Performance and development_form
- 1. 1 My performance and development conversations My performance and development conversations To achieve our goal and priorities every one of us needs to contribute by living our behaviours, delivering high performance and working together Name Employee number Team Reviewing manager Reviewing year Our behaviours Accountable Active Collaborative Direct Fair and consistent To keep London working, growing and to make life in London better Pillars Value Delivery Customers People TfL Every journey matters My performance Our behaviours My development Me My contribution Reviewing Improving Recognising Evaluating September 2013 TfL restricted when completed
- 2. 2 My performance and development conversations More information about filling in the form online More information about filling in the form on paper Download printable guidance notes if needed Review cycle My preparation Objectives setting meeting Ongoing conversations/ assessment My preparation End of year review meeting My preparation Mid-year review meeting Calibration Ongoing conversations/ assessment How our behaviours can help us get the most out of performance and development conversations Me Accountable – taking responsibility for my behaviour, performance and development Active – looking for ways and opportunities to achieve my own aspirations Collaborative – working with my manager to agree positive actions Direct – sharing my views, evidence and aspirations so my manager is aware and can offer me the right support Fair and consistent – assessing my own performance and behaviour My manager Accountable – taking responsibility for team performance and behaviour Active – preparing and setting aside time for review conversations Collaborative – supporting me to take responsibility for my own performance, development and progress Direct – telling me what I’m doing well, where I need to improve and confirming actions we’ve agreed Fair and consistent – treating everyone equally using the measures and guidance provided September 2013 TfL restricted when completed
- 3. 3 My performance and development conversations Guidance Performance objectives and outcomes Business priorities It’s important that your objectives support the business priorities for your area. Make a note here of the results your area is aiming to achieve this year and refer to your area’s scorecard. Approx characters 1000 My objectives Set out your objectives for the year that will help to achieve the business priorities for your area. Think about how you can show that you’ve met your objectives and what competencies are required, and set a measure against each objective. If you have a requirement to set more than five objectives, you can find a performance objectives supplementary page on the Managing Performance pages on Source. Objective 1 Approx characters 400 Improving and enhancing periodic accruals reporting Measures Approx characters 400 Mid-year outcomes Approx characters 600 End of year outcomes Continuation sheet Approx characters 600 Continuation sheet September 2013 TfL restricted when completed
- 4. 4 My performance and development conversations Objective 2 Approx characters 400 KPIs Measures Approx characters 400 Mid-year outcomes Approx characters 600 End of year outcomes Approx characters 600 Objective 3 Approx characters 400 Asset Life Review Measures Approx characters 400 Mid-year outcomes Approx characters 600 End of year outcomes Guidance Continuation sheet Continuation sheet Continuation sheet Approx characters 600 Continuation sheet September 2013 TfL restricted when completed
- 5. 5 My performance and development conversations Objective 4 Approx characters 400 Accruals Panel coordination Measures Approx characters 400 Mid-year outcomes Approx characters 600 End of year outcomes Approx characters 600 Objective 5 Approx characters 400 Project spend and income reconciliation Measures Approx characters 400 Mid-year outcomes Approx characters 600 End of year outcomes Guidance Continuation sheet Continuation sheet Continuation sheet Approx characters 600 Continuation sheet September 2013 TfL restricted when completed
- 6. 6 My performance and development conversations Guidance Demonstrating our behaviours Our behaviours influence how we work, our development, our progress and our success. This section gives you the opportunity to show how you’ve lived our behaviours during the year. Accountable – take personal responsibility for your actions and don’t make excuses about why something isn’t possible. Tell others what they can expect from you. Active – step up, don’t wait for others. Make things happen. Make things better and find solutions to problems. Collaborative – share your knowledge with others outside your immediate team so everyone can make better decisions. Don’t waste time by excluding others. Direct – get each task done as quickly as possible, by communicating clearly and not wasting time. Fair and consistent – be open and honest about your decisions and consider other people’s viewpoints and needs. Look for our behaviours matrix on the Managing Performance pages on Source. How I’ve demonstrated our behaviours Please include examples of how using our behaviours has positively affected your work throughout the year. Mid-year outcomes Approx characters 1300 End of year outcomes Continuation sheet Approx characters 1300 Continuation sheet September 2013 TfL restricted when completed
- 7. 7 My performance and development conversations Guidance My development This section is for you and your manager to explore your aspirations, how you’d like to develop in your role and what you need to do to achieve your goals. Business and personal goals My next steps Approx characters 700 Approx characters 700 Our agreed action plan Record here the development actions you and your manager have agreed. Development need – how you Action – learning or experience and the business would benefit (what, when, how) from meeting it Result – how the agreed action has helped to meet your business needs Approx characters 700 Approx characters 700 Approx characters 700 More information on competencies, technical skills and performance improvement, and our development guides are available on the Managing Performance pages on Source. September 2013 TfL restricted when completed
