DIVERSITY OBJECTIVES AND PERFORMANCE APPRAISAL
DIVERSITYOBJECTIVESANDPERFORMANCEAPPRAISALToolkit
ContentsIntroduction . 21/ Create a policy . 42/ Support your policy with practical materials 73/ Communicate the tools and materials available . 94/ Review the performance marking distributions 125/ Engage leaders to take action to eradicate disparities 146/ Evaluate results and impact on pay and reward gaps 167/ Impact stories and references 188/ Additional insight from YouGov . 20Further reading .28Page 1 Business in the Community 2019
IntroductionTransparent standards and consistent assessment against thesestandards must be fundamental to a fair performance appraisalsystem.As a minimum, diversity objectives should be allocated to allemployees in the organisation with line management responsibilities.The Race at Work Charter has five calls to action. This toolkitsupports action four – Make clear that supporting equality in the workplace is theresponsibility of all leaders and managers.Actions can include ensuring that performance objectives for leadersand managers cover their responsibilities to support fairness for staff. The Race at Work 2018 scorecard report highlighted that therewas a drop in the percentage of managers with performanceobjectives to promote equality since 2015.In addition, it highlighted that Black, Asian and Minority Ethnic(BAME) managers were more likely to have a performanceobjective to promote diversity and inclusion than white managers.There is no clear research of insight available as to why this might be,however, it confirms that one of the key recommendations from theRace at Work 2015 report is: “Set objectives for managers atevery level around ensuring diversity and inclusion in theirteams. These should include ensuring diverse talent has equalaccess to training, development opportunities and progressionprogrammes.”In 2018 there are differences between ethnicities in their experienceof performance reviews. BAME employees are more likely thanthose from a White British background to report that they had aperformance review (78% compared with 67%).BAME employees (44%) are subsequently more likely than WhiteBritish employees (34%) to have received a standard performancereview with no difference in the proportions receiving outstanding oran unsatisfactory performance review.There should be Specific, Measurable. Achievable, Realistic andTime bound (SMART) performance objectives for individuals, teams,projects, and in some instances, the organisation. Managers have akey role to play to ensure fairness in performance appraisal outcomesfor individuals.Page 2 Business in the Community 2019
This toolkit has been developed to support the employers in ournetwork to ensure both policies and actions are in place that result ina fairer distribution of appraisal markings across all demographicgroups in the workplace.Whilst the emphasis is to ensure that as a minimum standard allemployees with management responsibilities have diversity relatedobjectives, our Equality, Diversity and Discrimination in theWorkplace report (2015) from The University of Manchester indicatesthat individuals in teams could benefit from diversity objectives toincrease their own knowledge and understanding of employees fromdiverse cultural heritages, appreciate difference and take action topromote inclusion within their teams.Sandra Kerr OBERace Equality DirectorBusiness in the CommunityPage 3 Business in the Community 2019
the induction process for new employees entering the organisationand the message should be reinforced during every appraisal cycle.Actively encourage ongoing feedback and conversations aboutperformance objectives throughout the year. It may also be sensibleto discuss possible predicted performance markings for year-end andensure there is clarity on what is needed to achieve that performanceat the beginning of the year. Regular one-to-one and interimconversations can be used to assess if performance is on track. Thisenables any adjustments to be made during the year to ensureexpectations on both sides are identified and managed early.Associated policies on access to development and training shouldalso be widely communicated together with any relevant forms,resources and related web links for internal intranet and/or externalsources as appropriate.1/ Create a policyOverviewIt is important to ensure a policy on equality and fairness inperformance appraisal exists within your organisation. Promotingequality and fairness in your appraisal processes should be a part ofPage 4 Business in the Community 2019
summary indicates bias from the appraiser and/or reviewingmanager.Actions to takePractical actions to bring your policy to life: Employers should set high level organisational diversity objectivesfrom which objectives for business units, managers andindividuals can flow. (See the following Public Health England(PHE) example) Underpin policy with a Code of Practice and/or appraisal handbook for managers and individuals setting out individual roles andresponsibilities. Agree standard setting for best practice in performancemanagement across all business units in your organisation.Impact Story 1 – Public Health England (PHE) – An exampleof an organisation’s high-level diversity objectives Provide clear instructions on how to complete the necessaryforms. Ensure that this includes customised materials formanagers, individuals and where appropriate, externalstakeholders or third parties.Diversity and staff inclusion and health and wellbeingoutcomes Provide training (face-to-face and/or e-learning) for all