People and Performance 2005 Designing HR Processes

People and performance
Designing the HR processes for

maximum performance delivery
Questions this tool is designed to help you answer

How are our people management policies and processes contributing
to business performance?
What policies and processes should we implement to improve
performance?
How does the relationship between HR and performance work in our
organisation?
How can we improve this relationship?
We would welcome your feedback

If you have any queries about these tools or would like to contact us, you can get in touch with the CIPD at:
151 The Broadway London SW19 1JQ Tel: 020 8612 6200 Fax: 020 8612 6201
Email: research@cipd.co.uk Website: www.cipd.co.uk
Introduction
1 Employee
questionnaire
Benets of this tool
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
For you:
Identify the appropriate mix of people management processes and practices to
deliver improved business performance.
Help understanding of the dynamics of the relationship between HR and business
performance.
Improve clarication and understanding of the contribution of HR to the business.
For your organisation:
Help build competitive advantage through people.
Review current practice and help sustain future performance.
Improve the capacity to build an effective business strategy.
Who is this tool for?
Practitioners wishing to improve their ability to achieve HR process advantage.
Organisations wishing to review current practice and build sustainable future
performance through people.
Whats in the tool?
Diagnostic tools to review current processes and practices.
Guidelines to use the results of these diagnostics identify improvements in
people management policies or practices that are most likely to drive improved
organisational performance.
Sources of further information.
Background information on the people and performance research on which these
tools are based.
People and performance Designing the HR processes for maximum performance delivery CIPD 2005
2 of 66
Introduction
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The People and performance tool has been designed to help HR

practitioners and other managers improve business performance through
effective people management. The tool has been developed on the basis of
a major research project conducted by the University of Bath on behalf of
the Chartered Institute of Personnel and Development. A summary of this
work can be found at Appendix 1. The full research report, Understanding
the People and Performance Link: Unlocking the Black Box, is available
from the CIPD.
The tool comprises a range of diagnostic instruments which can be applied
to assess the relevance and effectiveness of current people management
policies and practices. The instruments have been designed to provide a
comprehensive overview of the organisations needs, providing input from
senior management, HR management practitioners, front-line managers,
team leaders, and employees at all levels. The diagnostic ndings can then
be used to identify the improvements in people management policies or
practices that are most likely to drive improved organisational performance.
The tool also includes guidelines to help users interpret and apply the
diagnostic ndings, and provides sources of further information.
The tool
The tool comprises a range of diagnostic instruments. These have been
designed to be complementary in order to provide a comprehensive
assessment of an organisations needs. Users can therefore apply all the
instruments across the organisation, either simultaneously or over time, to
gather a range of data covering all aspects of people management policy
and practice.
Alternatively, individual tools can be applied to gather specic data for
example, to explore employee or front-line manager views. This enables
users to apply the tools exibly to suit their needs, particularly if the
organisation has already identied potential problem areas or required
people management changes. Equally, users may prefer to conduct some
initial investigation, using one or more of the tools, with the option of
carrying out further diagnosis as issues or problems are identied.
Using the tool
We recommend that users collate and analyse data from the surveys before
working through the detailed questions in the guidelines. However, some
practitioners may already have data from opinion surveys etc which may be
substituted.
3 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The tool comprises the following instruments:

1 Employee questionnaire
The employee questionnaire has been designed to explore employees
views of all aspects of people management in the organisation. It is a
tick box instrument which will provide quantied data about employees
perceptions and opinions, both about the organisations people
management policies and their application in practice.
The questionnaire can be distributed to all employees in the organisation or
to a representative sample. In the latter case, it is important to ensure that
the sample is genuinely representative of the workforce as a whole in terms
of, for example, job type and level, location, gender etc. If the sample is not
representative, this may distort the ndings and produce misleading data.
To encourage honest responses, the questionnaire should be completed
anonymously and treated in condence. It includes some limited
personal information for the purposes of analysis (for example, to allow
comparison of management and non-management responses) but care
should be taken that respondents cannot be identied, particularly if the
questionnaire is only completed by a sample of employees.
If the questionnaire is distributed to a substantial number of employees,
it is likely that the results will need to be analysed electronically.
The most popular software is provided by SPSS. For details see
www.spss.com There are also a number of data analysis rms that
could handle both the data processing and the analysis.
2 Climate survey
The climate survey is designed to provide a more general overview of the
climate of opinion across the organisation, exploring perceptions of the
organisation itself, of employees own roles, of management, and of the
treatment of employees. The climate survey will therefore provide baseline
data about the extent to which the overall organisational climate is
conducive to effective individual and team performance. The climate survey
may provide a useful starting point for the overall diagnostic process by
highlighting potential people management issues or problems.
Again, the climate survey can be sent either to all employees or to a
representative sample. In practice, wed normally recommend that the
climate survey is initially sent to an appropriate representative sample of
the workforce at all levels (2025 per cent). If the climate survey highlights
potential issues or problems, these can then be further investigated
through the employee questionnaire without the risk of survey fatigue
among respondents.
4 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
3 Front-line manager questionnaire

The People and Performance research highlighted the key role played by frontline managers and team leaders in implementing people management policies
and procedures. The toolkit therefore includes a questionnaire specically
targeted at front-line managers or team leaders.
The purpose of the questionnaire is to enable users to investigate the views
and attitudes of front-line managers towards their distinctive role, and to
help identify the factors that may inuence their effectiveness in this role. The
content of the front-line manager questionnaire parallels questions about
perceptions of management in the employee questionnaire and climate survey,
enabling users to gain a range of perspectives on the front-line management
role.
The front-line manager questionnaire can be distributed to all relevant
managers as part of the overall diagnostic process. Alternatively, it can
be given to a representative sample or targeted at specic parts of the
organisation where issues or problems have been identied (for example,
through the ndings of the climate survey or employee questionnaire).
4 HR process review
The HR process review is not intended for broad distribution, but has been
designed as a checklist for HR practitioners or other relevant managers.
Its intended to be used to conduct a systematic review of current people
management policies and practices in order to assist in identifying potential
shortcomings or areas for improvement.
The HR process review should be completed by a relevant HR practitioner who
has a good understanding of HR policies and practices across the organisation.
It should be completed honestly, based on a realistic assessment of actual
organisational practices.
Alternatively, the review can be completed individually by a number of
managers (for example, a mix of HR and operational managers) to help
identify differences in understanding or perception. For example, it may be
that a particular policy or practice is well understood by HR professionals in
the organisation, but is not recognised by operational managers. Completion
of the HR process review in this way could be used as the starting point of a
management workshop exploring, for example, the effectiveness of people
management policies and practices.
5 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
5 Senior team review framework

