Performance Review

Areas of competence: list of ‘Works accurately/pays attention to detail’

• Understands the degree of accuracy and detail
examples required
• Completes work accurately and presents to a
Practical examples of what competence in the
required style
defined areas ‘looks like’.
• Work is tidy and professional-looking
• Numbers add up, data are aligned, information is
consistent
Notes: This list of bullet-point examples for each • Grammar, spelling, punctuation are correct
of the areas of competence is neither definitive • Errors are used to help improve standard of work
nor exhaustive, and should be added to and
individualised for each jobholder through ‘Uses appropriate resources effectively’
performance-review discussions over time. It is
provided to give people guidance, and as much • Knows what resources are available, and how to
clarity as possible, as they discuss each area of use them
performance. • Uses VISTA, databases, email, internet, telephone,
Xerox etc. effectively
• Aware of relevant legal obligations in using
resources (i.e. copyright, data protection, software
For ALL STAFF licenses, financial regulations)
• Keeps up to date with e.g. design templates (on
intranet), IT policies
Key responsibilities • Adheres to ‘sharing best practice’ guidelines (on
(Refer to job description) Staff Forum intranet pages)
• Observes recycling protocols
• Shares information on best use of resources
• Suggests ways of improving use of resources
Agreed objectives
(Refer to planning meeting form)
Commercial context
‘Shows commercial awareness in achieving results;
Functional expertise: generic industry/market awareness’
‘Acts with understanding of role and its purpose’ • Aware of the Press's commercial/competitive
• Shows an understanding of the purpose of the role environment
• Keeps focussed on purpose of role • Is ‘customer aware’ at all times and meets customer
• Prioritises workload in line with overall purpose standards
• Observes and learns from others in same role • Goes after results with determination
• Shares information about role with others • Looks to maximise the return on investment
• In progressing up the band, provides a resource to • Considers financial implications of decisions, for
others in role the Group/Dept as well as for the Branch and the
Press as a whole
‘Demonstrates mastery of key job skills’
• Understands the concept of a not-for-profit
business
• Understands what the key skills are for the role
• Works confidently with e.g. office machinery, ‘Strives for further excellence/continuous
photocopiers, computers, relevant software, improvement in working practices’
printers, VISTA, email, internet etc.
• Performs key duties to appropriate standard • Not satisfied with ‘just the minimum’
• Undertakes and applies training on the job • Actions show commitment to improving on the
• Competence increases with each step along the past
Band • Analyses previous mistakes and uses them to
• Level of supervision decreases with each step along improve in future
the Band • Demonstrates keenness to raise standards of
quality
 Area of competence: list of examples

