People
Please choose a statement:
12. We have effective Human Resources policies and practices in place.
15. We have an internal communication strategy, which enables effective dialogue.
16. We ensure that our reward and recognition processes are fair, equitable and transparent.
We have effective Human Resources policies and practices in place.
Suggested Evidence
Examples of evidence and good practice may include:
- Job Descriptions exist which clearly outline roles and responsibilities
- Contracts of Employment exist which clearly state contractual obligations and entitlements
- Staff have a work plan which clearly outlines the objectives and strategy of their role
- We have documents clearly explaining pay scales.We have clear and accessible information on Pensions
- There is clear information available on Trade Union membership and support
- We have documents which relate to: annual leave, sickness, expenses policies and relevant procedures
- All supervision sessions are documented.
Example
An organisation undertook a review of its whole management of personnel systems. All personnel- related policies, processes and protocols were scrutinised, e.g. job descriptions, contracts of employment and workplans. The outcome of this work was that an organisational training and development plan template was initiated linked to individual learning plans. A performance and competency framework was put in place to measure performance and skills of individuals against their own work plans.
| Tips for advisors: There are particular links between policy strategy (e.g. Equal Opportunities) and leadership. There are the underpinning values and the culture of the organisation to take into consideration. Tips for funders: Funders usually require a minimum of a job description, contract of employment, access to relevant supervision and training evidence as quality indicators. |
We review the objectives and appraise the performance of our people to encourage their development and contribution to the organisation.
Suggested Evidence
Examples of evidence and good practice may include:
- We have clear time scales for formal review of work plans and training needs
- We have identified measurable indicators and targets which are explicit in a work plan
- We conduct skills audits which inform professional development plans
- A training budget has been identified
- Staff understand the process to access training opportunities.
Example
An infrastructure organisation undertook a restructuring exercise. As a result of this, a new appraisal system was introduced, using competencies with measurable indicators. New work plans which integrated learning and development activities of individuals were implemented. Each individual was allocated a training budget and annual learning objectives were agreed.The outcome of this: people felt uncomfortable with change but performance improved and new staff were inducted into these new organisational protocols.
| Tips for advisors: This is linked to people, customer and society results. These systems enable the effective use of the people within the organisation. Tips for funders: Organisations should have clear individual work plans with learning development activities scheduled. Look for these and associated budgets. |
We encourage and support our people to get involved in helping the organisation to improve, both individually and through teamwork.
Suggested Evidence
- Staff are encouraged to think about the ‘bigger picture’ of the organisation in forums such as working groups and performance improvement/ planning days.
- We have systems in place to capture ideas and suggestions from all staff.
- Progression of individuals- enabling people to ‘step up’. We accept that not all staff can always participate and have measures to address this.
- We encourage innovation and creativity in staff and volunteers.
Example
Art + Power works to support people who want to use art to create a more vibrant and inclusive society. It is particularly for disabled artists in Bristol and is a member-led cooperative. They went through C3Perform with an advisor. The manager wanted to ensure all members were involved in the process. Appropriate support was built in from the beginning, guided by expertise of a trainer who works with disabled people on governance matters. There was strong leadership from the manager, which ensured that the Performance Improvement process could involve and be owned by everyone. This approach resulted in some members voluntarily stepping forward to take up previously vacant management committee positions. A training and resource pack on governance is being produced for the organisation to aid future work.
| Tips for advisors: C3Perform can be adapted for use with a range of organisations and groups. It is useful as an advisor to build up experience using C3Perform in a range of ways, with a range of organisations. For example: if working with an organisation whose members’ first language isn’t English, factor in extra time in case certain terms need more explaining. When working with organisations with members with access/support needs, people may prefer to be talked through each statement, or to be emailed the whole document beforehand in an accessible format. Don’t make assumptions; always check how an organisation wants to go through the Performance Improvement process or what it needs to go through the Performance Improvement process, right at the beginning. Tips for funders: C3Perform is accessible to voluntary, community and social economy sector organisations. Encouraging, promoting and asking organisations if they have gone through this process, makes it more credible. |
We have an internal communication strategy, which enables effective dialogue.
Suggested Evidence
Examples of evidence and good practice may include:·
- There are regular meetings, which are documented at all levels
- The organisation can share information both internally and externally in a range of ways. For example: Briefing sessions / Board reports / Newsletters
- Our internal communication strategies encourage effective dialogue
- Use and share diary
- Review communication processes
- We communicate our values and efforts to behave responsibly towards society and the environment
Example
Bristol Community Transport recognised a problem with communication long before they started using C3perform to self-assess their performance. However, when they started using C3Perform, they learnt that the problem lay in the poor definition of processes which was hampering the flow of information within the organisation. As a result, they reviewed all processes, developed a new staff handbook, which laid out all processes using flowcharts and communicated this throughout the staff team using training sessions and meetings.
| Tips for advisors: The issue which seems most obvious might not necessarily be the crucial issue that the organisation most needs to tackle. This can be put another way – the presenting problem is not necessarily the actual problem. Tips for funders: Give credit to organisations who implement any improvement action. Inevitably, each improvement action involves many steps, input from numerous stakeholders and has a range of knock-on effects. |
We ensure that our reward and recognition processes are fair, equitable and transparent.
Suggested Evidence
Examples of evidence and good practice may include:
- Staff pay, reward and working conditions are, at least, in line with those of comparable work in similar organisations
- There is a transparent pay and reward structure which ensures pay and rewards are fair for all staff
- Working conditions and rewards are benchmarked locally and nationally
- Equalities issues and legislation tools are explicitly promoted
- We provide a pensions option for our paid staff
- Clear communication of volunteer/staff benefits
- Recognition at all levels
- We have carried out a job evaluation to ensure there is equal pay for equal work
Voscur recently asked a sub group of some staff members and Directors (trustees) to review Voscur’s Equalities and Diversity policy. New Equalities and Diversity training was developed in conjunction with this work. Two sessions of the training were offered- all staff members and Directors were actively encouraged to attend. Part of the training included getting to grips with the new policy.
| Tips for advisers: Look for evidence that policies do not simply sit on shelves. Where is the worker/volunteer/trustee “buy in”? Is consultation carried out when policies are reviewed, to reflect new issues/concerns/legislation etc.? Tips for funders, buyers and investors: Evidence of documents such as Equalities and Diversity policies should not just be a “tick box exercise”. Consultation in development or review of policies can be a way of recognising the issues/needs of workers, volunteers, service users and other stakeholders. Ask questions to ascertain whether this goes on. Give recognition when it does. |