Review Performance 11. Partnership Behaviour Detail › ... › partnership-behaviours.pdf ·...

Appraisals

� Review Performance

11. Partnership Behaviour Detail

Take responsibility for our Business Success

Takes Pride in Ownership

Believes in the Partnership as a co-ownership and plays an active role - Takes responsibility for their actions and behaviours

� Can explain how our history and how Partnership principles of co-ownership underpin our business

� Has pride in our business and takes interest in how it is led and what we achieve

� Voices their opinion openly and constructively with colleagues and democratic representatives

� Accepts responsibility for mistakes and learns from them

� Balances personal needs with the commercial needs of the business

� Takes an active interest in supporting our approach to Corporate Social Responsibility

� In addition to Positive indicators for Partner

� Instils a sense of pride and ownership in Partners

� Demonstrates a passion for our business and takes appropriate responsibility for how it is led

� Gives Partners time and support to play an active role as a co-owner/democratic representative 1

� Actively supports democratic representatives in completing their responsibilities 2

� Acknowledges their own mistakes and admits when they do not know the answer

� Actively supports the local community 3

� Promotes Corporate Social Responsibility and encourages others to do the same

� In addition to Positive indicators for Partner and Section Manager

� Promotes co-ownership, encouraging Partners to get involved

� Shares information with Partners so they can influence business decisions

� Acts in the best interests of the Partnership, team, community and environment

� Gets unnecessarily involved with other Partners’ issues

� Withholds information to retain power

� Doesn’t endorse or promote Corporate Social Responsibility policies and approach

� Is driven by the need for short term or personal gain

� Thinks only about their part of the business, not the business as a whole

� Sits on negative feelings rather than voicing them

� Is unwilling to put themselves out

� Doesn’t consider or disregards elements such as cost, wastage and environmental impact in work practices

� Is closed-minded or critical about progress for our business

Negative Indicators

PartnerPartnership Level 10

Assistant Section Manager, Section Manager or equivalentPartnership Levels 9&8

Department Manager or equivalentPartnership Level 7

Negative Indicators for Assistant Section Manager, Section Manager and Department Manager or equivalent. In addition to Negative Indicators for Partner

1 Example only applicable to Partners with direct line reports2 Example only applicable to Partners with no line reports3 Example only applicable to Section Manager or equivalent

Appraisals



Makes Things Happen

Defines what needs to be done and makes it happen, maximising efficiency. Is courageous and generates ideas to make things better

Take responsibility for our Business Success

� Shows optimism, energy and enthusiasm about their work

� Asks for help if they don’t understand what is being asked of them

� Does what they say they are going to do and takes every opportunity to achieve more

� Sets high personal standards and produces high quality work

� Focuses on solutions not just problems

� Shows initiative rather than always following the rule book to the last letter

� Feeds information and ideas through to other areas so that improvements can be made

� Spots commercial opportunities and turns them into actions

� Sets clear objectives for others that gain understanding and commitment

� Plans and prioritises tasks so that work is completed on time and resources are used efficiently - adapts plans to ensure success

� Gives others genuine recognition for what has been achieved and how

� Addresses poor performance quickly 1

� Supports others to improve poor performance 2

� Shows personal initiative and a sense of urgency – can work with minimal guidance

� Encourages others to come up with new ideas and responds to ideas on how to improve the business

� Manages costs and wastage / shrinkage

� Sets clear and stretching targets, making sure Partners know what the business expects of them in the long and short term 1

� Develops and delivers ideas that meets the business expectation in the short and long term 2

� Makes plans, builds relationships and uses the resources available to deliver their responsibilities

� Sets the team/Partner up for success - right Partner, right skills, right time, right tools 1

� Asks probing questions and stretches other’s thinking to understand underlying issues

� Makes good business decisions in the face of uncertainty and ambiguity - changes course if necessary

� Persists in the face of obstacles and overcomes barriers to achieve success

� Understands, accepts and mitigates risk

� Actively seeks to reduces costs, including energy and wastage

� Makes hasty decisions without understanding the facts or thinking through all the options

