People Results

Please choose a statement:

32. We collect information to demonstrate staff performance.

33. We measure how inclusive we are in terms of equality and diversity inside the organisation.

34. We use the information collected to systematically improve the way we work.

35. We feedback achievements and improvements to staff and to appropriate stakeholders.

36. We collect information to demonstrate staff satisfaction and motivation.

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We collect information to demonstrate staff performance.

Suggested Evidence

We have internal systems to monitor a range of indicators that allow us to assess staff and volunteer performance.Indicators may include:

  • Staff turnover/retention
  • Staff absence
  • Achievement of goals
  • Training and development
  • Disciplinary and grievances
  • Participation in organisational development
  • Team building productivity
  • Efficiency

Methods for collecting information could be:

  • Staff surveys
  • Appraisals
  • Training feedback
  • Productivity measures
  • Human resource records

Example

In initial discussion between an advisor and organisation, it had identified that when a key member of staff left, there was no overall cohesive system for monitoring staff performance. Staff and volunteer morale was low. Concerns about the organisation’s performance and vulnerability were raised by funders. The C3Perform sessions highlighted the need to have team meetings, regular supervisions and appraisals. Outcomes: the organisation has started a staff survey. It is also looking to develop a staff handbook and agree an overall performance framework for the organisation.

Tips for advisors:

  • Internal systems are a good start for assessing staff performance, but the information collected through them needs to be used. The design of systems and procedures should always be informed by how they will be used and what will be achieved as a result of using them.
  • For organisations with a very informal culture, encourage them to develop systems that are appropriate for their stage of development and that move them in the right direction.

Tips for funders: Be aware that statistics on their own can be misleading. High staff turnover can be the result of a funded project coming to an end; staff absence figures can be distorted by one member of staff with a serious health problem. The existence of clear work plans and regular staff supervision sessions to review these are the most robust indicators that staff performance is being monitored.

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We measure how inclusive we are in terms of equality and diversity inside the organisation.

Suggested Evidence

We have a range of systems for measuring inclusivity. Systems could include internal surveys and appraisals. We have systems and tools in place for benchmarking the standard of our working conditions and equality of opportunity which are developed using information / data collected from, for example:

  • Our competitors and partners
  • Similar organisations locally and beyond
  • Industry standards
  • Flagship organisations with shared / similar objectives.

Example

In a session held with Wellwomen Information- an equalities led organisation- whilst undertaking a stakeholder analysis, it became apparent that whilst women from Asian and Afrikan Caribbean communities were well involved, women from other communities need to be more engaged at service and organisational level. This discussion was to be returned to inform future developments of this organisation.

Tips for advisors:

  • Make sure that organisations understand that implementing inclusivity and equal opportunities is a journey, not a destination. It needs a continual cycle – of planning, action, review and reflection, then planning again etc – for real progress to be made.
  • Key to this is the organisation’s equal opportunities policy and, crucially, how it is monitored. Regarding staff, the policy needs to cover not just recruitment but also employment and development: for instance, what does the organisation do to ensure that everyone has equal access to training and development activities? The monitoring section of the policy needs to make it clear what information is collected, who reviews this, and how it is acted on.

Tips for funders: Make sure your expectations are realistic: across all sectors, few organisations can honestly say that they are equal opportunities employers and produce the evidence to back this up. Smaller organisations in particular should be expected to show that they’re making progress in the right direction.

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We use the information collected to systematically improve the way we work.

Suggested Evidence:

  • We seek to identify trends by comparing figures in distinct time periods
  • We analyse trends in order to predict future trends and activity
  • We analyse our results to understand what might have caused any significant changes (internal and external factors)
  • We have timetabled reviews of systems, which inform the ongoing development of our monitoring tools

Example:

Voscur monitors and evaluates its training through:

  • Monitoring and evaluation forms straight after the training
  • 3 monthly follow up forms to participants to see use of knowledge
  • Annual consultation/learning survey of all members regarding training needs

The results and feedback shape the development of the training programme.

Tips for advisors: Organisations are not always that good at communicating achievements and improvements to stakeholders, as they’re invariable more focussed on delivery. Encourage staff and board members to review and celebrate achievements among themselves (organisations often don’t think to do this), and then to consider “who else needs to know about this – and how do we tell them?”Communication channels need to be updated regularly, particularly websites. Out-of-date information doesn’t create a good impression! Organisations need to budget and make time for this.
Tips for funders: Look at the organisation’s website and other communication channels. What story are they telling – one of an organisation that is improving and achieving, or one of an organisation whose message seems a bit tired and stuck?

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We feedback achievements and improvements to staff and to appropriate stakeholders.

Suggested Evidence

Examples of good practice may include:

  • We have identified key stakeholders to whom we want to communicate information about people results. These might include some customers (not necessary all), staff and volunteers, funders partners
  • We know what purpose communication serves for each stakeholder, to improve the relationship, manage expectations, improve recruitment processes, grow the human resource of the organisation
  • We communicate key results, feedback and information regarding people satisfaction but also improvements we have put in place as a result of the information
  • Communication channels include face- to- face, promotion literature, websites, and newsletters annuals reports.

Example

As a part of their C3Perform process, a need to reach key stakeholders and customers was identified. Creative Souls produced an article for the BDA magazine as one way of reaching its customers and stakeholders. As an outcome of the BDA magazine article, Creative Souls arranged an open day aimed at stakeholders. The purpose of the open day was to be able report to stakeholders about Creative Souls’ success and win further confidence and credibility from local communities.

Tips for advisors:Ensure that stakeholder analysis considers all the key areas in C3Perform.
Tips for funders: Can get partnership and stakeholder information by asking other key individuals and agencies in the same service supply/referral chains, from monitoring visits/returns.

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We collect information to demonstrate staff satisfaction and motivation.

Suggested Evidence

Examples of evidence and good practice may include:

  • We have systems and tools in place for collecting feedback from all staff about their employment experience that enables us to understand how our organisation performs for its people
  • Systems could include, staff surveys, supervision and appraisals sessions, exit interviews and includes looking at satisfaction, motivation, recognition
  • Satisfied, motivated, recognition, pay, diversity, development
  • We have identified a range of components of staff and volunteer satisfaction and seek to measure perception of them. Components might include; perception of supervision and appraisal, management, team working, communication, job security rewards and benefits, training and development, empowerment, autonomy and job satisfaction, the organisation’s reputation, organisations record on social and environmental responsibility
  • We have identified a range of indicators of staff satisfaction. Indicators could include response rates to staff satisfaction surveys, participation in social events, willingness to volunteer for out of hours work or unpleasant tasks, level of, and willingness to, support and cover for absent colleagues

Example

The self-assessment process using C3Perform for the Health Advocacy Partnership (HAP) identified the need to conduct a staff survey and review the appraisals process. The staff survey (based on a C3 resource) obtained honest and fairly critical feedback. Each point was addressed by the organisation over the course of several meetings and they feel that staff morale, empowerment and performance has increased. This was evidenced by a second staff survey six months after the first, which showed significant improvements.

Tips for advisors: Small organisations frequently dismiss the need to conduct a staff survey due to the size of the team. It is worth questioning what other ways are there for staff to make their feelings known in an anonymous way or problems can remain hidden.
Tips for funders: Addressing relationships between staff members, as long as relationships are successfully improved can be the most efficient way to improve the quality of an organisation’s services.

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