The People and Performance research highlighted the importance of an
organisational vision or big idea in underpinning individual and team
performance. While clearly the development and maintenance of such
a vision lies outside the scope of the toolkit, the research indicates that
confusion or contradiction in the understanding and articulation of
this big idea is likely to undermine the effectiveness of related people
management practices. For example, it will be difcult for individual
performance management to reect strategic priorities if those priorities
are themselves unclear or poorly articulated.
If there is concern about the clarity or consistency of this organisational
vision, or if the employee questionnaire or climate survey were to highlight
potential problems in this area, it may be appropriate to explore these
issues further with the senior management team, or equivalent. The senior
team review framework is therefore intended to provide a simple basis
for a workshop (typically a half day) to explore the teams individual and
collective understanding of the organisations vision, goals, values and
requirements. The framework should be completed individually by each
member of the team in the rst instance, and the contents can then be
reviewed and debated collectively.
The purpose of the workshop is not to engage in a fully-edged strategic
or business planning process (though the workshop may highlight the
need for further work in this area), but to identify the areas of consensus
or disagreement between the team members. If there is general agreement
about the organisations direction and priorities, the senior team can
ensure that these are clearly and consistently communicated to the
workforce. Conversely, if there are signicant areas of disagreement, the
team can agree the actions needed to resolve these.
6 People and performance guidelines
The people and performance guidelines provide the basis for applying,
interpreting and responding to the data provided by the diagnostic tools
listed above. The purpose of the guidelines is to guide users systematically
through potential people management issues, drawing on the diagnostic
data to identify areas for potential improvement.
The guidelines should help users assess the strengths and weaknesses of
current policies and practices, and to pinpoint the areas where these might
be changed or improved to achieve maximum impact on organisational
performance. In each case, the guidelines provide some initial suggestions
for improvements and direct users to further sources of information in
CIPD publications and materials.
6 of 66
Introduction
Employee questionnaire
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Your job
Q1
Do you have a clear understanding of your job responsibilities?

Denitely
Q2
Not sure
Denitely not
To what extent do you agree with the following statements?

Strongly
agree
Appendix 1:
research summary
Agree
Disagree
Strongly
disagree
My job requires me to
work very hard
How to use the tool
I never seem to have enough

time to get my job done
Tool map
I feel my job is secure

My job generally provides
positive challenges
Q3
In general, how much inuence do you have over your work goals or
objectives?
A lot
Q4
A little
Dont know
Some
None
Fairly
satised
Not very
satised
Not at all
satised
How motivated do you feel to do a good job in your current role?

Very
motivated
Q7
None
How satised are you with the amount of inuence you have over
your job?
Very
satised
Q6
A little
In general, how much inuence do you have over how you carry out
your work?
A lot
Q5
Some
Fairly
motivated
Not very
motivated
Not at all
motivated
How often do you feel you achieve a satisfactory balance between

the demands of your job and your domestic life?
Always
Usually
Rarely
Never
7 of 66
Introduction
1 Employee
questionnaire
Training and development
2 Climate survey
Q8
3 Front-line
manager
questionnaire
Very good
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
In general, how good do you think the organisation is at training its

employees?
Q9
Fairly good
Fairly poor
Very poor
In general, how satised are you with the training you have received
in the organisation?
Very
satised
Fairly
satised
Not very
satised
Not at all
satised
Q10 How good do you think the organisation is at providing the

following?
Very good Fairly good Fairly poor
Tool map
Very poor
Induction training
Personal development
Technical/professional
skills training
Management development
Team development
Q11 How often do you discuss your training and development needs with
your team leader or line manager?
Very often
Fairly often
Not very often
(at least monthly) (at least quarterly) (annually or less)
Never
Q12 Does your team leader/line manager provide coaching or guidance to

help improve your performance?
Yes,
frequently
Yes,
occasionally
Yes,
but rarely
No,
never
Q13 Are you interested in developing your career beyond your current job?
Yes
No
Not sure
Q14 How satised are you with career opportunities in the organisation?
Very satised
Fairly satised
Not at all satised
Dont know
8 of 66
Introduction
1 Employee
questionnaire
Pay
2 Climate survey
Q15 In general, how fairly do you think you are paid compared with other
employees in the organisation?
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Very fairly
Quite fairly
Not very fairly
Not at all fairly
Q16 How fairly do you think you are paid compared with equivalent
employees in other organisations?
Very fairly
Quite fairly
Not very fairly
Not at all fairly
Appendix 1:
research summary
How to use the tool
Q17 How would you rate your employer in the following areas?
Very good Fairly good Fairly poor
Tool map
Very poor
Basic pay
Bonus payment
Personal recognition
Flexible working
Holiday entitlement
Pensions
Staff benets
Q18 In the organisation, do you think that people who do a good job are
generally rewarded more than those who dont?
Yes
No
Dont know
Q19 In your own work area, do you think that people who do a good job
are generally rewarded more than those who dont?
Yes
No
Dont know
Performance management
Q20 Is your pay linked to your individual performance in any way?
Yes
No
Dont know
Q21 Is your pay linked to organisational performance in any way?

Yes
No
Dont know
9 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Performance management (continued)

Q22 Do you clearly understand the basis on which your performance is judged?
Yes
No
Not sure
4 HR process
review
5 Senior team
review
framework
Q23 Do you have clear goals and objectives?

Yes
No
Not sure
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Q24 Which aspects of your performance do you think are most valued by
your team leader/line manager and which do you think should be
most valued?
(Please tick NO MORE THAN two boxes in each column)
Currently most
valued
Tool map
Should be
most valued
Achieving individual targets

Achieving business targets
Improving performance
Developing skills
Working long hours
Cost savings
Good ideas
Not making mistakes
Taking calculated risks
Experience
Q25 How often does your team leader/line manager formally discuss your
performance with you?
Very often
Not very often Fairly often
Very rarely
(at least
(annually
(at least
(only when
monthly)
or less)
quarterly) problems occur)
Never
Q26 In general, how useful do you think these discussions are?

Very useful
Fairly useful
Not very useful
Not at all useful
Q27 What aspects of your work and performance are discussed?

Setting of future targets or goals
Your performance against current targets or goals
Organisational goals or priorities
Your skills or competence
Your development needs
10 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Teamworking
Q28 In your daily work activities, how often are you part of a team that
works closely together?
Always
Fairly often
Occasionally
Never
Q29 Approximately how many people are usually in the team?

More than 15
510
1015
Fewer than 5
N/A
Q30 Does your team have a formal team leader?

