Agenda item

To receive a presentation on governance and reporting in relation to performance management, including business planning.

The Director of Marketing, Communications and Policy and the Director of People and Culture led a joint presentation, a copy of which is attached as an appendix to these Minutes. The presentation outlined the development and implementation of a new performance framework for staff across BCP Council. It set out the operating model and governance structure for the performance framework and explained how the Corporate Strategy’s key priorities linked to service planning and key performance indicators and team and individual objectives. It provided details of how the new individual performance framework was operating, including the four levels of performance (exceeding, succeeding, building, requires improvement.

Officers responded to a number of questions and comments, including:

• How to ensure there was a consistent approach in applying the performance framework at an individual level, for example in the enforcement of sanctions. How to prevent unconscious bias and the potential to use the framework to speed up exit? The need to ensure the process was fair was recognised and had been discussed with the trade unions. Members were assured that there would be oversight of the process, with data across service areas scrutinised and further work with individual service areas as required to probe further, especially if any anomalies were identified. One would expect to see all levels of performance to appear within a service. A Member questioned this point and it was clarified that this spread would be expected where there were very large teams. There were comprehensive training packages and guidance for managers, including on unconscious bias and supporting difficult conversations. The Council was working to expand its internal coaching pool and worked with regional colleagues to reciprocate external coaching arrangements.

• The expectation that most staff would be at the ‘succeeding’ level of performance did not appear to take into account that staff new to their roles would be more likely to start at the ‘building’ level. Officers confirmed that this point was accepted.

• There was a concern that the minimum performance criteria appeared to be setting a low bar, particularly in terms of public perception. The Committee was advised that the framework established a starting point for BCP Council. It involved a culture shift which would take time to embed but the framework could be developed further over time. Members were reminded of the current sensitivities around Pay and Reward.

• How would moderation be undertaken and who would be involved? The Committee was advised that a light touch approach would apply for the first year.  HR business partners would be looking at results in service areas and reporting back to Corporate Management Board. The process could be developed in future years if desired.

• How did the aim of empowering people to excel fit with staff shortages, changing life circumstances and other factors which may impact on performance but not reflect ability, and how was burn out prevented? It was noted that there was a comprehensive wellbeing package available and promoted to staff. The Committee was advised that managers were encouraged to have conversations about wellbeing as part of the performance framework. Feedback from the unions indicated that staff welcomed positive conversations about performance, this approach was supported in the performance framework without negating the need to address improvement where required.

• A point was made about management culture, the importance of moderation work and the value of peer review. How did the performance framework link with the corporate risk on the recruitment and retention of staff? The Committee was assured that as part of People and Culture Strategy, the Council was committed to working with staff on their employee experience, using a range of data to better understand their views.  The end of year review process with managers offered staff space to have an open discussion about their development and ambitions. This could help in staff retention and support succession planning.

The Chair thanked the Officers for their presentation. The Chief Executive also thanked the team for their work. He referred to the number of internal promotions and external progressions as positive examples of the Council supporting staff development.