• Suggests ideas/supports projects that lead to 'Takes ownership for solving problems effectively'
improvement in systems/procedures
• Uses ‘problems’ as ‘opportunities’
• Aims to exceed customer expectations (e.g. turn-
• Does not blame but works on solutions
round times)
• Demonstrates zeal to resolve problems
• Finds new ways of doing things if the old ones
‘Shows commitment to Press vision/mission/objectives
don‘t work
and culture’ • Overcomes obstacles by using imagination
• Has read and keeps up to date with published • ‘Brainstorms’ with others in the team to find
statements of Press's vision/mission/objectives solutions
• Knows where to find information on above • It’s not ‘somebody else’s problem’
• Keeps self informed of business strategy, • Says ‘I’ll look into this for you and get back to you',
structures, objectives not ‘Nobody tells me anything, but I’ll see if I can
• Works in the context of the above, keeping eye on find out for you.’
the larger goal and the purpose of the
organisation ‘Shows flexibility/adaptability/takes advantages of
• Represents the Press positively new ways of doing things/innovates’
• Responds positively to changes and challenges and
‘Considers impact on customers/authors/learned
gives things a try
societies/colleagues/University/community’ • Is ready to try new ways of doing things, with a
• Before acting, thinks about impact on above positive attitude
• Knows customer requirements and strives to • Is not stuck in the past but focussed on the future,
exceed them not reliant on ‘the way things have always been
• Alters work strategies as required to maximise done’ unless they still work
positive impact on internal and external customers • Is keen to work with new
• Serves internal and external customers with people/equipment/environments
equally high standards • Sees change as opportunity
• Suggests ideas/supports projects that 'make a • Is keen to explore new avenues/methods/projects
difference' in the wider context • Is ready to take risks for the good of the business
• Is prepared to undertake training to develop
further and acquire new skills
Planning/problem-solving/innovating
‘Plans, organises, manages workload and self ‘Uses good judgement and makes sound decisions’
effectively’ • Understands level of authority and uses it
appropriately
• Approaches work in an organised, planned way
• Uses ‘common sense’
• Arrives when expected, begins work promptly
• Uses knowledge, experience and evidence to take
• Respects colleagues’ personal space and doesn’t
decisions that benefit the business
interrupt
• Combines objective and subjective factors in
• Deals with interruptions effectively
making sound decisions
• Keeps focussed on job in hand
• Thinks things through before jumping to
• Multi-tasks where appropriate to get best use of
conclusions
time
• Identifies any inappropriate/unethical procedures
• Manages own time effectively
or practices
• Deals with paper/email/post/telephone input
promptly and calmly
• Learns from others who are efficient and use time Behaviour/relationships
well
• Clear about first priorities and delivers them first ‘Presents and manages self professionally’
• Knows when to say yes and when to say no • Looks the part of a Press professional
• Consults manager for guidance if genuine clashes • Arrives for work looking clean and tidy, and
arise according to Dress Code (see Staff Handbook on
• Keeps accurate diary and plans ahead the intranet)
• Plans meetings/presentations well in advance and • Presents a professional image when on business
arrives on time and prepared travel/exhibitions
• Reads papers ahead of meetings and makes a • Keeps work area safe, clean and tidy
useful contribution to the discussion • Adheres to Housekeeping Policy (on intranet:
• Recognises when stress is having a negative effect Groups & Depts/Policies & Info/General Press
and takes appropriate action Policies)
 Area of competence: list of examples

‘Develops/maintains professional internal/external wanted to do something else, but they decided to

relationships’ do x’ – instead says ‘We are now going to do x… so
let’s see how it will work’
• Understands the key relationships in role • Cooperates with the Press to enable it to perform
• Uses relationships for the good of the business any duty or requirement imposed by law
• Demonstrates networking skills • Understands and works in accordance with the
• Creates an ever-increasing circle of contacts and ‘Working at the Press: Expectations’ as set out on
uses them effectively the Staff Handbook (see intranet)
• Balances external/internal demands for the good
of the business
‘Shows civility and respect to all’
• Keeps relationships on a professional level
• Is courteous and pleasant, even when busy
‘Communicates effectively with internal/external • Uses appropriate language
audiences’ • Shows respect for diversity
• Respects others’ privacy
• Understands audiences and tailors communications • Doesn’t engage in malicious talk
accordingly • Includes others, especially newcomers and visitors
• Uses appropriate, professional language and tone • Apologises immediately for any lapse
• Knows how to listen, and does it
• Uses appropriate channels of communication (e.g. ‘Has a can-do attitude and focuses on solutions’
face to face vs. telephone/email etc.)
• Clarifies and confirms to avoid misunderstandings • Supports colleagues through deadlines/difficulties
• Controls emotions • Exhibits positive approach
• Is clear and concise • Overcomes minor setbacks
• Adheres to high standards of presentation • Shows enjoyment at work
• Understands and uses Press style/logo/templates • Gains satisfaction from doing a job well
• Actively seeks information and takes responsibility • Celebrates own and others’ successes
to keep self informed • Identifies potential areas of conflict and seeks to
• Listens carefully to/reads information resolve them in advance
communicated • Puts self forward to participate outside role, e.g.
• Seeks answers to own/colleagues’ questions on working parties
• Participates as giver/receiver of information in • Offers to undertake projects/investigate
monthly Communications Cascade opportunities without being asked
• Informs others e.g. following periods of • Challenges existing patterns of behaviour and
colleagues’ absence suggests changes
• Overcomes obstacles to smooth relationships
‘Is a good team member and supports colleagues’
‘Fulfils general health and safety responsibilities’
• Shows awareness of team members and acts
supportively • considers health and safety issues when carrying
• Keeps aware of colleagues and their out day-to-day work activities
workloads/successes • undertakes training as required and puts it into
• Steps in when colleagues are ill or on leave practice
• Negotiates/influences others to gain cooperation • follows health and safety arrangements as defined
• Spends time with team members to build in policies and guidelines
relationships • reports hazardous conditions in the workplace or
• Willing to be a coach/mentor for others personal medical issues to help prevent accidents
• Proactively shares information with others or ill health
• Understands what the team enjoys about their • carries out any specifically allocated health and
work and builds on it safety responsibilities in a timely fashion
• Keen to make own team a model of effective
working to achieve results