Yes
No
Not sure
N/A
Q31 How much say do you feel you have in the setting of team goals or
targets?
A lot
Some
None
N/A
Q32 How would you rate your teams overall performance in the following
areas?
Very
effective
Fairly
Fairly
Very
effective ineffective ineffective
N/A
Mutual support
Mutual sharing of
knowledgeor information
Achieving team goals or
targets
Helping individual team
members solve problems
Introducing new team
members
Working with other
teams or individuals
Communication
Q33 In general, how good do you think your organisation is at
communicating with its employees?
Very good
Fairly good
Fairly poor
Very poor
Q34 And how good do you think the organisation is at listening to its
employees?
Very good
Fairly good
Fairly poor
Very poor
11 of 66
Introduction
1 Employee
questionnaire
Communication (continued)
2 Climate survey
Q35 Do you generally feel you have enough information to do your job
well?
3 Front-line
manager
questionnaire
Yes
No
Not sure
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Q36 In general, how well informed do you feel about the following?
Very well
informed
Appendix 1:
research summary
The organisations
future plans
How to use the tool
The organisations
nancial performance
Fairly well Fairly poorly Very poorly

informed
informed
informed
Your workgroups plans

Tool map
Your workgroups
performance
Activities in other parts
of the organisation
Q37 Where do you currently get most information about the
organisation?
Informal feedback from your manager
Formal team briengs
Employee/trade union representatives
Organisation newsletters or journals
Works Councils or equivalent
Email/intranet
The grapevine
Q38 How often are you asked by your team leader/manager for your views
on the following?
Frequently Sometimes Hardly ever
Never
Future plans for your

workgroup
Stafng issues
Changes to working
practices
Health and safety issues
Q39 In general, how satised are you with the inuence you have on
organisational decisions that affect your job or work?
Very satised
Fairly satised
Fairly dissatised
Very dissatised
12 of 66
Introduction
1 Employee
questionnaire
Management
2 Climate survey
Q40 In general, how effective do you think managers/supervisors are in

your organisation?
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Very effective
Fairly effective
Fairly ineffective
Very ineffective
Q41 Overall, how effective do you think your own manager/team leader
is?
Very effective
Fairly effective
Fairly ineffective
Very ineffective
Q42 In general, how good is your immediate manager/team leader at the

following?
Very Fairly Fairly Very
good good poor poor
Tool map
Telling you about the organisations plans

Telling you about plans for your own
workgroup
Encouraging you to express your views
Responding to your views
Telling you when you do things well
Telling you when you do things badly
Helping you to improve your performance
Helping you to overcome problems
Providing clear direction
Trusting you to get on with your work
Encouraging you to try out new ideas
Delegating responsibility to you
Taking responsibility when necessary
Representing your interests to other managers
Treating people in your team fairly
Your organisation
Q43 Overall, how good is your organisation as a place to work?
Very good
Fairly good
Fairly poor
Very poor
13 of 66
Introduction
1 Employee
questionnaire
Your organisation (continued)
2 Climate survey
Q44 To what extent do you agree with the following statements?
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
Strongly
agree
Agree
Disagree
Strongly
disagree
I feel proud to tell people

who I work for
I feel loyal to the organisation
I feel loyal to my
team/workgroup
I believe this organisation
has a clear vision and sense
of direction
How to use the tool
I understand the values of

the organisation
Tool map
I share the values of the

organisation
Q45 What do you think are the best and worst things about working in
your organisation? (Please tick NO MORE THAN two boxes in each
column)
Best
Worst
Your colleagues
Your manager
Job satisfaction
Working hours
Pay levels
Employee benets
Job security
Management style
Variety of work
Career prospects
Working conditions
Q46 Do you think people in your organisation ...
Always perform above the requirements of this job?
Generally perform above the requirements of this job?
Sometimes perform above the requirements of this job?
Occasionally perform above the requirements of this job?
Never perform above the requirements of this job?
14 of 66
Introduction
Climate survey
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Q1 To what extent do you agree with the following statements about

your organisations goals and values?
Strongly
agree
4 HR process
review
5 Senior team
review
framework
The organisation has a

clear sense of direction
6 People and
performance
guidelines
I am clear about the

organisations goals and
priorities
Appendix 1:
research summary
How to use the tool
Tool map
Agree
Disagree
Strongly
disagree
The organisation has a

strong set of values
The organisation expects
high standards of
performance from its
employees
The organisation expects
high standards of behaviour
from its employees
The organisation regularly
seeks employee views
about its goals
The organisation actively
seeks employee views about
business decisions
your own role in the organisation?
Strongly
agree
Agree
Disagree
Strongly
disagree
I understand how my
role contributes to overall
organisational goals
I understand clearly what is
expected of me in my job
I generally feel in control of
my workload
My work objectives are
generally achievable
I generally nd my work
demanding
I generally nd my work
satisfying
15 of 66
Introduction
Q2 (continued)
1 Employee
questionnaire
Strongly
agree
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Agree
Disagree
Strongly
disagree
I am satised with the

control I have over how I
carry out my work
I generally receive the
support I need to do a
good job
I have received the training
I need to carry out my role
effectively
I am generally able to
achieve a satisfactory
balance between my work
and home life
your manager?
Strongly
agree
Agree
Disagree
Strongly
disagree
My manager generally sets

clear performance targets
and standards
My manager generally
provides honest and accurate
feedback on my performance
provides the support I need
to do my work effectively
encourages me to exercise
my own initiative
provides the coaching and
support I need to improve
my performance
represents my interests
effectively to the rest of
the organisation
provides effective leadership
to his/her team
16 of 66
Introduction
1 Employee
questionnaire
Q4 To what extent do you agree with the following statements about the
organisations treatment of its employees?
Strongly
agree
2 Climate survey
3 Front-line
manager
questionnaire
Agree
Disagree
Strongly
disagree
The organisation generally

treats its employees fairly
4 HR process
review
The organisation recognises

good performance
5 Senior team
review
framework
The organisation deals

effectively with poor
performance
6 People and
performance
guidelines
Appendix 1:
research summary
The organisation is good

at communicating with
employees
How to use the tool
The organisation is good at

listening to its employees
Tool map
The organisation encourages

employees to contribute to its
decision-making
The organisation actively
supports employees to
balance their work and
domestic commitments
The organisation provides
good career opportunities
The organisation provides
a satisfactory level of job
security
The organisation generally
promotes the most capable
employees
Q5
To what extent do you agree with the following statements about the
organisations treatment of its employees?
Strongly
agree
Agree
Disagree
Strongly
disagree
I am proud to tell people

who I work for
I feel loyal to the
organisation
I feel loyal to my own
team/workgroup
I share the values of the
organisation
This is generally an
enjoyable place to work
I feel I am fairly rewarded
for the work I do
17 of 66
Introduction
Front-line manager questionnaire
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Q1 In general, how effective do you think senior management is in your

organisation?
Very effective
Fairly effective
Fairly ineffective
Very ineffective
Q2 In general, how effective is front-line management or supervision in

your organisation?
Very effective
Fairly effective
Fairly ineffective
Very ineffective
Appendix 1:
research summary
Q3 In general, how effective is your immediate manager?

