Our staff’s personal professional development is a key strand of maintaining and improving our capacity and capability as a business. As well as encouraging informal 1-2-1 quarterly reviews between line managers and staff, our annual appraisal system provides the opportunity for a more formalised review by every staff member. This includes considering objectives for the year ahead as well as training and development needs.
To make this process more informative and make it easier to align business goals and objectives with individual workforce objectives, we established a three tier strategy to allow line managers and our staff to get the maximum benefit out of the time spent doing appraisals:
Tier 1: our executive management team set out 43 priority measures for the year, on which they would judge our contract success, so clear business objectives across safety, customer, quality, delivery, commercial, people, sustainability and efficiency.
Tier 2: we created our PDT50 which sets out 50 areas of commitment for the year ahead that we as a project team sign up to, and which explain at a more granular level how we will deliver the executive management team priorities.
Tier 3: we set some simple rules around setting personal objectives to keep the process consistent, energised, aligned and meaningful for everyone.
We have found that this staged and managed process has led to an increase in staff engagement in the annual appraisal process, helping our workforce feel valued and respected as individuals.