Accepts personal/team/corporate responsibility’

• Acknowledges errors of self and/or others and
moves on
• Refuses to engage in a culture of ‘blame’
• Faces mistakes straight on, with a determination to
improve
• Once a decision has been made, does not say e.g. ‘I
 Area of competence: list of examples

‘Inspires and develops people’

Plus, for SUPERVISORS AND LINE MANAGERS
• Is available to staff
‘Supports the team/group/department manager in • Sets a welcoming climate for people when they
managing the team’ need help/seek advice
• Listens to others
• Keeps up to date on short- and long-term • Creates a positive climate in which individuals
objectives of team increase their awareness of their own strengths
• Provides support to team to ensure achievement of and limitations
above • Treats staff development as a business priority
• Anticipates leader’s need for support and • Allows self to take pleasure in developing others
assistance and provides it • Makes sure that development priorities are actively
• Keeps an ear to the ground to highlight need for pursued
e.g. better internal communications • Rewards and recognises success and achievements
• Understands what motivates the individuals
‘Sets objectives and manages performance of direct- • Supports and empowers people
line reports’ • Enables personal and professional development in
line with business needs
• Makes it very clear to staff what ‘good
• Quietly monitors/guides people’s achievements
performance’ means
• Creatively responds when motivation needs
• Is explicit about standards of work and behaviour
refreshing
• Sets ‘SMART’ objectives for the individuals
• Offers support when needed, praise when
• Sets, implements and reviews business goals for
deserved, and constructive criticism when
unit, according to agreed agenda, budget and
necessary
schedule
• Allows people to express ideas and feelings
• Focuses on the end result
• Centres on ideas and methods, not personalities
• Gives clear feedback on what is expected, and
• Is patient and supportive and also extremely firm
takes appropriate action if performance is below
and clear with people when the need arises
expectation
• Is firm but fair to staff and behaves in a courteous
• Uses performance management techniques
and reasonable way
confidently
• Treats mistakes as opportunities for people to learn
• Takes responsibility to help every member of the
team to reach their full potential within their jobs
as soon as possible, i.e. to reach the ‘Accomplished’ ‘Manages changes and drives improvement’
(‘consistently competent’) step • Encourages questioning of status quo and thinking
• Understands policies and procedures and about betters ways of doing things
implements them professionally (e.g. Disciplinary, • Establishes effective two-way communication
absence management, flexible working, Health channels
and Safety) • Manages required change-processes positively and
• Reviews past performance on an ongoing and effectively
‘needs must’ basis • Assesses current needs and anticipates future
• Knows what individual team members are doing short- and long-term strategic goals
and keeps it under review, supporting as necessary • Implements appropriate steps and plans
• Re-prioritises workloads as necessary programme(s)/processes to ensure achievement of
• Ensures that staff use their work time effectively established goals
and do not waste time • Is flexible and willing to grow, learn, consider ideas
• Establishes a culture of efficiency and good time- and ways of thinking, and encourages team to do
management same
• Agrees sensible working patterns to meet business • Is proactive, able to use knowledge and experience
needs as well as individual preferences to anticipate issues, and proposes/brainstorms new
• Uses ‘people’ systems effectively (e.g. Performance approaches
Review) to drive up individual and team • Champions analysis and review of practices
contributions • Welcomes and undertakes training for self-
• Manages and monitors processes to deliver the improvement
objectives
 Area of competence: list of examples