How to use the tool
Very effective
Fairly effective
Fairly ineffective
Very ineffective
Tool map
Q4 How would you rate your immediate managers performance in the

following areas?
Very
Fairly
Fairly
Very
good
good
poor
poor
Telling you about the
organisations plans or
performance
Telling you about plans for
your team
Encouraging you to express
your views
Responding to your views
Telling you when your team
has performed well
Telling you when your team
has performed badly
Helping you to improve
your teams performance
Providing clear goals and
targets for you and your
team
Providing you with coaching
and guidance to help
improve your performance
Trusting you to get on with
your work
Encouraging you to try out
new ideas
Delegating responsibility
to you
18 of 66
Introduction
Q4 (continued)
1 Employee
questionnaire
Very
good
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Tool map
Fairly
poor
Very
poor
Taking responsibility when

necessary
Representing your teams
interests to other parts of
the organisation
Treating you fairly and with
respect
Q5 How would you rate your own performance in the following areas?
Very
good
Appendix 1:
research summary
How to use the tool
Fairly
good
Fairly
good
Fairly
poor
Very
poor
Telling your team about the

organisations plans or
performance
Telling your team about
plans that will affect them
Encouraging your team to
express its views
Responding to your teams
views
Telling your team when they
have performed well
Telling your team when they
have performed badly
Helping your team to improve
its performance
Providing clear goals and
targets to your team
Providing coaching and
guidance to individual team
members
Trusting your team to get on
with its work
Encouraging your team to
try out new ideas
Delegating responsibility to
your team
Taking responsibility when
necessary
Representing your teams
interests to other parts of
the organisation
Treating your teams members
fairly and with respect
19 of 66
Introduction
Q6
1 Employee
questionnaire
Very well
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
Q7
5 Senior team
review
framework
6 People and
performance
guidelines
In general, how well do you think the organisation has prepared you
for the responsibilities of your current management role?
Appendix 1:
research summary
Fairly poorly
Very poorly
In general, how well do you think the organisation supports you in

carrying out your current management role?
Very well
Q8
Fairly well
Fairly well
Fairly poorly
Very poorly
In general, how much inuence do you feel you have over your
teams work goals or objectives?
A lot
Some
None
How to use the tool
Q9
Tool map
How much inuence do you think you have over how your team
carries out its work?
A lot
Some
None
Q10 In general, how effective do you think the organisation is in providing

you with the following?
Very
effective
Fairly
effective
Fairly
ineffective
Very
ineffective
Training in people
management skills
Training in technical
management skills
(eg planning, nancial
management etc)
Information about
organisational plans
Information about
organisational performance
Sufcient stafng to achieve
your teams goals and targets
Equipment and other
resources needed to achieve
goals and targets
Relevant training and skills
development for your team
Information about your own
workgroups performance
20 of 66
Introduction
Q10 (continued)
1 Employee
questionnaire
Very
effective
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
Fairly
effective
Fairly
ineffective
Very
ineffective
Information on technical
or operational matters that
affect your teams work
Advice on human
resource management
issues or policies
Support in resolving
team performance or
other problems
Q11 How often do you meet formally with your whole team?
How to use the tool
At least once
a week
At least once
a month
At least
quarterly
Rarely
or never
Tool map
Q12 How often, on average, do you meet formally with individual team
members?
At least once
a week
At least once
a month
At least
quarterly
Rarely
or never
Q13 How often do you conduct formal performance reviews with

individual team members?
At least once
a week
At least once
a month
At least
quarterly
Rarely
or never
Q14 What aspects of performance would you normally cover in these

reviews? (Please tick all that apply)
Setting of individual targets or goals
Assessment of individual achievement against targets or goals
Assessment of individual skills or competence
Identication of individual development needs and plans
Discussion of organisational goals or priorities
Discussion of organisational performance
Discussion of your teams targets or goals
Discussion of your teams performance
21 of 66
Introduction
1 Employee
questionnaire
Q15 What aspects of performance do you personally value most from your
team members? (Please tick NO MORE THAN two boxes)
2 Climate survey
Achieving individual targets
3 Front-line
manager
questionnaire
Providing support to other members of the team
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Sharing information and know-how

Not making mistakes
Taking calculated risks
Flexibility to respond to changing team needs
Developing skills and competence
Discussion of your teams performance
Q16 How useful do you nd the organisations current performance
appraisal in helping you to assess and improve your teams
performance?
Tool map
Very useful
Fairly useful
Not very useful
Not at all useful
Q17 How do you think the performance appraisal arrangements might be

improved? (Please tick NO MORE THAN two boxes)
Clearer links with organisational goals and priorities
More focus on individual objective-setting
More focus on individual competence assessment
More ability to reward individual performance
More ability to reward team performance
More focus on development planning
Other (please specify)
type here
22 of 66
Introduction
Q18 To what extent do you agree with the following statements?
1 Employee
questionnaire
Strongly
agree
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Agree
Disagree
Strongly
disagree
I understand the
organisations overall
strategy
I understand the
organisations key
performance goals and
priorities
I understand what the
organisation expects of
me as a manager
I generally have the time and
resources to carry out my
management role effectively
I generally feel well
supported by my
immediate manager
I generally receive the
support I need from other
functions in the organisation
(eg HR and nance)
I can generally provide my
team with the support and
resources they need
Q19 How many staff report directly to you?
Fewer than 5
510
1115
More than 15
23 of 66
Introduction
HR process review
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
Corporate vision and direction

Q1 Does the organisation have a clear and accurate statement of its ...
Yes
5 Senior team
review
framework
Not sure
Overall corporate mission or vision?

Corporate goals and objectives?
6 People and
performance
guidelines
Appendix 1:
research summary
No
Corporate values?
Q2 What methods does the organisation use to communicate its vision,
objectives, or values? (Please tick all that apply)
Vision/
mission
How to use the tool
Objectives
Priorities
Values
Written communications
to all staff
Tool map
Management presentations
Intranet/email
Performance appraisal
Other (please give an example)
..........................................................................................................................
type here
..........................................................................................................................
..........................................................................................................................
Q3
Does the organisation actively seek the views of employees on its

vision, objectives or values?
Yes
Q4
No
Not sure
If yes, what methods does the organisation use to involve employees?

(Please tick all that apply)
Employee opinion surveys
Focus groups
Team briengs and discussion
Quality circles or equivalent
Team planning sessions
24 of 66
Introduction
1 Employee
questionnaire
Performance appraisal
2 Climate survey
3 Front-line
manager
questionnaire
Q5 Does the organisation operate a formal process for reviewing the

performance of employees?
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Yes
No
Q6 If yes, which categories of staff does the process cover?

Senior
managers
Appendix 1:
research summary
Middle/
front-line
managers
Ofce-based
staff
Operational/
shop oor
staff
How to use the tool

Tool map
type here
Q7 How often are formal performance appraisals conducted?

Annually
Every six
months
Every three
months

type here
Q8
Which of the following are formally included in your appraisal

arrangements? (Please tick all that apply)
Downward appraisal of employee by manager
Self-appraisal by employee
Upward appraisal of manager by employee
Peer appraisal of employee by colleagues
Appraisal of employee by internal customers
Full 360-degree appraisal, from a range of sources,
on a voluntary basis
Full 360-degree appraisal, from a range of sources,
on a compulsory basis
25 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Performance appraisal (continued)

