designing, developing and implementing an appraisal system for playworkers

Designing, Developing And Implementing An Appraisal System For Playworkers: A Guide For Managers & Playworkers.

David StonehouseSenior Lecturerstonehod@edgehill.ac.ukTel: 01695 657003

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Designing, Developing And Implementing an appraisal System For Playworkers.Designing, Developing And Implementing an appraisal System For Playworkers.

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Learning Outcomes:

1. Explore what appraisal is and how it should be applied.

2. Discuss both the managers and the playworkers role in appraisals.

3. Identify how quality is enhanced through correct and timely use of appraisals.

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It’s All The Same Thing!!■ Appraisal■ Performance Appraisal■ Performance Review■ Professional Development Plan■ Performance Evaluation■ Employee Evaluation■ Merit Rating, Employee Rating,

Personnel Rating, Service Rating

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Appraisal

■ It is the managers role to continuously monitor and evaluate the performance of their staff in meeting the objectives of the organisation.

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Talent Management Practice

Or Is It The

Practice Of Managing Lack Of Talent?

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Criticisms of Appraisals■ Enormous waste of time■ They have a destructive impact upon the

employer / employee relationship.■ One sided power.■ Bureaucratic■ Paper exercise only■ Do not happen.■ Promises are not delivered on.

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Different focus

Boss/Manager

■ Where performance needs to be improved

■ Missed opportunities■ Skill limitations■ Enhancing

relationships

Playworker

■ Job progression■ Career

advancement■ Compensation■ Negotiating pay

(Culbert, 2008)

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Difficulties for The Appraiser

■ Prejudice against can work both ways

■ Insufficient knowledge of job done■ ‘Halo Effect’■ Problem of context, especially

comparing between individuals

(Torrington et al, 2011)

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Performance Appraisal

“One of the greatest tools an organisation has to develop and motivate staff...... can encourage staff and increase retention and productivity.” (Marquis and Huston, 2009:569)

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Purpose & Benefits of Appraisals

■ Improving motivation & Morale

■ Clarifying expectations■ Determining rewards■ Identifying training &

development opportunities.

■ Improving communication.

■ Selecting people for promotion.

■ Managing careers.■ Counselling■ Discipline■ Planning remedial

actions■ Setting goals &

targets.

(Bratton & Gold, 2012:259)

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Top Down Appraisal

■ This is the traditional form with the boss/manager appraising the more junior employee.

180 Degrees■ This is where the appraisal is a two way

discussion with information flowing in both directions.

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Self Appraisal

■ Not many people will be comfortable to admit to failings in their work to their boss!

■ Other staff will also not be comfortable singing their own praises.

■ However, are you not the best person to judge how well you are performing, understanding the job best. Especially if your boss is not familiar with your work. For example a non playwork trained manager.

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Peer Appraisal

■ Feedback gained from other people doing the same role as yourself.

■ Difficulties may arise if peers are also friends.

■ If the team is performing badly there may be avoidance of blame or unfair apportioning of blame.

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Upward Appraisal

■ This is where playworkers appraise managers performance.

- Needs the right sort of culture.- How open are managers to receiving

constructive criticism?- May need an independent counsellor.

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360 or 540 degree Appraisals

A person receives feedback from a range of sources, not just their manager. Peers, children and young people, families, outside organisations and stake holders.

Leads to more balance and objectivity

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At It’s Simplest Form Appraisals Should

■ Look back to what has been achieved■ Look forward to what needs to be

achieved.■ Identify training and development needs.■ Consider the here and now, medium and

long term view.

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Individual design

■ Simple tasks – quick to learn and do, quick result & feedback

■ Complex task – higher level of skill required, results not known for months/years.

■ Different job roles. Playworker, volunteer, manager, cook, domestic supervisor.

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Design

■ Design the process together. Playworkers are best placed to know what it is they do and how best to evaluate it.

■ How often?■ Use job description, person specifications.■ Use the Playwork principles?■ There needs to be a close link to training and

development, and work force planning.

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What We Do As Playworkers Can Be Hard

To Measure

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When Monitoring Performance What Are You Measuring?

Qualitative

■ Personality■ Behaviour/Integrity■ Fit within the team■ Verbal feedback■ Leadership■ Child/play focussed

■ 30% ?

Quantitative

■ Sickness/absence■ Number of sessions

delivered■ Number of children■ Number of observations■ Complaints

■ 70% ?

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Goal Setting

■ Can contribute to directing individuals to perform better

■ Can be a motivating factor, if the goals are realistic and attainable, but also desirable and challenging.

■ Ideally goals need to be jointly set, to promote ownership.

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Two Separate Meetings?1. Appraisal discussion

&

2. Development discussion.

“It is hard for individuals to hear about the effectiveness of their performance and at the same time to think about what skills they need to develop in the future and how they can develop them” (Lawler et al, 2012:199).

Often the negative feedback takes over the discussion and is hard to move forward with.

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Importance Of Training■ Manager – needs to be trained in how to

perform appraisals in the right way and well.

■ Playworker – needs to understand what is going to happen and what their part is in the process.

Employees rights – accountability, fairness, right of appeal, confidentiality.

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How To Prepare

Manager- Collect all information from all

relevant sources.- Review previous appraisal

documentation.- Ask playworker to complete a self

appraisal form if appropriate.

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Monitoring of Quality

Should occur constantly and not be left to a once a year event.

The appraisal process should be a way to highlight good practice and identify examples of high

quality playwork.

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Any

Questions

Or

Thoughts

Or

Observations?

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Bibliography

Bratton, J. & Gold, J. (2012) Human Resource Management: Theory & Practice. 5th Edition. Palgrave Macmillan: Hampshire.

Culbert, S.A. (2008) ‘Get Rid Of The Performance Review!’ The Wall Street Journal. October.

Lawler III, E.E; Benson, G.S. And McDermott, M. (2012) ‘What Makes Performance Appraisals Effective?’ Compensation & Benefits Review. October.

Marquis, B. L. & Huston, C. J. (2009) Leadership Roles and Management Functions in Nursing. Sixth Edition. Philadelphia: Lippincott Williams & Wilkins.

Torrington, D; Hall, L; Taylor, S. & Atkinson, C. (2011) Human Resource Management. Eighth Edition. London: Pearson.