. Confirm team and individual understanding of, and commitment to, objectives and work plans at appropriate intervals
8. Provide advice and guidance on how to achieve objectives in sufficient detail and at times appropriate to the needs of teams and individuals
9. Evaluate objectives and work plans regularly and take account of any individual, team and organisational changes
Assess the performance of teams and individuals
10. Clearly explain the purpose of monitoring and assessment to all those involved
11. Give opportunities to teams and individuals to monitor and assess their own performance against objectives and work plans
12. Carry out your assessments objectively, against clear, agreed criteria, and at agreed and appropriate times
13. Ensure your assessments take due account of the personal circumstances of team members and the organisational constraints on their work
Provide feedback to teams and individuals on their performance
14. Provide detailed feedback and action plans for teams and individuals, with constructive suggestions and encouragement for improving future performance against work and development objectives
15. Provide feedback in a way which demonstrates respect for individuals, their circumstances and background, and the need for confidentiality
16. Give opportunities to teams and individuals to respond to feedback, and for them to suggest how they could improve their performance in the future
17. Manage both poor performance and performance above expectations, in line with organisational performance management guidelines, and in a manner appropriate to the team or individual
Knowledge & Understanding
You need to know and understand:
Agree objectives and work plans with teams and individuals
1. The laws, regulations and company guidelines that dictate how you are expected to behave with colleagues from different backgrounds, how to apply them in relation to your work and where to get further information and advice about them
2. The importance of clear communication when explaining objectives and work plans
3. The importance of consulting with team members and achieving consensus and agreement on objectives and work plans
4. How to encourage and enable team members, to input into and commit to their own work objectives and plans
5. The types of issues on which your team members may need advice and guidance
6. The organisational objectives and constraints which have a bearing on objectives and work plans
7. How to identify and devise objectives and work plans for the short, medium and long term which are realistic and achievable
8. Why it is important that the correct documentation required by the organisation is completed, and copies retained by all stakeholders
9. How to match objectives and work plans with individuals’ abilities and development needs
10. The importance of regularly updating objectives and work plans
11. The difference between managing those within your line management control and staff from other areas
12. The implications for work planning, of managing staff from other areas
Assess the performance of teams and individuals
13. The importance of being clear about the purpose of monitoring and assessment, and communicating this effectively to those involved
14. The importance of monitoring and assessing the ongoing performance of teams and individuals, and why different purposes of work monitoring and assessment may be suitable in different cases
15. How to make fair and objective assessments, ensuring that colleagues’ culture and background are taken into account
16. How to monitor and assess the performance of teams and individuals to agreed standards
17. The information needed to assess the performance of teams and individuals, and how to gather and validate this
18. The importance of providing opportunities to team members to monitor and assess their own work, and how to enable this
19. The organisational constraints which may affect the achievement of objectives
20. The types of personal circumstances, including those relating to culture, age, gender, health or background, which may impact on individual performance
Provide feedback to teams and individuals on their performance
21. The importance of good communication skills when providing feedback
22. How to provide both positive and negative feedback to team members on their performance
23. How to choose an appropriate time and a place to give feedback to teams and individuals
24. How to provide feedback in a way which encourages your team members to feel that you respect them, and have taken account of their personal circumstances and background
25. The importance of providing clear and accurate feedback to your team members on their performance and your role and responsibilities in relation to this
26. The principles of confidentiality when providing feedback - which people should receive which pieces of information
27. How to motivate team members and gain their commitment by providing feedback
28. The importance of being encouraging when providing feedback to team members and showing respect for those involved
29. The importance of providing constructive suggestions on how performance can be improved
30. The importance of giving those involved the opportunity to provide suggestions on how to improve their work