Q9 Which of the following are formally included in your performance
appraisal arrangements? (Please tick all that apply)
Discussion of organisational priorities or objectives
Discussion of workgroup or team objectives
Discussion of appraisees role and accountabilities
Agreement of appraisees objectives
Review of appraisees performance against objectives
Review of appraisees skills or competencies
Agreement of development plan for appraisee
Identication of career potential
Identication of career opportunities
Other elements (please specify)
type here
Q10 To what extent do the results of your performance appraisal inuence

appraisees pay? (Please tick one only)
No individual performance-related pay
Limited or indirect inuence on individual performance pay
Direct inuence on individual performance pay
Q11 What processes does the organisation apply to evaluate the
performance appraisal arrangements? (Please tick all that apply)
Feedback from organisational attitude survey
Statistical audit of completed documentation
Quality audit of completed documentation
Statistical audit of performance ratings
Formal feedback from appraisers
Formal feedback from appraisees
Review of completed documentation
Review against organisational requirements
Q12 To what extent do the appraisal arrangements inuence the
organisations training plans? (Please tick one only)
All appraisal documentation is formally collated
centrally to inform organisational training plans
All appraisal documentation is informally reviewed
centrally to inform organisational training plans
Appraisal documentation is not reviewed centrally
but major requirements may be built into plans
The organisation does not have a central training plan
26 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
Job design
Q13 To what extent do up-to-date role proles exist for jobs in your
organisation? (Please tick one only)
Virtually all roles
Most roles
5 Senior team
review
framework
Some roles
6 People and
performance
guidelines
Dont know
Few roles/none
Appendix 1:
research summary
How to use the tool
Q14 Who is formally responsible for updating role proles in your

organisation? (Please tick one only)
Designated individual managers
Tool map
Human resources or equivalent

Post-holders
No one
type here
Q15 If role proles exist, what do they include? (Please tick all that apply)
Statement of major role activities
Statement of major role accountabilities
Denition of required skills/competencies
Statement of required performance standards, goals or success
measures
Other elements (please specify)
type here
Q16 In general, how much inuence do you feel the organisation gives the
following over their work goals or objectives?
Substantial Some Little or no
inuence inuence inuence
Dont
know
Middle managers
Front-line managers/supervisors
Clerical/administrative staff
Operational staff
27 of 66
Introduction
Job design (continued)
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Q17 How much discretion do you feel the following are given in how they
carry out their work?
Substantial Some Little or no Dont
discretion discretion discretion
know
Middle managers
Operational
Q18 Do you think there is scope to give the following greater discretion in
how they carry out their work?
Probably Denitely
Denitely Probably
not
not
Middle manager
Operational
Recruitment, selection and career development

Q19 To what extent does your organisation use the following to support
its selection decisions? (Please tick all that apply)
Always
Frequently Occasionally
Never
Formal person specication
Structured application form
Structured (competencybased) interviews
Personality proles
Aptitude or ability tests
Simulation or role-playing
exercises
Q20 To what extent does the organisation use the following to support
the career development of its staff? (Please tick all that apply)
For front-line
For senior For middle managers or For all
managers managers supervisors
staff
Internal advertisement
of all relevant posts
Identication of highpotential staff
Career counselling
Development centres
Development for future roles
Formal career planning
28 of 66
Introduction
1 Employee
questionnaire
Pay and reward
2 Climate survey
3 Front-line
manager
questionnaire
Q21 To what extent does the organisation use the following as part of its
pay and reward arrangements? (Please tick all that apply)
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
For senior
managers
For front-line
For middle managers or
managers supervisors
For all
staff
Broadbanded pay ranges

Formal market comparisons
for specied functions or roles
Performance-related
individual pay progression
Competence-based
individual pay progression
Individual performancerelated bonuses
Team-based performance pay
Organisation-based
performance pay
Non-nancial recognition
or rewards
Flexible benets
Worklife balance
Q22 Does the organisation actively support its employees in achieving a

satisfactory balance between their work and external commitments?
Yes
No
Not sure
Q23 Which of the following does your organisation use to provide support
to its employees? (Please tick all that apply)
Formal review of individual workload
Formal review of individual working hours
Provision of childcare or other carer support
Provision of exible working arrangements
Homeworking
29 of 66
Introduction
Senior team review framework
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
The purpose of the senior team review framework is to support and structure debate
within the senior management team (or equivalent) about the strategic direction and
priorities of the organisation. This in turn will help ensure consensus around a clear
organisational vision (the big idea) which can be articulated to the organisation as a
whole.
Members of the team should complete the framework individually in the rst instance,
with the team then debating the similarities and differences between individual
responses in order to arrive at a common view.
1 What are the organisations key business assets (eg in terms of
resources, skills, technology, capability, branding, reputation etc)?
(Please identify the three or four most important)
How to use the tool
type here
Tool map
What makes this organisation distinctive (compared with others

operating in the same or related elds)?
type here
What should be the organisations current strategic priorities (ie in terms

of performance targets or standards, market share or equivalent, product
or service innovation, growth etc)? (Please list NO MORE THAN three)
type here
What should be the organisations strategic priorities in three years

time?
type here
30 of 66
Introduction
1 Employee
questionnaire
5 What should be the organisations key values? (Please list NO MORE

THAN three)
type here
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
What key skills or competencies does the organisation currently require

of its workforce (including both generic competencies for all staff and
specic skills for particular groups or categories, including managers)?
type here
How to use the tool
Tool map
What skills will the organisation require in three years time?

type here
What additional skills or qualities will be required of the senior

management team in that period (either collectively or in terms of
additional individual skills)?
type here
31 of 66
Introduction
People and performance guidelines
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The People and Performance research indicates that, in order to improve their
performance, people must have:
the necessary ability in terms of skills and knowledge
the required motivation and incentive
the opportunity to deploy their skills effectively both in their own specic roles
and in contributing to the wider success of their workgroup and organisation.
The research concludes that these AMO (ability, motivation, opportunity) factors
contribute directly to the fostering of organisational commitment and job satisfaction,
in turn encouraging the kind of discretionary behaviour that results in improved work
performance. The research is summarised in Appendix 1.
The People and Performance Model illustrates how a range of effective HR
management policies and practices can reinforce the AMO factors. The existence of
effective and appropriate HR management policies and practices does not in itself
guarantee performance improvement. The research also, for example, highlights the
key role of front-line managers in applying these policies and practices satisfactorily
and consistently. Moreover, the appropriateness of specic HR management policies
and practices will depend on the needs and culture of the organisation.
Nevertheless, the research indicates that the establishment, application and
maintenance of effective HR management practices are likely to be a prerequisite of
improving individual performance. These guidelines are intended to assist practitioners
in reviewing and interpreting the results of the tool in order to assess the effectiveness
and appropriateness of their HR management practices. They will help you to identify
potential weaknesses or gaps in current practices, and provide some initial guidance
as to how practices might be improved, as well as directing you to sources of further
information in each area.
32 of 66
Introduction
People and performance model
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Training and
development
Performance
appraisal
Career
opportunity
Job security
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Recruitment/
selection
Ability
and skill
Appendix 1:
research summary
How to use the tool
Tool map
Pay
satisfaction
Motivation
and incentive
Front-line
management
Organisation
commitment
implementing
enacting
Motivation
Discretionary
behaviour
Job
satisfaction
Performance
outcomes
leading
controlling
Worklife
balance
Opportunity
to participate
Job challenge/
job autonomy
Teamworking
Involvement
Communication
33 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
1 Corporate vision and direction (the big idea)

