Performance development policy

1. Purpose and Scope

1.1 The performance development policy provides guidance on how to effectively support and manage performance of RoS colleagues.

1.2 This policy and procedure outlines our approach to fostering a culture of continuous performance improvement while supporting colleagues in achieving their full potential. It emphasises early intervention, development opportunities, and recognition of outstanding performance.

1.3 The formal performance improvement process should be used when performance falls below an acceptable level, and after the core performance development steps have been followed.

1.4 This policy applies to all RoS employees after successful completion of the probationary period. It does not apply to employees within their period of probation.

1.5 This policy should be read in conjunction with the performance development procedure.

2. Guiding principles

2.1 RoS is committed to developing and improving the performance of its colleagues' through proactive support and effective performance management. Managers should manage the performance of colleagues' through regular performance discussions and objective setting as part of their day-to-day line management activities as outlined in the performance development procedure.

2.2 This policy aims to ensure that all colleagues' are treated in a fair, reasonable and consistent way to achieve and maintain acceptable levels of performance.

2.3 It is expected that prior to invoking the formal stages of the performance development procedure, managers should use informal development and support to help colleagues’ development, by providing timely feedback, coaching and recognising achievements.

2.4 If a colleagues' performance is affected by a disability or disability-related absences, the manager should seek appropriate advice from the People and Change team and ensure that reasonable adjustments are in place both prior to and during the application of this policy.

2.5 Managers should seek appropriate advice from the People and Change team and ensure that health and wellbeing support is offered if performance is affected by poor health and wellbeing, underlying health conditions or workplace factors.

2.6 This policy complies with current legislation and supports equality, diversity and inclusion in the workplace.

2.7 If any colleague feels that they have been treated unfairly because of the application of this policy, they have a right to raise a grievance.

3. Roles and responsibilities

3.1 The Strategic People Authority (SPA) is responsible for the content of this policy, its approval and review. They are responsible for ensuring its implementation in practice and for monitoring this over time. They are responsible for ensuring that appropriate procedures, guidelines or standards as are required to support this are maintained and ownership for these assigned appropriately.

4. Approval and review

4.1 This policy will be reviewed by the SPA and approved by annually, unless earlier review is appropriate.