Issue - meetings

            That the Committee welcomed the report and the progress which had been made.

The Chief Officer (People and Resources) introduced a report to update the Committee on the implementation of the revised competency based performance appraisal model within Flintshire.  She provided background information and referred to the key considerations in the report. 

The Chief Officer advised that there was an existing appraisal framework within Flintshire and the inclusion of competencies within that framework was seen as being the most effective way of introducing a progressive approach to appraisals to include talent identification and succession planning.

                        The Chief Officer reported that the model to be used was competency based and all Chief Officers would be required to aim for 100% completion for their Senior Managers by the end of March.  The aim was to complete appraisals for Managers/Team Leaders by June 2015.  Chief Officers had been provided with all appraisal documentation including a performance rating ‘9 box grid’.  All management level posts would be appraised in terms of performance against objectives set in 2014/15 together with a review of potential and new objectives consisting of business and corporate related objectives linked to the Council’s overall priorities.

                        Councillor Richard Jones commented that job appraisals should be completed every 12 months and asked whether competencies had been identified for all job titles.  In her response the Chief Officer explained that the completion of appraisals was a core business and corporate related objective and good management practice. Referring to the competencies for job titles she advised that there were four levels and Managers had been given guidance as to which level was applicable for each type of role. 

                        Councillor Paul Cunningham referred to the opportunity presented by the appraisal process to identify employee strengths and talents and promote from within the existing workforce. The Chief Executive reported that the appraisal process was used to develop and promote talent within the organisation. 

Councillor Richard Jones commented on the need for departments to promote a ‘vision’ so there was a clear focus for the team to work towards.  He also suggested that the appraisal be linked to pay increases and promotion.  

Councillor Richard Lloyd commented that employees expected an annual appraisal; however, there was also a need for regular contact and supervision between employees and managers to identify progress against objectives throughout the year. 

Councillor Andy Dunbobbin suggested that the word ‘appraisal’ was intimidating and that the title ‘Personal Development Plan’ could be used instead.  Officers responded that the appraisal process was a two way experience and should not be seen as a punitive exercise but as a positive and structured assessment and conversation between managers and employees.

Councillor Arnold Woolley emphasised the importance of the appraisal process being “fair and appropriate”.  He referred to the ‘9 box grid’ used for performance rating and expressed concerns that it gave the impression the manager was “right” and the employee “wrong”.  The Chief Officer advised that the appraisal was employee led and agreed to review the wording in the Grid.

In response to the question raised by Councillor Ian Dunbar concerning  ...  view the full minutes text for item 74