Performance Achievement People Strategy 2015 2018 Leaders in

Performance Achievement People Strategy 2015 – 2018 Leaders in People Services Connecting with our people –through Quality Conversations

Why is performance achievement a priority?

Value, develop and engage our people …. . Studies conclude that there is a direct link between feedback and outcomes. If you give people performance feedback it raises levels of engagement with, better outcomes and for and improved overall performance (Michael West , Professor of Organisational Psychology 2012)

… There is overwhelming evidence linking high staff engagement with beneficial behaviours, better outcomes and improved performance Desirable behaviours • • Outputs for the organisation Outputs for staff Levels of innovation • amongst staff (Gallup 2007) Willingness to • advocate the organisation to • others (Gallup 2006) • • Higher job satisfaction – lower levels of stress More involvement in ones role Positive feelings towards the organisation Lower staff sickness absence (Gallup 2006) Lower staff turnover (Gallup 2006) • • Fewer accidents at work (Gallup 2006) Lower infection rates in hospitals (West 2012) Lower staff sickness absence (Gallup 2006) Lower staff turnover (Gallup 2006 Overall performance • • Greater customer satisfaction or patient experience (IES, Salanova, West) Increased operating income (Towers Perrin 2006) Increased productivity (Gallup 2006) Increased profitability (Gallup 2006)

HRM practices account for 33% of hospital variance in mortality No. 1. Appraisal (Staff feedback) No. 2. Training No. 3. Percentage of staff working in teams Example : A significant improvement in appraisal is associated with 12. 3% fewer deaths following hip fracture (Michael West , Professor of Organisational Psychology 2012)

Why Feedback is so powerful? (Prof. West) Impact in Health Care Organisations: Other studies Provides opportunity for feedback Lower intention to leave Clarifying and aligning objectives Lower stress Developing commitment and motivation Lower levels of harassment Reflective practice Higher job satisfaction Identification of training needs Increased self-esteem Attention and recognition

Several government reports and national agreements recommend Performance Achievement

In fulfilment of the terms of the Public Sector Agreement 2010 -2014 HSE is required to introduce a formal Performance Management System for all grades and disciplines The Public Service Stability Agreement 2013 – 2016 (Haddington Road Agreement) restated the commitment to Performance management The Public Service Stability Agreement 2013 -2018 (Landsdowne Road Agreement) – implementing up-to-date HR policies, including Performance Management All underpinned by implementation of Performance Accountability Framework and National Service Plans 2015 and 2016 HIQA National Standards for Safer Better Health Care Theme 6 – Workforce. 6. 4. 5. Monitoring, management and development of performance of workforce…. taking action to address identified areas for improvement

HSE Corporate Plan 2015 – 2017 and People Strategy 2015 – 2018

People strategy 2015 - 2018 Provides a clear framework to shape how we improve people services and support the service delivery system Based on engagement and evidence of the key people management activities Performance Priority 6: Outcome: Staff and teams are clear about roles, relationships , reporting and professional responsibilities so that they can channel their energy and maximise performance to meet organisational targets. • Performance Management: 6. 4 Implement and roll-out revised, redesigned performance management system that is supportive and developmentally based • Performance Capacity: 6. 8 Support managers in recognising good and poor performance and provide them with the skills to give feedback in real time /on the job on a consistent basis at individual and team levels

What is Performance Achievement?

…. . Communication and Engagement

What is Performance Achievement? § Develops the capacity of people to achieve their potential to the benefit of themselves and the organisation § It is not an isolated event but a catalyst for greater engagement, a push for a different way of behaving not only for managers but also for employees. § Establishes a shared understanding about what is to be achieved and how it is to be achieved– (Weiss and Hartle (1997)) § Identifies and acknowledges good performance, and addresses underperformance in a supportive and structured way § Value based – Care, Compassion, Trust and Learning § It is good management practice and good employee practice.

Performance Achievement Framework Development Reward and Recognition Performance Review Cycle Probation Performance Achievement Framework Skills and Capability Standards Disciplinary and Capability Procedures Induction Recruitment and Selection

International trends 2015 -2016 § Performance Achievement has a new focus on managing strengths, not weaknesses, is emerging § People perform best when they receive objective practical feedback about their development that leverages their personal strengths and aspirations § Performance achievement process is becoming more integrated with strategies for employee engagement § Performance achievement is future focused that improves employee engagement and drives business results. § Today’s job market is highly dynamic and transparent. High-potential young employees want regular feedback and advice, not just “once and done” reviews Deloitte – Human Capital Trends 2015 – Leading in the new world of work 15

A successful Performance Achievement System Aligns Goals Facilitates a Dialogue about Performance Builds Competencies Ensures Employees get Feedback & Recognition Focuses on Employee Development Engages and Empowers Employees Culminates in a Formal Review Improves Performance

What our people are saying…

HSE 2004 Employee Engagement Research recommended Introduction of Performance Management and Developing Managers skills (ref Lk 2004) Performance Management evaluation 2011 - 2013 from 4 former HSE regions and Corporate demonstrated ü= positive for employee engagement & feedback to the line manager. “Protected time”. Felt valued and contribution recognised. Understood role – individual and as part of the team X = No supports. Materials overly complex. Managers want skill training in giving and receiving feedback. Succession Management Participants & HSCP 2011 -to-date evidence to support this approach of getting feedback and giving feedback which forms part of their ongoing CPD. HSE 2014 Employee Engagement survey staff want feedback on their performance (65% not satisfied) – see it as recognition.

