According to ACECQA Snapshots, QA 7.2 consistently rates in the bottom 3 standards to be awarded exceeding. In this post, we explore 3 simple steps to achieve exceeding on 7.2
For many managers, the month of May signals the beginning of performance appraisals; a stressful time in any service, as giving and receiving feedback can be awkward and uncomfortable.
The good news is, they don’t have to be. With the right skills and the right approach, appraisals can be a stroll in the park!
Services that achieve an exceeding rating, need to have a performance and development system that supports high performance. Formal once-a-year appraisals belong back in the ’80s along with Michael Jackson and Jane Fonda. The old-school approach of having a yearly meeting to deliver feedback and assess performance has no place in the modern high-performance workplaces of today.
Here are 3 simple steps to achieve exceeding in QA7.2
1. Include parents and families in your Educator appraisal process
It might seem counterintuitive, but the exceeding themes require services to seek input, guidance, and feedback from children, families, and the community during the appraisal process.
For community and NFP services, this might involve a parent representative on your staffing or remuneration committee. For other services, this may involve including parent feedback in the appraisal process or surveying the parents about staff performance.
Preschools and Kindergartens may like to draw on the voices of children to support the appraisal process.
2. Ensure reviews are completed regularly and form part of a larger performance management process.
Appraisal meetings are just a small component of a much bigger performance management process. Best-practice performance management suggests that feedback should be continual, and the service should have an embedded culture of personal development and of celebrating success.
3. Reflect on the process and effectiveness of performance reviews
Reflecting on how you manage the performance of Educators is key to creating a high-performance culture. Performance management has evolved a lot over the past 10 years. We used to set goals once a year, expect good all-rounders, and give formal feedback.
These days we do regular weekly check-ins, allow people to become subject matter experts and deliver feedback in real-time. Performance management has evolved, and we need to reflect on our approach to ensure we are keeping pace.
About the Author:
Adrian Pattra is a management consultant with a Master of Education (Ed. Psychology). He is currently facilitating a comprehensive webinar series designed for EC and OSHC managers “All About Appraisals”
Leadership – it’s definitely not all in the name.
Ask … Am I really being the Inspirational Leader my team needs? Because authority, seniority and prior performance simply don’t qualify us as a Leader.
Look…We need to take a courageous look at ourselves, do we have an inspiring leadership identity? Can we define it?
Do we; inspire, empower and serve those who we ‘Lead’? Is the result of our actions, a tangible improvement for individuals and the whole team?
Do we foster relationships with those in our team? Relationships require great discipline, hard work, energy, learning and the commitment to others.
Are we seen as a trusted advisor? Trust is the pivotal concept of inspirational Leadership.
The trust in you, of others, that you will be there, for the successes and the failures.
Trust is like the bend in a tree branch. Relationships built on trust will bend under the strain of stress and pressure, but when the stress subsides the relationship bounces back. Without trust, the branch snaps and the relationship fails.
We must resist the urge to think of ourselves first. We must make it our priority to think of others. We must set high standards, then work tirelessly to coach people towards exceeding them.
Leadership skills are an investment, we need to invest in ourselves and by default our team. An inspiring leader understands that after stress will come quiet, after fear will come freedom and after confusion, clarity will appear.
We can’t possibly know it all, we need to lead with humility, defer to others, show vulnerability and put our hand up when we need help.
We have the power in our words to motivate and inspire and this is the true sign of an Inspirational Leader.
About the Author:
Adrian Pattra is a management consultant with a Master of Education (Ed. Psychology). He is currently facilitating a groundbreaking webinar series designed for EC and OSHC managers “The Early Childhood Management Series”