• Understands policies and procedures and

Or, for TEAM/GROUP/DEPARTMENT MANAGERS implements them professionally (e.g. Disciplinary,
AND DIRECTORS absence management, flexible working, Health
and Safety)
‘Structures, recruits, builds and maintains the team’ • Reviews past performance on an ongoing and
• Plans and allocates staff resources effectively ‘needs must’ basis
• Gets most out of staffing budgets • Knows what individual team members are doing
• Builds the unit through recruitment of people who and keeps it under review, supporting as necessary
add value and improve performance • Re-prioritises workloads as necessary
• Assesses required skills accurately • Ensures that staff use their work time effectively
• Shapes, builds and changes team structures as and do not waste time
appropriate • Establishes a culture of efficiency and good time-
• Leads the team management
• Generates to others a real sense of being part of a • Agrees sensible working patterns to meet business
team needs as well as individual preferences
• Demonstrates understanding of the need for • Uses ‘people’ systems effectively (e.g. Performance
teams to be constituted of different personality Review) to drive up individual and team
types in order to succeed contributions
• Arrives at decisions following genuine consultation • Manages and monitors processes to deliver the
when appropriate, and aims at consensus objectives
• Establishes and maintains genuine esprit de corps
• Evidence clear that team members listen well and ‘Delegates effectively’
participate • Is prepared to delegate and give responsibility to
• Takes a group of people and turns them into a staff
high-performing team • Delegates appropriately
• Manages at arm’s length when appropriate
‘Fulfils work area H&S arrangements’ • Follows up and reviews tasks delegated
• promotes a safety and well-being culture in their • Is clear in assigning delegated tasks
area • Uses delegation to develop staff
• assesses and manages risks within their area • Understands difference between Directive and
according to Press policies and guidelines Supportive behaviour, and uses both at
• attends H&S workshops when asked to do so appropriate times
• maintains H&S arrangements and records for their
area ‘Inspires and develops people’
• knows when and where to seek in-house advice • Is available to staff
• provides staff with the enablers to carry out their • Sets a welcoming climate for people when they
own H&S duties need help/seek advice
• Listens to others
‘Sets staff and team objectives and manages their • Creates a positive climate in which individuals
performance’ increase their awareness of their own strengths
• Makes it very clear to staff what ‘good and limitations
performance’ means
• Treats staff development as a business priority
• Is explicit about standards of work and behaviour
• Allows self to take pleasure in developing others
• Sets ‘SMART’ objectives for the individuals
• Makes sure that development priorities are actively
• Sets, implements and reviews business goals for pursued
unit, according to agreed agenda, budget and
• Rewards and recognises success and achievements
schedule
• Understands what motivates the individuals
• Focuses on the end result
• Supports and empowers people
• Gives clear feedback on what is expected, and
• Enables personal and professional development in
takes appropriate action if performance is below line with business needs
expectation
• Quietly monitors/guides people’s achievements
• Uses performance management techniques
• Creatively responds when motivation needs
confidently refreshing
• Takes responsibility to help every member of the
• Offers support when needed, praise when
team to reach their full potential within their jobs deserved, and constructive criticism when
as soon as possible, i.e. to reach the ‘Accomplished’ necessary
(‘consistently competent’) step
• Allows people to express ideas and feelings
 Area of competence: list of examples

• Centres on ideas and methods, not personalities

• Is patient and supportive and also extremely firm
and clear with people when the need arises
• Is firm but fair to staff and behaves in a courteous
and reasonable way
• Treats mistakes as opportunities for people to learn

‘Manages changes and drives improvement’

• Encourages questioning of status quo and thinking
about betters ways of doing things
• Establishes effective two-way communication
channels
• Manages required change-processes positively and
effectively
• Assesses current needs and anticipates future
short- and long-term strategic goals
• Implements appropriate steps and plans
programme(s)/processes to ensure achievement of
established goals
• Is flexible and willing to grow, learn, consider ideas
and ways of thinking, and encourages team to do
same
• Is proactive, able to use knowledge and experience
to anticipate issues, and proposes/brainstorms new
approaches
• Champions analysis and review of practices
• Welcomes and undertakes training for self-
improvement