Professional Documents
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Director-General
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Compliance with this policy directive is mandatory.
CIRCULAR
File No 02/4668-2
Circular No 2003/19
• Aligning the staff member’s personal work plan to the Department’s operational functions and
corporate and directorate/branch plans
• Ensuring individual performance and development activities are relevant and effective in addressing
both individual and departmental needs
• Encouraging an interactive approach to coaching and performance so that the process is meaningful
and managed effectively and responsibly
• Improving job satisfaction and fostering reciprocal commitment and loyalty
• Providing a clear framework for a fair and objective system for review of performance
• Developing improved working relationships between managers and their staff by encouraging
positive communication and feedback
• Promoting a culture of learning and improvement.
CAPS belongs to all of us and will change in format over time to meet particular circumstances. We all share
our obligations to participate positively in the program. We need to understand the process and make it
work rather than focus on paperwork and compliance. The Department will provide all staff with training and
ongoing support. A user guide setting out the procedures involved in CAPS has been written and is available
on the Corporate Personnel Services web page.
Implementation of CAPS will commence from the beginning of March 2003 with a view to having workplans
for all staff in place by the end of June 2003.
Should you require further information concerning this policy please contact the Training and Equity
Officer, Corporate Personnel Services on 9391 9487.
Robyn Kruk
Director-General
Generic Skills
• Knowledge of the NSW public sector and the Department
of Health
• Teamwork
• Planning and organisation
• Customer focus
• Interpersonal skills
• Use of technology
• Manage own performance
• Participate in and adapt to change
• Research and problem solving
• Management and leadership
CAPS Policy 2
Individuals will be invited to indicate those skills they would
like to develop throughout the year.
Specific Goals
Staff will also be given an opportunity to identify a number of
key goals to focus on over the next 12 months. These can be
based on the position description, directorate/branch plan,
work responsibilities, assigned projects or other
responsibilities or milestones agreed between the staff
member and manager. They can be short or longer term.
Review Methods
An important component of the work plan is choosing how the
annual performance review is to be assessed. The agreed
methods will be included in the work plan.
CAPS Policy 3
Coaching underpins the CAPS.
Coaching
Coaching is communicating for a purpose, with the goal of
continuous improvement. A coach is a critical
listener/observer, who asks questions, makes observations,
offers suggestions that help staff to achieve their stated
goals and provides support. Coaching provides a structure
where these interactions can occur.
• Interview
Staff member and manager
Face to face
Free of interruptions
• Portfolio
Samples of work materials
Letters
Briefings
Projects
• Observation
Peer/staff appraisal
Client survey
Upward feedback
360 degree feedback
CAPS Policy 4
The review also initiates the next work plan. This can build on
the existing plan or a new one may be developed. This is
negotiable between the individual staff member and manager.
CAPS Policy 5
• Ensuring the provision of opportunities in line with
identified goals and development needs
• If taking up a new position discuss the existing CAP work
plans with staff and renegotiate where necessary.
The cost of CAPS is important to the success of the Department and its
getting it wrong staff. Failing to take it seriously can result in:
The original and 2 copies of the CAP work plan are to be kept
Confidentiality of
in secure locations. The staff member will retain the original.
documentation
One copy will be kept by the manager and the other attached
to the staff member’s personnel file.
CAPS Policy 6
development needs; monitoring consistency of application
between managers; benchmarking.
• Corporate Plan
Related Policies • Code of conduct (Policy No 2001/46)
and procedures • Learning and Development policy (Policy No 2002/66)
• EEO management plan
• Induction policy (Policy No 2002/21)
• Grievance and resolution procedures (Policy No 99/42)
• Bullying and harassment statement (Policy No 2002/50)
• Flexible workplace practices
• Managing for Improved Performance
• Premier’s Department Performance Management Policy and
Guidelines
CAPS Policy 7
Coaching and
Performance System
(CAPS)
User Guide
This guide has been designed to assist you implement the Department of Health’s
Coaching and Performance System (CAPS). This Guide details the essential features
of the system and provides practical guidelines to assist in the preparation, planning,
coaching and reviewing phases.
Objectives
• Align your personal work plan to the Department’s operational functions and
corporate and branch plans
• Ensure your performance and development activities are relevant and effective
in addressing both individual and departmental needs
• Encourage an interactive approach to coaching and performance so that the
process is meaningful and managed effectively and responsibly
• Improve job satisfaction and foster reciprocal commitment and loyalty
• Provide a clear framework for a fair and objective system for review of
performance
• Develop improved working relationships between you and your manager through
positive communication and feedback
• Promote a culture of learning and improvement.
