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 Outputs for

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

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 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? Impact in Health Care
(Prof. West) 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.

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 Performance Achievement Framework

Development

Reward
Performance Review Cycle
and Recognition

Probation Performance Achievement Skills and Capability

Framework Standards

Disciplinary and Capability

Induction
Procedures

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
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A successful Performance Achievement System
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
= 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 83%

personal development outside of the formal process

Atmosphere and “protected time” allowed for open 96%

discussion
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 Q. 1 2016
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

Implementation group establish oversee national roll-out Q. 2 2016

National roll-out Q. 2 to 4 2016

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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 McCarthy, 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…?
What else could explain the
situation…?
Who might help you?
What obstacles or barriers do
you envisage?
What the most important (or
most difficult) aspect of this for
you?
Probing and Enquiring Sample
Questions
What’s the difference between
things now and things as you
want them?
Can you give an example?
If you were asked by a judge
‘where’s the evidence for
this?’, what could you say?
Can you tell me how you
know that?
What would tell you if things
were getting worse or better?
How do you know that…?
Solution- Oriented Sample
Questions
What are your options
now?
What other possibilities
exist?
Where could you find out
more about this?
Who else might have an
interest, could get in your
way or could help you?
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
 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.bermingham1@hse.ie 021 4921213

Kevin James/ Irene HSE DNE kevin.james@hse.ie 041 6857826

Harris
Irene.harris@hse.ie

Marie O’Haire HSE West marie.ohaire@hse.ie 091 775865

McGirl Michele michele.mcgirl@hse.ie 071 9822100

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 Leadership, Education & Development
Caroline Asst. National Director of HR (01) 8817038 carolinem.oregan@hse.ie
O’Regan

John General National Lead (01) 8131825 john.brehony@hse.ie

Brehony Manager Performance
Achievement
Declan General Succession Mgt (01) 8817177 declan.hynes@hse.ie
Hynes Manager SKILL Programme

Tony General HSELand (071) 9834636 tony.liston@hse.ie

Liston Manager www.hseland.ie

Jackie General Health & Social (091) 775861 jackie.reed@hse.ie

Reed Manager Care Professionals
(HSCP)

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 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