DESCRIBE ONE THING THAT WOULD HELP IMPROVE YOUR HEALTH & WELLBEING AT WORK (Occupational Health like to receive your comments) ARE YOU OF THE SUPPORT SERVICES AND ACTIVITIES AVAILABLE FOR YOU? Please click to find out more FLU AWARENESS FACTS ABOUT THE FLU VACCINE Please click to find out more It is important that you protect patients and your family, as well as yourself, so please get vaccinated this year.
Objectives for 2016-17 The Appraisal Policy recommends that 4-6 objectives should be agreed; one related to values and behaviours, one to mandatory training and one related to quality improvement. Successfully meeting your objectives is directly linked to pay progression. This that if it is identified at your appraisal that you have not successfully met all your objectives, you will remain at your existing A4C pay band point. It is therefore important to clearly understand and agree your objectives. Objective Make sure objectives are ‘SMART’; Specific, Measurable, Achievable, Realistic and Time-bound Are any resources or training needed for the individual to achieve the objective? (Development should be added to the PDP) When will the objective be reviewed/ monitored? When should the objective be completed/ achieved? What will be the measure of success? Mandatory training compliance should be 80-100% for at least one month in the 6 months prior to the next appraisal date. Personal Development Plan (PDP)
Openness and learning …. Ineffective Behaviours 1 2 3 4 5 Effective Behaviours May talk about the need for openness but does little to support people in developing sufficient trust for this to happen Creates an environment where people feel safe to share mistakes; ensures systems are in place to facilitate learning and share best practice Directive with their team about what to do and how to do it; provides little coaching or encouragement to build their confidence Gives their team space to try things out, coaching them to find their own solutions and build their confidence as team leaders Can appear reluctant to admit mistakes or is quick to blame others; fails to provide people with support or reinforce openness and learning Models transparent behaviour by admitting mistakes, finds practical and creative ways to make learning a frequent and impactful process Lacks insight into their own strengths and limitations or does not seek feedback on their own or their team’s performance Is self-aware, in touch with development needs; seeks out, is receptive to and acts on feedback about their own or their team’s performance Gives little consideration to how information could be shared with stakeholders and staff to drive improvement Disseminates information and data in practical, transparent and engaging ways to continuing service improvement Review of behaviour Working together ….
Inflexible or does little to engage others in the search for or implementation of more efficient ways of working Removes barriers and red tape, eliminating unnecessary hierarchy and other obstacles which can impede progress Easily knocked by failure or disappointment; provides little support or encouragement to services when things are tough Resilient and positive even during difficult times; lifts morale and encourages others not to give up Looks for quick wins and short term efficiency gains without considering the long term implications for the local population and/or organisation Challenges the status quo; instils the need to weigh up costs and benefits of decision making, focusing on value in the medium and long term Displays reluctance or hesitancy in initiating change or fails to provide people with the support and direction they need to do this Provides their people with the encouragement and self-belief to drive change and transformation across the local health and social care economy