Managing Performance (06/12/14)


When I acted as Unison's Head of Local Government in Scotland the union decided to introduce a new 'performance management' scheme for all of its staff.

Interestingly, the principles were not a million miles away from the scheme operated by North Lanarkshire Council: the whole process started off at the top and cascaded down to the most junior member of staff with everyone being interviews by their immediate manager against a set of agreed criteria and personal development goals.

The big difference between the Unison and NLC schemes is that everyone was treated in exactly the same way from top to bottom -- and there was no extra money involved.

The Unison scheme was all about personal development and ensuring that staff at all levels  were performing satisfactorily, at least, in their own individual jobs while making a proper contribution to the overall objectives of Unison Scotland. 

As I recall some people got top marks while others were set new goals and targets to aim for and if anyone performed particularly badly and failed to improve, they could be referred into the union's disciplinary procedures. 

But no one got more money, never mind lots more money, simply for doing their job well and there was not a special scheme reserved for those at the top which I should know because I was part of the union's senior management as Head of Local Government Scotland.

So I don't know what's gone wrong at North Lanarkshire Council although if they want some professional, independent and impartial I am open to offers - and my fee rates are very reasonable.  

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