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Transcript

A Manager Guide to Performance and Growth Check-Ins

Step 1

Make sure strengths profiles are completed.

Step 3

Check your team's use of the PDD and PDSF.

Step 5

Review their Self-Reflection form.

Step 2

Book it in.

Step 4

Consider key performance data points.

Step 6

Fill out your Manager Check-In form.

Step 8

Discuss their performance and progression

Step 7

Sense check their strengths aim.

Step 9

Signpost to development intiatives.

Step 10

Action any items agreed on.

3. Check your team's use of our development initiatives. Encouraging uptake of the Personal Development Support Fund (PDSF) and Personal Development Day (PDD) is pivotal. Before heading into a Check-In cycle it helps to have oversight of who has utilised what within your team. You can do this by visiting this manager dashboard that shows a breakdown of use of the PDSF and PDD by your team member(s). If you're looking for inspiration, or just examples of how PDD and PDSF have been used previously, check out this bank of ideas.

5. Review their Self-Reflection form Whether a couple of days before the Check-In, or as you're filling out your Manager Check-In form, You’ll want to review their Self-Reflection form in Bob ahead of time. Choose a time when details can be top of mind heading into the Check-In with your team member(s).

2. Book it in The Performance and Growth Check-In cycles generally start at the beginning of a quarter and close at the end of the quarter. At each cycle’s beginning, book the Check-In meetings for any time in the following three months that suits you and your team member(s). By booking the time earlier you let your team member(s) know when they need to complete their Self-Reflection by, so they can prioritise their time. You might want to think about booking some additional time for your team member(s) to complete their Self-Reflection ahead of the Check-In. This way you’ll give yourself enough time to review their Self-Reflection and ensure you have time to complete your Manager Check-In form.

4. Consider key performance data points: The ‘manager insights' section of the Check-In form will ask you to evaluate each team member’s delivery of great work and role-modelling of our values. You’ll want to think about these key performance data points before, or during this part of the process. The aim is for all team members to be supported with their development so that they can consistently deliver great work. While individuals are new and learning their role, they may have some gaps to work on.

  • 'Has some gaps to work on' means a team member isn’t consistently delivering their best work, or is in some areas of their role, but not all.
  • 'Yes, consistently' is for a team member who’s consistently delivering great work in all areas of their role in line with the expectations for their Career Progression Framework (CPF) role level and sub-level. This is where we hope everyone gets to, rather than a reflection of an average performance.
  • 'Raising the Bar' is for someone who is outperforming for their role level and sub-level, redefining expectations of what great performance looks like.

6. Fill out your Manager Check-In form After checking your team's uptake of development initiatives and reviewing key data points, access the manager Check-In form, or by heading to Bob, then via Talent > Performance > My Reviews and then toggling to the My Team view. When completing the ‘Manager Insights’ part of the form, you’ll want to consider the Career Progression Framework. Specifically, the core competencies for the role you team member(s) holds.

8. Discuss their performance and progression Take the time to chat with your team member about their performance and how established they are in their role, in line with the CPF levels and sub-levels. You can find more out about the specific sub-levels here. You’ll want to discuss aspects of their work that they could develop to move towards the next sub-level. This worked example provides some insight into what that discussion might sound like. Where you and your team member’s view on their performance and experience differ, take the time to reflect or regroup to consider both perspectives and reach an understanding moving forward. Should you still need some guidance following that, connect with a member of our People Operations team.

7. Sense check the strengths aim During the discussion, encourage your team member(s) to consider whether their strengths aim is achievable within a three-month time-frame. It may help to use the SMART goals acronym as a guide when sense checking. Use this time together to fine tune the strengths aim, if needed.

9. Signpost to development initiatives Depending on what comes up in the conversation with your team member(s), signpost them to the relevant development initiatives we offer. If they’re still unsure about how to leverage their strengths, this page serves as a great starting point. We've also created some practical activities for you to discuss strengths with your team. For those unsure about how to best use our development initiatives, encourage them to read through this guide, look at this bank of ideas and consider other opportunities over the next cycle.

10. Action any items agreed on For each team member this will depend on whether your specific help and support with the aims discussed at the Check-In is needed. Where needed, put support in place and check up on how they’re progressing with their strengths aim regularly. Don’t feel like you have to wait until the next Performance and Growth cycle to discuss how things are progressing! Reviewing, or updating your Manager Check-In form to make sure it accurately captures what was discussed in the Check-In, is also a good idea.