System implemented throughout the hospital All staff participated – nursing, multi-task attendants, administration, kitchen staff and grounds person Focus of implementation was performance coaching Commitment was given to evaluate the process Can have ongoing discussions on performance and personal development outside of the formal process 83% Atmosphere and “protected time” allowed for open discussion 96% Relationship with manager has improved 65% Received useful feedback 78%

Testing our approach… Key Objectives Delivery Date Evaluated HSE Performance Management system November 2015 Agreement Advanced with National Joint Council (NJC) March 2016 1. Rework current HSE performance review process to Performance Achievement 2. Simplified application form and support materials 3. Design, develop and provide one-day training workshop to introduce Performance Achievement and the skills required for effective engagement Q. 1 2016 Implementation group establish oversee national roll-out Q. 2 2016 National roll-out Q. 2 to 4 2016

Steering Group to Oversee Performance Achievement Implementation and roll-out Membership to include: • Ms. Siobhan Patten, A/Asst. National Director of HR, Leadership, Education and Development; • Mr. John Delamere, Asst. National Director of HR, CERS • Mr. John Brehony, General Manager, National Performance Achievement Lead, L, E. D. • Ms. Mary Wynne, Interim Nursing and Midwifery Services Director or nominated DON • Ms. Sonia Shortt, Hospital Group HR Director (representing Hospital Groups) • Representative of CHOs • Mr. Seamus Treanor, HR PMO System Reform Programme • Dr. Julie Mc. Carthy, Consultant Cytopathologist Cork. • Union representative from National Joint Council (7/8 members to be determined by NJC March / April 2016)

How revised approach will be implemented HSE HR Division, L, E. D. will support the implementation and national roll-out of Performance Achievement through a series engagement workshops across a number of service locations over the coming months by: • Providing skills training in Performance Achievement process • Providing support in giving feedback and having difficult conservations with emphasis on performance development. • Supporting individual and team performance achievement meetings. • Guiding materials explained to support rolling out Performance Achievement. • Uploading materials and provide e-learning module available on HSELand

Guide Materials

Some useful questions for Performance Achievement Clarifying and Focusing Sample Questions What’s happening? How do you see it? What makes you say that…? Probing and Enquiring Sample Questions Solution- Oriented Sample Questions What’s the difference between What are your options things now and things as you now? want them? What other possibilities Can you give an example? exist? What else could explain the situation…? If you were asked by a judge ‘where’s the evidence for this? ’, what could you say? Who might help you? Who else might have an Can you tell me how you know interest, could get in your that? way or could help you? What obstacles or barriers do you envisage? What the most important (or most difficult) aspect of this for you? What would tell you if things were getting worse or better? How do you know that…? Where could you find out more about this? What are you going to do between? What’s the first step you can take?

How can I access training supports?

Workshops – Countrywide from July - December 2016 Theme 1 : Introducing Performance Achievement • National and local perspective. • How to engage with staff • Motivation and managing change. Theme 3: Personal Skills Communication skills Barriers to communication Listening Giving constructive feedback Recognising progress Rewarding performance Setting goals and targets Dealing with a range of behaviours Theme 2: Performance review systems • A typical performance review cycle • Manager and individual preparation • Initial meeting • Review meeting • Evaluation meeting • Personal development Theme 4: Managing and developing performance Improvement and development planning process Setting the tone Gathering evidence Considering explanations Planning the way forward Links to other HR processes

Leadership, Education and Development Performance Achievement LEADS NAME AREA EMAIL ADDRESS TELEPHONE NUMBER Vicki Willetts HSE DML vicki. willetts@hse. ie 057 9370645 Geraldine Finn HSE South geraldine. finn@hse. ie 021 4921216 Michele Bermingham HSE South michele. bermingham 1@hse. ie 021 4921213 Kevin James/ Irene Harris HSE DNE kevin. james@hse. ie 041 6857826 Irene. harris@hse. ie Marie O’Haire HSE West marie. ohaire@hse. ie 091 775865 Mc. Girl Michele michele. mcgirl@hse. ie 071 9822100

Leadership, Education & Development Caroline O’Regan Asst. National Director of HR (01) 8817038 carolinem. oregan@hse. ie John Brehony General Manager National Lead Performance Achievement (01) 8131825 john. brehony@hse. ie Declan Hynes General Manager Succession Mgt SKILL Programme (01) 8817177 declan. hynes@hse. ie Tony Liston General Manager HSELand (071) 9834636 tony. liston@hse. ie www. hseland. ie Jackie Reed General Manager Health & Social Care Professionals (HSCP) (091) 775861 jackie. reed@hse. ie

Additional Supports • Guidance Document and information on Dunmanway Community Hospital available on the HSE website at http: //www. hse. ie/eng/staff/Resources/Performance_Management/ • Health Services People Strategy and Action Plan available at http: //www. hse. ie/eng/staff/Resources/hrstrategiesreports/ • Communications Toolkit on Intranet www. hseland. ie • HSE Guide to Mentoring (quality conversations) available on www. hseland. ie • HSE Guide to Coaching (giving & receiving feedback)available on www. hseland. ie