The People and Performance research indicates that effective organisational
performance is generally supported by an organisational big idea that is, a clear
sense of organisational direction or mission underpinned by appropriate culture and
values. This denes the organisations purpose and priorities and helps dene the
organisations relationships with its employees and customers. To be effective, the big
idea needs to be:
embedded it genuinely underpins organisational practice and behaviour
connected it ensures consistent goals, values and standards are applied across
all parts of the organisation and its customers
enduring it provides a sustaining direction and core values, while allowing
exibility to respond to changing needs
collective it is commonly accepted and shared by employees at all levels.
In addition, the big idea should be, as far as possible, measurable that is, it should
be clearly linked to relevant business or operational performance measures that can be
tracked and communicated. For example, a big idea focusing on, say, customer service
should be linked to relevant measures of customer satisfaction or service delivery which
can be used to assess whether the principles are being realised in practice.
This kind of big idea cannot be developed overnight and clearly requires more than
simply drafting a corporate mission or vision statement. But it will not be possible to
establish a coherent organisational mission and culture unless there is clarity, from the
senior team downwards, about the organisations key purpose, vision, goals and values.
These overview questions will help you assess the effectiveness of your organisations
vision and its communication to the workforce:
Do we have a problem?
Do employees believe that the organisation lacks clear direction, goals or values?
Do employees lack understanding of organisational direction, goals or values?
What might be the cause?
Does the organisation have clear statements of its direction, goals and values?
Are these commonly accepted and applied by the senior management team?
Have they been effectively communicated to staff using appropriate media?
Have employees been involved in the development or implementation of the

direction, goals or values?
34 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
The detailed guidelines below will help you answer these questions by interpreting the
data from the diagnostic tools. You should work through the questions and supporting
data systematically, to help you identify the issues and causes most relevant to your
organisation.
Reviewing the employee questionnaire indicators
Review the results from Question 44 of the employee questionnaire and Question 1 of
the climate survey.
Do the results indicate that employees believe the organisation lacks clear
direction, goals or values?
Yes
Appendix 1:
research summary
How to use the tool
No
Do the results indicate that employees feel they do not understand any
aspects of organisational direction, goals or values?
Yes
Tool map
No
IF YES
If the results indicate that the organisations direction, goals or values are not clearly
dened or well understood, consider the objective evidence about organisational
practice in this area in Questions 14 of the HR process review.
HR process review analysis
Does the organisation have in place clear and accurate statements of its
corporate direction, goals and values?
Yes
IF NO
No
The rst step is for the senior team to consider, discuss and agree clear statements
in these areas. The senior team review framework should provide a useful starting
point to help identify the current level of consensus or otherwise about organisational
goals and priorities, which can then be applied as the basis for developing commonly
accepted corporate direction, goals and values.
35 of 66
Introduction
1 Employee
questionnaire
If the organisation has clear statements of corporate direction, goals

and values, are these commonly accepted and applied by the senior
management team?
2 Climate survey
Yes
No
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
IF NO
Although formal statements of direction, goals and values have been produced, these
may not have been satisfactorily debated and agreed by the current members of the
senior team. If this is the case, the statements may be inaccurate or there may be
unresolved disagreements about their content.
Again, the senior team review framework should provide a useful starting point
to review the level of consensus about the existing corporate direction, goals and
values. From this, it will be possible to develop commonly accepted statements for
communication to the organisation.
Youll nd further support and guidelines for developing corporate
direction, goals or values at www.cipd.co.uk/subjects/corpstrtgy/general
If the organisation has clear and agreed statements of corporate

direction, goals and values, have these been effectively communicated to
staff?
Yes
No
IF YES
Consider the objective evidence about organisational practice in this area from the
HR process review.
Does the organisation take active steps to communicate the corporate

direction, goals and values to staff? If so, does it use an appropriate range
of media?
Yes
No
IF NO
It is unlikely to be sufcient simply to post statements of corporate direction, goals and
values on noticeboards or walls. If the direction, goals and values are to be understood
and accepted by employees, they will need to be actively communicated, probably
through a range of media. They may also need to be incorporated into relevant HR
management processes, such as performance appraisal, to help embed them into
everyday practices.
36 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The required approach to communications will depend on the size, nature and existing
culture of the organisation. However, effective communication may involve:
reinforcement of key messages through several media for example,
presentations followed by written documentation
visible demonstration of management commitment to the direction, goals and
values for example, through presentations by senior managers
active linking of the direction, goals and values to everyday business and
management processes for example, demonstrating how corporate goals
underpin individual or team objectives.
Youll nd further support and guidance on the communication of
direction, goals and values in Organisational Communication by Paul
Turner, CIPD, and at www.cipd.co.uk/subjects/empreltns/empcomm
If the organisation has actively communicated the direction, goals

and values, have employees been involved in their development or
implementation? Consider the objective evidence about organisational
practice in this area from the HR process review.
Yes
No
IF NO
Although it will generally be appropriate for the senior team or equivalent to dene
the corporate direction, goals and values, employees are likely to feel greater
commitment if they have been actively involved and consulted about the content and
implementation. Again, the nature of the consultation and involvement will depend on
the size, nature and culture of the organisation, but relevant approaches might include:
gathering systematic quantitative data on opinions through employee surveys
exploring qualitative issues through focus groups or discussion sessions
actively involving staff at all levels in exploring the practical implications of
corporate goals or values in their own areas
actively involving or working alongside staff representatives in addressing
organisational issues or requirements.
Youll nd further support and guidance on staff consultation and
involvement at www.cipd.co.uk/subjects/empreltns/consulatn
37 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
2 Performance management and appraisal

Although the operation of a performance management system does not in itself ensure
high performance, it will generally be difcult to achieve effective organisational, team
or individual performance unless there is some mechanism for relating or aligning
individual performance with the needs and priorities of the organisation. In practice,
this is likely to involve some form of performance appraisal process designed to ensure
that employees are directed and supported to work towards organisational goals. This
in turn will support the AMO factors by helping to ensure that employees know what
is expected of them and have the skills and incentives to respond effectively.
The content, design and formality of the required performance management process
will depend on the size and nature of the organisation for example, a smaller
organisation may benet from a relatively simple or informal process. But an effective
performance management process should normally be designed to:
How to use the tool
Tool map
reinforce the links between organisational, team and individual performance and
objectives, with the aim of ensuring that individual performance is aligned with
strategic organisational needs
provide mechanisms for planning future performance and for reviewing
achievement against these plans
ensure a rounded review of both the inputs and outputs of performance
for example, considering achievement of targets, quality or service standards,
competencies, and behaviours
provide a basis for continuing performance improvement, ensuring that
performance issues are addressed and that development needs are met.
Above all, the performance management processes should support and enable
employees to engage in positive discretionary behaviour that is, going the extra
mile in terms of individual performance, service or quality in ways that enhance the
overall performance of the organisation. The People and Performance research ndings
indicate that such discretionary behaviour is likely to be a key contributor to enhancing
overall organisational performance.
Effective performance management should therefore provide support in the three key
areas identied by the research:
ability ensuring that employees have the skills and capability needed both to
carry out the core requirement of their roles and to make additional discretionary
contributions as appropriate, including exercising initiative or undertaking new
activities
motivation providing positive reinforcement and recognition to help motivate
employees to work actively in the best interests of the organisation
opportunity providing practical opportunities for employees to exercise their
discretion effectively in their work activities. This means, for example, that
employees need clarity about their role purpose and objectives, as well as
realistic scope to make additional positive contributions.
38 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
The performance management processes may or may not be linked to pay these
issues are considered in more detail in Section 6. However, the People and Performance
research suggests that linking pay to performance is generally a less signicant
contributor to positive motivation than core aspects of performance management such
as job inuence, challenge, involvement and training.
These overview questions will help you assess the effectiveness of performance
management processes:
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Are employees unclear about the basis on which their performance is judged?
Are employees views of performance priorities not aligned with the needs of the
organisation?
Tool map
Do line managers not discuss performance effectively with their team members?
Do these discussions fail to address signicant performance and development