- 8. 8 My performance and development conversations Using competencies, technical skills and operational requirements Competencies are the generic skills, including interpersonal skills, and knowledge that we need to perform well in our roles and deliver excellent business performance. Through research, we’ve identified 15 competencies which are relevant across our organisation, but not all of these will be applicable to an individual role. Use competencies to • Understand what’s expected of you in your role • Help you identify areas you need to develop to achieve your performance and development objectives • Understand what might be expected of you if you’re working on a particular project or towards a stretch objective • Understand what’s expected in other roles you might want to move to • Identify specific learning and development actions to develop your competencies • Support your performance and development conversations with your manager Technical skills and operational requirements are the specialist skills and qualifications required for specific roles in our organisation. They may be skills you can develop on internal programmes, or through external qualifications such as those developed by specialist bodies, or degree courses. Updates to technical skills or operational requirements can also be driven by changes in legislation. Not all roles have technical skills or operational requirements. If these are needed for your current role, or roles you may wish to move to, discuss these with your manager. There is more information about competencies, technical skills, operational requirements and development options on the Managing Performance pages on Source. September 2013 TfL restricted when completed
- 9. 9 My performance and development conversations Summary comments Guidance Setting objectives meeting To agree objectives that will help to achieve business priorities and to plan your development for the year. Individual signature Manager signature Date objectives set Mid-year review meeting To review your needs and plan based on your performance, behaviours to date and any changes in your personal goals. Individual Manager Approx characters 600 Approx characters 600 Signed Signed End of year meeting To assess your performance, behaviours and progress throughout the year. Date Date Individual Manager Approx characters 600 Approx characters 600 Signed Signed September 2013 TfL restricted when completed
- 10. 10 My performance and development conversations What happens next? Once you and your manager have completed your end of year performance and development conversation, your manager will decide a performance rating for you that reflects your performance and behaviour over the full year. The management team in your area then meets to review all the ratings given, to make sure they’re fair and consistent. Your manager tells you what your performance rating is once all ratings have been signed off by the Managing Directors and Commissioner. After the full authorisation process, your manager will confirm your rating to you. For some grades, ratings are linked to performance pay. If your performance is either low standard or improvement needed, you will be placed on a performance improvement plan. There is more information about the performance improvement plan on the Managing Performance pages on Source. There are many ways to recognise good performance. When assessing your overall performance your manager will consider any one-off actions you may have performed which were above and beyond the required duties of your role. Your manager will show appreciation and thank you for your efforts. They may nominate you for a Make a Difference award if your actions were aligned to our behaviours and match the criteria of the scheme. The process for receiving your rating is: Step 1 Year end performance and development conversation Step 2 Your manager decides a performance rating based on your performance against objectives and behaviours Step 3 If your rating is low standard or improvement needed, your manager will put in place a performance improvement plan Step 4 Your local management team has a calibration meeting to check ratings in your department are fair and consistent Step 5 Your manager puts your performance rating on to SAP Step 6 Your manager tells you what your performance rating is once all ratings have been signed off by the Managing Directors and Commissioner September 2013 TfL restricted when completed
- 11. 11 My performance and development conversations Back to form Continuation sheet – performance objectives and outcomes Use this sheet to record any additional information about your performance objectives and how/why they were/were not achieved. Only use this sheet if there is important information you or your manager need a record of. The form is intended to support your conversation and does not need to be a complete record of everything you discuss. Mid-year Approx characters 2000 End of year Approx characters 2000 September 2013 TfL restricted when completed
- 12. 12 My performance and development conversations Back to form Continuation sheet – demonstrating our behaviours Use this sheet to record any additional information about our behaviours and how/why they were/were not demonstrated. Only use this sheet if there is important information you or your manager need a record of. The form is intended to support your conversation and does not need to be a complete record of everything you discuss. Mid-year Approx characters 2000 End of year Approx characters 2000 September 2013 TfL restricted when completed