Dealing effectively with difficult people issues

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Dealing effectively with difficult people issues
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Learning Objectives

• To equip ourselves with the tools needed to
  manage performance
• To understand the range of leadership and
  management tools available
• Recognising the benefits of early intervention
• Consideration of your leadership and management
  style and approach in dealing with such issues

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Trust Objective

• To provide successful and effective delivery
  of services to patients by ensuring performance
  at work is maintained at a high level. To manage
  and resolve employee capability and capacity
  issues at work consistently, fairly and
  empathetically to balance the needs of both the
  individual and the needs of the service.

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WHY Performance Manage

• Achieve good level of Performance/Behavior
• Plan for Future (promotion, transfer, career
  development)
• Facilitate Decision-Making
• Facilitate Human Resource Planning
• Create Culture
• Building Good Relationships
• Increase Organisational loyalty
• Think about impact on other staff

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Performance Management

• Supports the business strategy
• Is values based
• Enables employees to manage own performance
• Sets out expectations (clarifies roles and
  responsibilities)
• Creates partnership between
• management and employee

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Performance Management

• Emphasises importance of measurement, feedback,
  and reinforcement
• Empowers employees
• Getting work done through others
• Managers performance is only as good
• as his/her employees performance

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Contributing factors to poor performance

• Lack of motivation
• Team Dynamics
• Role boundaries/ clarity
• Leadership style
• Training/Induction
• Conduct/Behaviour
• Outside influences
• Lack of understanding of contract

• Disability
• Health
• Sickness Absence
• Substance Misuse
• Personal Circumstances
• Stressors
• Colleagues style
• Lack of understanding of role

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How shall we assess Performance?

• Traditional - Annual Review (Appraisal)
• Agreeing SMART Objectives linked to strategy
• Management-by-Objective
• Peer Review / Upward Feedback / 360 Degree
• Incidents or by exception
• Regular meetings (1-1)
• Personal Development Plan

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Our processes

• - Personal Responsibility Framework
• Policy Procedure
• Appraisal Policy (Individual Performance review)
  HR46
• Managing Performance and Capability (HR21)
• Disciplinary procedures (HR24 )
• Medical Appraisal Framework (HR64)
• Procedure for dealing with cases involving
  conduct, capability and concerns about health for
  medical and dental staff (HR42)
• Governing bodies
• Maintaining High Professional Standards (MHPS)
• Professional Codes of Conduct

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Medical staffing

• Appraisal
• Revalidation - Good Medical Practice Framework
• 360
• GMC Code of Conduct
• HR42 policy - Procedure for Dealing with cases
  involving Conduct, Capability and Concerns about
  Health for Medical and Dental Staff

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Records

• Where held and kept
• Release of documents and information
• Keeping notes/records
• Remember its good to talk

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What about talking

• Could we resolve issues informally?
• When to step in?
• Who to talk to?