issues?
Does the organisation operate a formal process for planning and reviewing
individual performance, covering all staff?
Is this process carried out effectively and consistently across the organisation?
Is the process appropriate to the needs of the organisation?
data systematically to identify the issues and causes most relevant to your organisation.
39 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
Review the results from Questions 2027 of the employee questionnaire and Question 2
of the climate survey.
Do the results indicate that employees are generally unclear about the
basis on which their performance is judged?
5 Senior team
review
framework
6 People and
performance
guidelines
Yes
Appendix 1:
research summary
No
Are employees perceptions of performance priorities generally poorly

aligned with the needs and priorities of the organisation?
Yes
No
How to use the tool
Q
Tool map
Do line managers discuss performance with their team members relatively

infrequently?
Yes
No
Do employees generally nd these discussions unhelpful?

Yes
No
Do these discussions provide a limited or partial view of performance and

development issues?
Yes
No
IF YES
If the results indicate that there are potential problems with the management of
performance in the organisation, consider the objective evidence about organisational
practice in this area in Questions 512 of the HR process review.
Does the organisation operate a formal process for planning and

reviewing individual performance?
Yes
No
IF NO
If the organisation does not currently operate a performance management process,
you will need to introduce processes appropriate to the needs and characteristics of the
organisation.
40 of 66
Introduction
1 Employee
questionnaire
If the organisation operates performance management processes, do they

cover all parts of the organisation and categories of staff?
Yes
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
No
IF NO
Effective performance management processes are likely to provide benets across all
parts of the organisation, regardless of the level or types of roles involved, although
some customisation may be required to suit specic areas.
Review the employee questionnaire results to identify any parts of the organisation that
appear to be facing greater performance management problems so that the resulting
processes address the areas of greatest need.
If the organisation operates performance management processes, are

they effectively carried out across the organisation?
Yes
Tool map
No
IF NO
The People and Performance research indicates that performance management
processes are often ineffective, not because of intrinsic weaknesses in the processes
themselves, but simply because they are not carried out effectively. Line managers may
fail to conduct performance appraisal interviews or complete the documentation to the
required standards.
If there appear to be problems with performance management practice, therefore,
the rst step is to assess whether managers are adhering to the required practices
and standards. The employee questionnaire ndings (Questions 2427) will provide
an indication of perceived practices and standards, that can be used as the basis for
further investigation. The ndings of the front-line manager questionnaire (notably
Questions 1017) will also help you identify the causes of any ineffective practice and
the steps that might be taken to address these. These might include, for example:
more effective monitoring of performance management practices to ensure that
the required procedures and standards are being applied
renement of the performance management arrangements to address elements
that are perceived as ineffective or unhelpful
improved training or support for managers to ensure they have the skills and
resources to apply the arrangements successfully.
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1 Employee
questionnaire
If the performance management arrangements are carried out to the

specied standards across the organisation, are the arrangements
themselves appropriate to the needs of the organisation?
2 Climate survey
Yes
No
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
IF NO
If performance management arrangements are in place and are generally being
operated as specied, then it is likely that any identied performance management
problems are attributable to the design of the processes themselves. It may be, for
example, that the processes are not appropriately aligned with the performance needs
or priorities of the organisation, or key performance issues are not being addressed.
In reviewing the existing performance management processes, you should consider
the objective evidence about organisational practice alongside the perceptions of
employees and front-line managers. The most relevant questions are likely to be:
Questions 512 of the HR process review
Questions 2027 of the employee questionnaire
Question 17 of the front-line manager questionnaire.
You should consider, for example, whether the current performance management
arrangements:
ensure that individual performance and contribution is aligned with
organisational and team needs and priorities that is, providing employees with
a clear line of sight in supporting organisational performance
provide sufcient clarity about individual objectives and priorities
appropriately address all aspects of performance for example, achievement of
goals or targets, quality and customer service
provide suitable support in assessing and developing skills and competencies
enable a sufciently comprehensive assessment of individual performance for
example, through elements of 360-degree appraisal
provide appropriate recognition for effective performance and behaviour,
including discretionary behaviour outside the core scope of the role.
Youll nd further support and guidance on designing performance
management processes and practices in Performance Management by
Michael Armstrong and Angela Baron, CIPD, and at www.cipd.co.uk/subjects/
perfmangmt
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1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
3 Job design
The People and Performance research ndings indicate that the design of individual
and team roles is likely to be a key contributor in enhancing organisational
performance, particularly with regard to providing motivation and opportunity for
positive discretionary behaviour. The research indicates, for example, that levels of
motivation are likely to be signicantly inuenced by the level of inuence an employee
has over his or her work and by the degree of challenge the work involves. Equally, if
the organisation is to benet from positive discretionary behaviour, it is necessary for
employees to be given opportunities to make additional contributions outside the core
scope of their role for example, in terms of enhanced service or quality.
These overview questions will help you assess the effectiveness of job design:
Do employees nd their work unchallenging?
Do employees feel they have too little inuence over key aspects of their work,
such as workload or objectives?
Do employees feel demotivated in their work?
Do accurate and comprehensive role proles exist in the organisation?
Is there scope to delegate more authority or discretion?
Is there scope to reallocate activities or responsibilities to enhance individual role

challenge or discretion?
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questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
Review the results from Questions 17 of the employee questionnaire and Question
2 of the climate survey. It may also be appropriate to review the results within specic
grade levels or work areas for example, to identify job design issues that may be
affecting particular types or levels of role. Do the results indicate that employees:
Find their work unchallenging?

Yes
6 People and
performance
guidelines
Appendix 1:
research summary
No
Do not feel in control of their workload or outputs?
Feel they have little inuence over their work objectives or how they
carry out their work?
Yes
No
How to use the tool
Tool map
Yes
No
Are dissatised with the level of inuence they have over their work?
Yes
No
Feel demotivated in their present jobs?