linemanagers on how to conduct effective performance appraisals.This training should be mandatory for all new managers andrefresher modules should be available for those returning tomanagement roles. Provide your employees with materials that give examples of whata good assessment would look and feel like. Ensure the policy signposts the chain of action should disputesarise at the time of performance review or if an appraisal We will develop all our people managers’ understanding of thelink between effective diversity and staff inclusion and the futureimpact on physical and mental health of the actions andbehaviours of managers and colleagues. We will do this by ensuring that 100% of PHE staff with peoplemanagement responsibility attend a management seminar, whichprovide inspirational and tangible training for managers in creatinginclusive and engaging working cultures, whilst in tandem withmeeting PHE’s mission and business objectives.Page 5 Business in the Community 2019
Workforce composition We will aim to hold 100% of data on our staff in reference to theirage, gender, ethnicity, sexual orientation, religion/belief anddisability, so that our newly created diversity dashboard is able toprovide accurate and meaningful data to all directorate SMTs, touse as evidence supporting the action they have taken to addresstheir respective objectives in tackling workforce inequality withintheir teams. PHE will aim for the same proportion of protected groupsrepresented in the overall composition of the workforce to bemirrored at every grade and in every directorate.Talent management We will establish talent management schemes tailored fordeveloping staff from the main six protected characteristics, withan objective of taking at least 60 staff through the full programme.Page 6 Business in the Community 2019
performance year to ensure objectives are clearly defined with thelevel of performance required.A selection of diversity objectives for senior leaders, managers andindividuals could be provided to help people start their thinking aboutwhat their objectives should be. Materials need to be easilyaccessible to managers and individuals at any time.Engage senior leaders in cascading the performance informationand/or best practice within their own business units so that they set agood leadership example and ensure it is not seen purely as just aHR process.2/ Support your policy with practical materialsActions to takeOverviewPractical actions to engage leaders and stakeholdersIt is important that any policy is underpinned with practical materials.This might include a Managers’ Appraisal Hand Book or an EmployeeAppraisal Hand Book. Ensure the appraisal handbook for managers is accessible to allemployees so that they are aware of the organisational standard. Consider some aspect of 360 degree or upward feedback for themanager as part of the appraisal process.Create guidelines for setting SMART objectives. Create a templatefor regular assessment against these objectives during thePage 7 Business in the Community 2019
Prepare draft diversity objectives customised for leaders,managers and individuals in the organisation that they can use asguidelines to prepare their own objectives or adopt as their own.Also consider unconscious bias information/training for thoseconducting appraisals. Engage your Employee Network Groups to support you to test theeffectiveness of subject areas and scope of the diversityobjectives. Consider a diversity performance scorecard for business unitswhich includes balanced performance ratings across all ethnicitygroups. Consider short training workshops or webinars for staff to helpthem navigate the performance process and ask any questionsthey may have. Review the overall box marking performance ratings by diversegroups and create an action plan to close performance gaps. Link the process to any broader career development training thatmight be available for employees to ensure that staff receive themost benefit career conversations held with their line manager.This provides a great opportunity to build understanding andencourages individual ownership for driving their career.Page 8 Business in the Community 2019
published among their own teams and across organisationcommunication channels.When setting objectives for managers at every level to ensurediversity/inclusion, those objectives need to be clearly linked as corerequirements for performance and financial rewards. This isimportant to ensure that the diversity objective is not just seen as acurrent ‘nice to have’ but is embedded in delivering business prioritiesand managing talent effectively.Diversity objectives should also be shared with external stakeholdersthat impact on employees’ performance be it customers, clients andservice users and local community and/or voluntary sectors.3/ Communicate the tools and materialsavailableOverviewEncourage a culture of openness and transparency. Diversityobjectives for board level and senior leaders should be widelyIt is important that your commitment to fairness and equality is wellcommunicated as bias in the appraisal system could result indisproportionate levels of attrition and all the related costs of diversetalent moving on to other organisations.A key finding from Race to Progress: Breaking down the Barriers(2011) was that nearly 1 in 2 BAME employees felt they had to leavetheir current employment to progress. If your appraisal system is akey component to the progression and opportunities process withinyour organisation, you need to communicate your commitment toPage 9 Business in the Community 2019