� Only solves the surface problem rather than seeking to understand and resolve the underlying issues

� Doesn’t address poor performance

� Doesn’t set direction or sets goals that are either unrealistic or not stretching enough

� Is slow to respond to changing business priorities

� Gets stuck in the detail

� Does not manage time well and requires constant direction

� Panics under pressure or struggles to multi-task

� Gets distracted and fails to focus on the job in hand

� Makes hasty decisions without understanding the facts or thinking through all the options

� Makes suggestions based on personal preference not business benefit

� Doesn’t take responsibility for finding ways around problems

Negative Indicators





1 Example only applicable to Partners with direct line reports2 Example only applicable to Partners with no line reports

Appraisals



Build relationships powered by our principles

Delivers Excellent Service

Is passionate about achieving consistent high quality service. Understands customers needs, and builds lasting relationships with all customers

� Goes the extra mile for customers, treating them fairly, with honesty and courtesy

� Knows who their internal and external customers are

� Looks at what we are doing through the eyes of the customer

� Adapts their communication style to suit the customer

� Offers the best solutions to fulfil customer needs

� Acts on feedback from customers to increase satisfaction

� Sets high service standards and leads by example

� Drives sales and/or efficiencies through service delivery

� Constantly reviews levels of service to identify and make improvements

� Acknowledges excellent service

� Takes accountability for the delivery of service level requirements

� Is firm, calm and assured with difficult customers and stakeholders

� Creates an atmosphere where great service relationships are consistently achieved

� Keeps customer and stakeholder interests in mind when making decisions

� Inspires the team to drive performance through great customer service

� Looks internally and externally to understand and anticipate customer and stakeholder needs

� Views situations entirely from a profit perspective

� Doesn’t reinforce positive service to customers and stakeholders

� Lacks confidence with customers and stakeholders

� Ignores customer and stakeholder concerns

� Over promises to customers or stakeholders

� Lets frustrations and stresses show to customers and stakeholders

� Is reluctant to change their work/plans to deal with customer priorities

� Doesn’t consider the customer perspective when making decisions

Negative Indicators





Appraisals



Build relationships powered by our principles

Works Together

Forms relationships built on trust and respect, persuades others and negotiates solutions. Challenges others in a constructive way

� Builds relationships based on honesty, respect and encouragement

� Asks questions, listens and communicates clearly

� Builds rapport with customers, Partners and stakeholders

� Asks for help from others

� Shares information with others to achieve goals

� Challenges others constructively

� Relates well to others in sensitive or difficult situations

� Builds partnerships with suppliers and stakeholders 3

� Thinks about the information people need and makes sure they get it

� Varies the type and style of the message to meet the demands of the audience or situation, communicating with assurance and credibility

� Gains commitment and overcomes opposition positively

� Encourages teamwork, openness and trust, valuing the contributions of all team members

� Seeks out, listens to and considers others’ views, acting on them appropriately

� Goes the extra mile to help others succeed, sharing and celebrating success

� Reads the subtext of situations and responds to this sensitively, adapts their style to suit the situation and audience

� Seeks to understand the views of others

� Probes and challenges when faced with situations that may damage our business

� Is influential within and outside their own branch and identifies opportunities and priorities

� Plans for possible objections and uses different approaches to persuade people

� Identifies all parties involved in a situation and keeps them informed

� Negotiates with others to resolve any conflict

� Gains the commitment of the team through creating team spirit and winning hearts and minds

� Is aggressive or insensitive - forces their view on others or doesn’t let go

� Withholds information that is useful to others

� Invests no time in relationship building, fails to collaborate with other areas

� Doesn’t generate buy-in or passion in others when communicating

� Appears to reach agreement with others and then acts differently

� Plays people off against each other

� Avoids having honest conversations in difficult situations or fails to get to the heart of the matter

� Relies on their position of authority to get something done – gains compliance not commitment