CAPS Benefits
CAPS Policy 9
Coaching and Performance System
Cycle
The coaching and performance process provides an opportunity for individual
staff members and their managers to discuss performance goals and to jointly
negotiate an agreement for achieving those goals. The agreement also includes
identifying and implementing learning and development activities to facilitate the
individual’s professional growth and to support the achievement of performance
goals.
• Workplan Phase:
Managers and staff members review past performance and agree on a
work plan and career development goals for the next year
New staff complete the Preparation and Planning Phases within 4-8
weeks of commencing their new positions. (CAPS will be included in the
suite of Induction training courses offered to new starters).
Identify strategies and support required to achieve the work plan, short
term and longer term goals are included
Agreement reached on review methods. (Methods could include:
Interview, Portfolio of work samples and Observation – client feedback,
letters of appreciation, peer review and results of survey.)
Copy of the CAPS workplan, signed by the staff member and manager, is
sent to Corporate Personnel Services for inclusion on the staff member’s
Personal File.
• Coaching Phase:
Coaching underpins the performance system.
CAPS provides for a minimum of 2 coaching sessions each year. This
does not replace the day to day responsibilities of a manager to their
staff. Coaching may be formal or informal and provides an opportunity
to discuss your performance towards achieving your goals and learning
and development activities.
CAPS Policy 10
• Review Phase:
At the end of the CAPS cycle you and your manager review progress. This
involves using the methods identified in the initial planning phase –
interview, portfolio or observation. As a result of this review, the CAPS
cycle will begin again.
Workplan Coaching
Planning
Review Coaching
CAPS Policy 11
Coaching and Performance System Process
Managers will develop their own system for conducting CAPS. The following guidelines
might be helpful.
Managers must give sufficient notice (1-2 weeks) to staff members prior to
organising meetings to formulate their CAPS work plan. This time allows both parties
to prepare for the meeting.
Preparation
Employees are responsible for preparing for their CAPS work plan. You should be
familiar with your position description, directorate/branch plan and the Department’s
Learning & Development and Coaching and Performance System policies and have
spent some time identifying goals and development opportunities. A proforma has
been created that can assist you with preparation.
Managers are responsible for preparing for the CAPS work plan. They should be
familiar with the staff member’s position description, directorate/branch plan and
the Department’s Learning & Development policy. A proforma has been created that
can assist the manager with preparation.
The manager must encourage open, two-way communication. The manager should open
the meeting with a brief summary of the purpose and scope of the discussion. The
staff member might start by outlining his or her expectations of CAPS. The manager
can then respond with similar views. If there are aspects of the staff member’s
performance that have been positive, include this feedback.
At this stage a work plan can be developed. The work plan helps you and your manager
develop and clarify goals for the nest twelve months.
• Generic Skills
• Specific Goals
• Learning and Development
• Review Methods
CAPS Policy 12
1. GENERIC SKILLS
The Generic Skills listed below should apply to all staff in varying degrees except for
management and leadership, which applies specifically to managers.
CAPS Policy 13
Participate in and • Identify and suggest opportunities for change
adapt to change • Assist with implementation of change
• Deal effectively with uncertainty and adapt to changed
circumstances
Research and problem • Obtain and use information/data
solving • Analyse information/data and consider implications
• Identify problems, determine and assess alternative
solutions/options
• Apply information appropriately and effectively to
achieve desired outcomes
Management and • Manage personal work priorities and professional
leadership development
• Make effective and timely decisions
• Provide leadership in the workplace
• Communicate effectively with staff and provide balanced
feedback
• Participate in, facilitate and lead teams
• Manage operations to achieve planned outcomes
• Manage workplace information
• Develop and maintain a safe work environment
• Implement and monitor continuous improvement systems
and processes
• Facilitate in and progress change and innovation
• Contribute to the development of a workplace learning
environment
• Apply principles of equity and non-discrimination
CAPS Policy 14
2. SPECIFIC GOALS
You will also be given an opportunity to identify a number of key goals to focus on
over the next 12 months. These can be based on your position description,
directorate/branch plan, work responsibilities, assigned projects or L&D strategies.
In completing this component it may be necessary to update your Position
Description.
The personal Learning and Development Plan provides the opportunity for you and
your manager to identify and meet Learning and Development needs which will assist
you to meet your performance goals, increase personal satisfaction, and to achieve
your future career goals.
To assist you in identifying your high priority development needs, you and your
manager should consider what knowledge, skills and experiences are needed for your
current position and, if appropriate, for the career path you would like to follow.
CAPS Policy 15
• Job rotation and secondments
• Traineeships
• Participation in projects
• Acting in another position
• Formal education (such as TAFE and university courses)
• Membership of a professional association
• Attendance at workshops and conferences
CAPS Policy 16
4. REVIEW METHODS
An important component of your work plan is how your annual performance review is
to be managed. Methods could include:
• Interview
Face to face between staff member and manager.
The Interview is based on two-way communication.
