3.1

3.1    Identify and explain the factors that need to be considered when managing performance

COURSE NOTES: What AC 3.1 is looking for you to do is to explain some of the factors you would need to take in account when managing both good and poor performance. In terms of managing good performance you need to be thinking about how you use reward and recognition to keep good performers motivated. For example, incentive schemes, promotion, opportunity to mentor other colleagues, chance to work on special projects, represent senior colleagues at meetings etc. In terms of managing poor performance you need to identify what the reasons for poor performance are, for example, is it due to pressures outside work such childcare, illness, caring responsibilities etc. It could be due to a lack of training or knowledge of how to do the job, this would be a capability issue, or it could be an attitude or behaviour problem which would be a conduct issue. How you manage these types of performance will vary depending on the reason. For example, you might agree flexible working or a change in shift patterns if the issue is related to pressure outside of work. If it is a capability issue you might agree additional training and a performance improvement plan and if the issue is around conduct depending on the severity you might agree a performance improvement plan or commence a disciplinary process.

3.2    Describe the data required by individuals involved in performance and reward management processes

COURSE NOTES: For AC 3.2 you are looking at one example of internal and one of external data which can be used to support performance and reward management processes. Examples of internal data might be absence records, KPIs or staff satisfaction surveys. External data might be salary benchmarking data or inflation rates.

Total of 3.1 & 3.2 above 500 words

COURSE NOTES: What AC 3.1 is looking for you to do is to explain some of the factors you would need to take in account when managing both good and poor performance. In terms of managing good performance you need to be thinking about how you use reward and recognition to keep good performers motivated. For example, incentive schemes, promotion, opportunity to mentor other colleagues, chance to work on special projects, represent senior colleagues at meetings etc. In terms of managing poor performance you need to identify what the reasons for poor performance are, for example, is it due to pressures outside work such childcare, illness, caring responsibilities etc. It could be due to a lack of training or knowledge of how to do the job, this would be a capability issue, or it could be an attitude or behaviour problem which would be a conduct issue. How you manage these types of performance will vary depending on the reason. For example, you might agree flexible working or a change in shift patterns if the issue is related to pressure outside of work. If it is a capability issue you might agree additional training and a performance improvement plan and if the issue is around conduct depending on the severity you might agree a performance improvement plan or commence a disciplinary process.

3.2    Describe the data required by individuals involved in performance and reward management processes

COURSE NOTES: For AC 3.2 you are looking at one example of internal and one of external data which can be used to support performance and reward management processes. Examples of internal data might be absence records, KPIs or staff satisfaction surveys. External data might be salary benchmarking data or inflation rates.

Total of 3.1 & 3.2 above 500 words