� Doesn’t get to the heart of the matter

� Doesn’t interact with or influence others

� Ignores the views of others

� Tends to talk at people and interrupt rather than listen

� Is blinkered to how their actions or behaviours can affect others

Negative Indicators




3 Example only applicable to Section Manager or equivalent


Appraisals



Create real influence over our working lives

Develops Self and Others

Develops their own and others’ confidence, knowledge and capability. Develops performance through sharing, feedback, support and challenge

� Takes accountability for own learning and self development

� Learns new skills to improve current performance and future employability

� Keeps up to date with technical skills, applying new knowledge on the job

� Shares knowledge and expertise with others to help them develop

� Is self aware – understands their strengths and weaknesses

� Asks for feedback and help from others on their own performance and behaviour, taking action or making changes

� Gives colleagues honest feedback to help them learn

� Demonstrates a commitment to personal learning

� Gives Partners regular and honest feedback on how they are doing to improve performance

� Identifies ways to motivate and challenge others to achieve success

� Coaches Partners to identify their learning and development needs

� Provides others with opportunities to learn and make use of their strengths

� Uses delegation actively as a developmental tool 1

� Recognises and rewards outstanding performance

� Shows a genuine interest in the aspirations of others

� Coaches and mentors Partners as appropriate to support their performance and career development

� Holds others accountable for personal learning and development 1

� Proactively seeks out opportunities for others to learn and develop to make the most of their skills and potential 1

� Uses succession planning tools and processes to ensure talent is identified 1

� Supports Partners’ learning and development to help them make the most of their skills and potential 2

� Works corroboratively with other managers to move talented individuals around the business 1

� Support the movement of talented individuals around the business 2

� Delegates to and develops non direct reports to increase their confidence and support own area of expertise 2

� Over-controls the development of others and holds on to talented people � Does not learn from experience or mistakes and carries on working the same way

� Stays in their ‘comfort zone’ – avoids opportunities to stretch themselves

� Is defensive to feedback

� Avoids giving feedback or gives it with a negative intention

� Expects the Partnership to manage their development

� Believes they have nothing more to learn

Negative Indicators





1 Example only applicable to Partners with direct line reports2 Example only applicable to Partners with no line reports

Appraisals


16.Partnership Behaviour Detail

Create real influence over our working lives

Is Open to and Adapts to Change

Responds positively to changes, Is open to variety at work and implements change when required

� Sees change as an opportunity for personal and business development

� Takes time to understand the reasons for change

� Supports business improvements

� Is prepared to be flexible in their work

� Responds positively to new initiatives

� Tries out new ideas and ways of working

� Looks for reasons not to change

� Finds fault not benefit first

� Relies on the way things have always been done

� Thinks they always know best

� Is inflexible in how they work

� Avoids taking risks

� Is closed-minded or critical about progress for our business

� Helps others understand the reasons for change

� Inspires and encourages others to try new approaches

� Has a planned approach to implementing change 3

� Is prepared to work outside their normal role

� Creates a culture where flexibility and adaptability are expected and encouraged 1

� Helps create a culture where flexibility and adaptability are expected and encouraged 2

� Constructively challenges the way things have been done before

� Makes sure Partners know what the business needs from them to keep ahead of the competition

� Moves ahead with plans even if the full picture is not clear

� Manages big picture concerns and the future of the business with day to day delivery

� Suggests alternatives and builds on change proposals

� Sets up systems and structures to support change

� Supports Partners to prepare for change by encouraging development of their skills, behaviours and confidence 1

� Supports fellow Partners to prepare and manage change successfully through feedback on skills, behaviours and opportunities 2

� Doesn’t take others with them in planning for the future

� Doesn’t consider how others may be affected by change

Negative Indicators





1 Example only applicable to Partners with direct line reports2 Example only applicable to Partners with no line reports3 Example only applicable to Section Manager or equivalent

Review Performance 11. Partnership Behaviour Detail › ... › partnership-behaviours.pdf ·...

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Transcript of Review Performance 11. Partnership Behaviour Detail › ... › partnership-behaviours.pdf ·...