• Portfolio
Samples of work
Letters
Briefings
Projects
• Observation
Upward feedback, in which individuals provide feedback on the manager’s
performance.
360 degree feedback, in which peers, managers, subordinates, customers and
the individual themselves all provide feedback on an individual’s performance.
Multi-source feedback, in which feedback is provided to individuals, teams or
work groups from a range of sources including at least two or more of
supervisor/s, customers (internal and/or external), peers, other teams or work
group members.
Team-based feedback is provided to a work group or team as a whole, usually
by a manager or supervisor.
Client survey whereby those receiving services provide feedback to the
individual or agency concerned.
You will be able to indicate the methods you would like to be used during the review
phase. This should be agreed between you and your manager and included in your
Work Plan.
CAPS Policy 17
Coaching Phase
Coaching is:
The coaching sessions are considered the most important aspect of CAPS. If
done well, you will have received sufficient information and support to achieve all
generic skills, goals and Learning and Development needs.
CAPS Policy 18
Preparation for the Coaching sessions:
These sessions are more effective when you are your manager have prepared
carefully and you are give reasonable notice (1-2 weeks) of the meeting.
The Coaching session could take up to one hour. It is a good opportunity for you to
discuss what is helping or hindering you to achieve your agreed skills and goals. You
can take responsibility for improving your work situation. It can assist you to develop
the skills and experience you need to maximise your contribution and personal job
satisfaction.
It is important for both parties to review the staff member’s progress and work
using the coaching proformas to provide a basis for discussion in the meeting.
Managers should think carefully about how to provide balanced comments to staff
about their work. It is time to acknowledge achievements and to assist staff to
recognise how to achieve their skills and goals. Expectations about required
performance and skill levels must be explained and managed in a way that can be
fulfilled. The aim is to promote success.
If changes to the work plan are proposed and agreed to during the Coaching session,
they should be documented and signed by you and your manager. It is your
responsibility to send your most current work plan to Corporate Personnel Services.
CAPS Policy 19
Annual Review of CAPS
The Annual review is very similar to the Coaching sessions, but covers the full twelve
month period.
This meeting should build on results reached during earlier reviews and provide a
solid foundation for negotiating the next Work plan.
Grievance procedures
If you believe that you have been unfairly treated or disadvantaged you have a
number of options available. You can discuss your concerns with your manager;
consult with your manager’s manger, the Associate Director Corporate Personnel
Services; or contact the Training and Equity Officer, the Department’s Employee
Assistance Program or a union representative.
CAPS Policy 20
COACHING AND PERFORMANCE SYSTEM
20__
EMPLOYEE PREPARATION
1. Consider the major responsibilities and accountabilities of your job description. What do
you consider will be the key areas of your job which will require special attention during
the next twelve months?
4. What factors or issues affect your performance? What action could be taken to
overcome them?
6. What would you identify as your major strengths and weaknesses in your job at the
present time?
7. What ambitions or expectations do you have for your career and its future progression?
COACHING AND PERFORMANCE SYSTEM
20__
MANAGER PREPARATION
1. Consider the major responsibilities and accountabilities of the employees job description.
What do you consider will be the key areas of the job which will require special attention
during the next twelve months?
2. Are there any special projects or activities that the employee will be involved in over the
next twelve months?
3. How do you see this role in relation the rest of the team?
4. What factors or issues do you believe the employee encounters in his/her work? What
action could be taken to overcome them?
5. What do you consider the key areas of his/her job which will warrant special attention
over the next twelve months?
6. What would you identify as his/her major strengths and weaknesses in the job at the
present time?
7. What ambitions or expectations do you believe the employee has for his/her career and
its future progression?
COACHING AND PERFORMANCE AGREEMENT
20__
Interpersonal Skills Use of Technology Manage Own Performance Participate In and Adapt
to Change
2. GOALS
List 3 to 5 key goals you will focus on over the next twelve months taken from your position description, branch plan, work responsibilities and assigned
projects.
Comments:
_________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________
3. LEARNING AND DEVELOPMENT
4. REVIEW METHOD
Specify the review methods you and your manager will undertake when conducting your annual performance review.
Comments:
_________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________
Generic Skills
Knowledge of NSW Public Teamwork Planning and Organisation Customer Focus
sector and NSW DOH
Interpersonal Skills Use of Technology Manage Own Performance Participate In and Adapt
to Change
Have Learning and Development needs been met? If not, please provide explanation.
Does the plan need to be modified? If so please discuss and complete a new plan.
Employee’ Comments
Manager’s Comments
Generic Skills
Interpersonal Skills Use of Technology Manage Own Performance Participate In and Adapt
to Change
Have your Learning and Development needs been met? If not, please provide explanation.
Employee’ Comments
Manager’s Comments