Designing, developing and implementing an appraisal system for playworkers.
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The document serves as a guide for managers and playworkers on designing and implementing an effective appraisal system, emphasizing the roles and responsibilities of both parties. It discusses various appraisal methods, the potential benefits and challenges, and highlights the importance of ongoing performance monitoring and training. The aim is to enhance quality, motivation, and career development while addressing common criticisms associated with appraisal systems.
Designing, developing and implementing an appraisal system for playworkers.
- 1. Designing, Developing And Implementing an appraisal System For Playworkers. Designing, Developing And Implementing An Appraisal System For Playworkers: A Guide For Managers & Playworkers. David Stonehouse Senior Lecturer stonehod@edgehill.ac.uk Tel: 01695 657003 edgehill.ac.uk
- 2. 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. the University of choice edgehill.ac.uk
- 3. 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 the University of choice
- 4. Appraisal ■ It is the managers role to continuously monitor and evaluate the performance of their staff in meeting the objectives of the organisation. the University of choice
- 5. Talent Management Practice Or Is It The Practice Of Managing Lack Of Talent? the University of choice
- 6. 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. the University of choice
- 7. Different focus Boss/Manager Playworker ■ Where performance ■ Job progression needs to be improved ■ Career ■ Missed opportunities advancement ■ Skill limitations ■ Compensation ■ Enhancing ■ Negotiating pay relationships (Culbert, 2008) the University of choice
- 8. 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) the University of choice
- 9. 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) the University of choice edgehill.ac.uk
- 10. Purpose & Benefits of Appraisals ■ Improving motivation & ■ Selecting people for Morale promotion. ■ Clarifying expectations ■ Managing careers. ■ Determining rewards ■ Counselling ■ Identifying training & ■ Discipline development ■ Planning remedial opportunities. actions ■ Improving ■ Setting goals & communication. targets. (Bratton & Gold, 2012:259) the University of choice
- 11. 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. the University of choice
- 12. 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. the University of choice edgehill.ac.uk
- 13. 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. the University of choice edgehill.ac.uk
- 14. 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. the University of choice edgehill.ac.uk
- 15. 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 the University of choice
- 16. 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. the University of choice
- 17. 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. the University of choice
- 18. 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. the University of choice
- 19. What We Do As Playworkers Can Be Hard To Measure the University of choice
- 20. When Monitoring Performance What Are You Measuring? Qualitative Quantitative ■ Personality ■ Sickness/absence ■ Behaviour/Integrity ■ Number of sessions ■ Fit within the team delivered ■ Verbal feedback ■ Number of children ■ Leadership ■ Number of observations ■ Child/play focussed ■ Complaints ■ 30% ? ■ 70% ? the University of choice
- 21. 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. the University of choice edgehill.ac.uk
- 22. 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. the University of choice
- 23. 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. the University of choice
- 24. 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. the University of choice
- 25. 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. the University of choice
- 26. Any Questions Or Thoughts Or Observations? the University of choice
- 27. 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. the University of choice