take action to ensure that your performance appraisal system is freefrom bias.It is important to communicate the standards against which allemployees will be assessed and reviewed. There should bedevelopment steps in place for employees to achieve medium term,multi-year goals as they upskill to get promoted.These steps should be open and transparent and worked throughsystematically through on- to-one conversations until the individual isdeemed to have achieved/exceeded the standard.The more transparent the process, the more onus on individuals tounderstand and set their own goals and targets for their performance.It also provides increased clarity on how to navigate the performanceand improvement processes. And most importantly, there will be aclear evidence-based trail of the individual’s performance when theyprogress.It is important to ensure the objectives meet the SMART standards.A number of employers use a diversity scorecard which sits alongsideother key business objectives for senior leaders. Most of thesescorecards tend to focus on increasing diversity based on gender.These should be reviewed to consider ethnic minority recruitment,retention and progression and can be considered for appraisal andperformance markings in collaboration with each business unit’s HRlead.Actions to take Use existing internal communication channels to ensure diversityobjectives for leaders are transparent and performance againstthem easy to access. Explore ways to ensure that diversity objectives are linked to payand performance and ensure that this is communicated clearly.This might be achieved by a diversity objective linked to inclusiveleadership or contributing to developing and progressing diversetalent within your teams. Ensure third party stakeholders are aware of the standards ofperformance that you are upholding and ensure there isagreement that continued collaboration with them will be to thatstandard. If you have contractors who are key to your organisationdelivering excellent performance you should explore ways toensure that they perform the delivery of their services to you withyour diversity objective as a shared goal and aspiration.Page 10 Business in the Community 2019
Encourage a culture of openness which increases transparencyon good practice. Report publicly on performance againstdiversity objectives. This enables you to share ideas of goodpractice to inspire others about the actions that they can take.If there are no improved results evident but action has been takenthat is directionally positive you can share those actions andplans. Any positive actions that you are taking or have inplanning should be recorded. It is helpful to track and recordprogress towards achievement of objectives. Progress in the rightdirection should be celebrated, be it large or small steps. Sharing objectives provides insight and alternative ideas thatother business units in the organisation could also set forthemselves. Communicate the competencies and standards for allperformance levels across the organisation. Ensure that theassessment of these standards are applied equally. Provide comprehensive written and oral feedback where there areidentified performance gaps. Encourage employees into openconversation which might include permission or encouragementto challenge the feedback. This will enable clear goals andpractical actions to be set to demonstrate evidence of effectiveperformance. Future goals and development conversations couldbe incorporated at this time. The greater the quality of feedback, discussion, understandingand expectation of next steps by the appraiser and employee, thegreater likelihood of progression, as well as ensuring fairassessment of performance and that the appropriate performanceratings are awarded. Emphasise in any guidance the need for both manager andemployee to actively drive the engagement to ensure that thefeedback is regular, constructive and specific. Agreement on the actions is also essential to ensure there is anopen and timely review of attainment in the year. This shouldenable the performance standard agreed by both parties at thebeginning of the year to be regularly tracked.A culture of ongoing review and continuous improvement enableany significant achievements to be recognised and attributed tothe individual. If appropriate, it also enables any neededadjustments to be identified and any necessary adjustments oractions to be taken. Be aware that some things should beconfidential and should not be included without the full agreementof the employee being appraised.Page 11 Business in the Community 2019
less likely to receive one of the top two performance markings,when compared to their white peer group. less likely to be identified as high potential. less likely to be put forward for management training.We recommend organisations review the performance markingdistributions in their organisation annually.We recommend that this review also includes an analysis ofapplications and attendance at management and developmenttraining opportunities. You should also include an analysis of thescoring of diverse employees as part of your talent managementassessments.Actions to take Use the data to examine the distribution of performance markingsby demographic group. This should also be reviewed by leveland job role. HR should moderate the performance appraisalprocess across the organisation so that in general, it is beingapplied and implemented consistently. If there are units where there is parity in performance allocationand markings, ask HR to do a scrutiny of it to identify what thatunit is doing differently from other parts of the organisation and4/ Review the performance markingsdistributionsOverviewOur race benchmark identified three consistent correlations – BAMEemployees are:Page 12 Business in the Community 2019
share the learning. Equally HR should look out for any areas ofconcern that may need targeted intervention. Convene focus groups by ethnicity, job level location, or job rolein response to what the data tells you, to better understand whatadjustments the organisation can make. Overlay the findings from the review of the performance datatogether with employee survey results and include employeetenure at certain performance marking levels. The individual mayneed more challenging objectives.Page 13 Business in the Community 2019
There may be ‘internal’ occupational segregation issues that arecontributing to lower performance marking distributions.This may relate to certain roles rarely attracting the higherperformance ratings which reduces the opportunity for anyone fromthe job unit or working at a certain level to receive a higher rating.Senior leaders can be actively engaged by being asked to attenddiversity forums or to be diversity champions for employee networksto encourage accountability and visibility. Transparency aroundtargets and reporting on all aspects of diversity is needed to ensurereal progress is made on eradicating disparities.Actions to take5/ Engage leaders to take action to eradicatedisparitiesOverviewIt is important to engage the Chief Executive, senior leaders andreviewing managers as part of any review as it may unearth structuralbarriers. Leaders should demonstrate their commitment to communicateclearly the results of the review and identify structural barrierswhere they are spotlighted. Engage the senior board on tackling any structural barriers.Identify and gain commitment to ensure balanced representationof diverse employees in central functions and those roles morelikely to attract higher performance ratings.Page 14 Business in the Community 2019
Review internal job roles to redress any negative weighting linkedto certain roles and ensure top performance ratings are possibleno matter what role you are in. Ensure ethnically diverse people are involved in the performancemanagement process if this involves performance and pay reviewcommittees i.e., panel members/observers independent of theunit or business area to avoid “group think”. Employee network groups can provide individuals to participateand/or observe these committees and ensure they maintain theorganisational standard of performance and assessment againstcompetencies set out in any appraisal guidance. Establish agreement to ensure that Employee Network Groupsare actively and frequently engaged. It is important to include thevoices of your ethnic minority employees and stakeholders whenit relates to race related diversity objectives/measures.Page 15 Business in the Community 2019
Analysis of the ONS census data by the TUC highlighted that blackworkers with de
performance appraisal exists within your organisation. Promoting equality and fairness in your appraisal processes should be a part of the induction process for new employees entering the organisation and the message should be reinforced during every appraisal cycle. Actively encourage ongoing feedback and conversations about
Self Appraisal Report Appendix -2 TEACHER APPRAISAL REPORT Format -1 PERFORMANCE APPRAISAL REPORT FOR SELF APPRAISAL OF TEACHERS i) General Information a) Name : Dr.M.Karthy b) Address (Residential) : 'Vaishnavam', Thiruvattar (P.O), Kanyakumari District -629 177. c) Designation : Principal d) Department : Education
tion diversity. Alpha diversity Dα measures the average per-particle diversity in the population, beta diversity Dβ mea-sures the inter-particle diversity, and gamma diversity Dγ measures the bulk population diversity. The bulk population diversity (Dγ) is the product of diversity on the per-particle
To explore the performance appraisal practice utilized in the school under study. To assess the objectives of performance appraisal of the school under study. To illustrate the nature of performance appraisal practices and related problems within the aforementioned organization 1.3 Significance of the Study
Overview of the Performance Appraisal Process. Six steps involved in the performance appraisal process: 1. Preparing for the performance appraisal cycle 2. Observing and documenting performance 3. Giving feedback and coaching 4. Writing the narrative/establishing goals 5. Using the HRMS/STEP perfor
performance appraisal management, statement of the problem, research questions, research objectives, relevance of the research and summary. 1.2 Background to the Study Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an
AFMC Diversity, Equity, Inclusion and Accessibility (DEIA) Training 2 2 Diversity in BusinessDiversity in Business 3 Minutes 3 The Importance of Diversity The Importance of Diversity3 Minutes 4 The Power of Diversity 4 Minutes The Power of Diversity 5 The Threat of Diversity 2 Minutes The Threat of Diversity 6 Diverse Teams Deliver Results 1 Minute Diverse Teams Deliver Results
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planning a business event D1 evaluate the management of a business event making recommendations for future improvements P2 explain the role of an event organiser [IE] P3 prepare a plan for a business event [TW] P4 arrange and organise a venue for a business event, ensuring health and safety requirements are met [SM, EP] M2 analyse the arrangements