Yes
No
Dissatisfaction with job inuence, challenge or motivation may of course result from
factors other than problems with job design. It may be, for example, that an ineffective
front-line manager is failing to delegate responsibility appropriately. You should
therefore consider the ndings here alongside the responses about management
(Questions 4042 of the employee questionnaire) and the ndings of the front-line
manager questionnaire.
IF YES
If the employee questionnaire results indicate that there may be issues about job design
in the organisation, you should review the objective evidence about organisational
practice (Questions 1319 of the HR process review).
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6 People and
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guidelines
Appendix 1:
research summary

Yes
No
IF NO
If there is no formal process of role denition, its likely to be difcult to identify
opportunities to increase role challenge or exibility, particularly where this may require
reallocation of activities between post-holders or teams. The rst step should therefore
be to establish a systematic process for dening role characteristics and requirements.
Q
How to use the tool
Tool map
Do accurate and up-to-date role proles exist in the organisation?
Who is responsible for producing and maintaining these, and what

aspects of the role are covered?
If role requirements are dened only by immediate front-line managers, broader

opportunities for role enhancement may be overlooked.
Where role proles do exist, they may constrain, rather than enhance, the discretion
available to post-holders by providing over-detailed or inexible denitions of required
work activities or methods.
As a rst step towards addressing potential job design issues, therefore, it is helpful to
establish a process of role denition which:
provides a clear and succinct denition of the key accountabilities of each role
focuses primarily on required role outputs and performance measures, rather
than providing prescriptive denitions of work activities
identies, where possible, the potential for positive additional contribution and
discretion on the part of the post-holder
is reviewed at a strategic level by managers with authority to allocate tasks
and responsibilities to optimise the opportunities to enhance job challenge and
discretion.
Most commonly, role denition tends to be a reactive process, carried out on a
piecemeal basis as a new role is created or a new post-holder is recruited. If there
appear to be potential problems with role design, therefore, it may be useful to
conduct a broader review of work processes and activities across relevant functional or
operational areas. Key questions will include:
Is there scope to delegate more authority or discretion to more junior levels?

Yes
No
Is there scope to reallocate activities or responsibilities to enhance

individual role challenge or discretion?
Yes
No
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2 Climate survey
What additional support or skills are post-holders likely to need to

undertake the revised roles effectively?
Yes
No
3 Front-line
manager
questionnaire
4 HR process
review
Youll nd further support and guidance on job design and denition at

www.cipd.co.uk/subjects/recruitmen/jobdescpts
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
46 of 66
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2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
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5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
4 Teamworking
Effective teamworking can further enhance employees motivation and opportunity
to exercise positive discretionary behaviour for example, an effective team can work
collectively to achieve common goals which might be beyond the capability of any
individual member. Equally, team members may share experience, skills or knowledge
in ways that enhance the total performance of the team. It is also true that ineffective
teamworking can constrain the discretionary behaviour of individual members for
example, by limiting individual initiative or compelling all team members to operate at
the level of the least effective.
In reviewing the effectiveness of teamworking, its important to consider the nature
and importance of team activities in the organisation. Although teamworking has
become an increasingly important part of most organisations, some will continue to
operate on a relatively individualistic basis with only limited opportunities for team
interaction. If this is the case, investment in team development may be unhelpful
or even counterproductive. For example, in an organisation comprising specialist
professional or knowledge-workers, an over-emphasis on team activities may be
perceived as bureaucratic or constraining.
Nevertheless, in most cases, effective teamworking is likely to be a signicant
contributor to improving organisational performance. These overview questions will
help you assess the effectiveness of teamworking in the organisation:
Do employees generally not feel part of a team?
Do employees see their team as ineffective in terms of, for example, achieving
targets, providing mutual support or working with others?
Do team members need additional support in terms of skills or resources?
Do team leaders or front-line managers need additional skills or support to

facilitate team effectiveness?
The guidelines on the next page will help you answer these questions by interpreting
the data from the diagnostic tools. You should work through the questions and
supporting data systematically to identify the issues and causes most relevant to your
organisation.
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1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
Review the results from Questions 2832 of the employee questionnaire.
Do the results indicate that:
Employees generally work as part of a team?

Yes
No
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
IF NO
If the majority of employees do not see themselves as part of a team in their daily
activities, you should consider whether this is appropriate to the needs of the
organisation. If the organisation is highly dependent on collective effort or interaction,
as opposed simply to the achievement of individual goals or targets, it may be that
more formal team development or structures are needed.
IF YES
If employees work as part of a team, the effectiveness of the teamworking is likely
to be a contributor to organisational performance. You should therefore review
employees perceptions of their teams effectiveness.
Do employees generally see their team as ineffective in terms of, for

example:
mutual support and sharing of information?
achievement of team goals or targets?
introducing new team members?
working with other teams or individuals from outside the team?

Yes
No
IF YES
If employees perceive problems with team effectiveness, you should also review
perceptions of front-line managers and team leaders through the ndings of the frontline manager questionnaire, for example, Questions 4, 5, 8, 9, 10, 11 and 12. This
could indicate that team leaders feel they lack the skills, support or resources needed
to achieve effective teamworking and will help you identify the types of interventions
that are most likely to improve team effectiveness. It may, for example, be helpful
to develop front-line managers skills in leading and facilitating team interactions.
Conversely, it might be that the primary barriers to team effectiveness are more
mechanistic for example, difculties in setting team objectives, over-emphasis on
individual targets or rewards, poor team communications, and so on.
Youll nd further information on team development in Working in Teams

by Alison Hardingham, CIPD.
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1 Employee
questionnaire
2 Climate survey
3 Front-line
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4 HR process
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5 Senior team
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framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
5 Training, selection and career development

The People and Performance research ndings indicate that positive perceptions of
training and career development are likely to be a signicant contributor to employee
motivation and commitment. While clearly the potential for career advancement
is highly dependent on the size and nature of the organisation, there will often be
scope to introduce more systematic support for employees who wish to develop their
capability or careers. This might include, for example:
helping employees to identify and develop towards potential career
opportunities
providing structured training and learning opportunities both to support
employee capability in their current roles and their potential further development
identifying potential skills or capability that can be developed for future career
roles
ensuring fair, transparent and effective processes for selecting post-holders.
In this way, the organisation can ensure it makes best use of the available talent in its
workforce while reinforcing the motivation and commitment of employees.
These overview questions will help you assess the effectiveness of training and
development processes in the organisation:
Do employees have negative perceptions of training or appear dissatised with

the training they have received?
Is the organisation perceived as ineffective in respect of any particular types of training?
Does there appear to be signicant dissatisfaction with career opportunities in

the organisation?
Is there clarity about the organisations requirements for skills and competencies
at the corporate, team and individual levels?
Are current levels and types of training or other learning support appropriate to
meeting organisational needs and priorities?
Does the organisation have a good understanding of the capability and potential
of its staff?
Is the organisation making the best use of its available talent and capability in
lling more senior roles?
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2 Climate survey
3 Front-line
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framework
6 People and
performance
guidelines
Review the responses to Questions 814 of the employee questionnaire.
It may be appropriate to review the results across different grade levels or work areas in
the organisation to identify any specic problem areas.
Do employees have negative perceptions of training in the organisation

or appear dissatised with the training they have received?
Appendix 1:
research summary
Yes
How to use the tool
Q
Tool map
Is the organisation perceived as ineffective in respect of any particular

types of training?
Yes
No
No
Does there appear to be signicant dissatisfaction with career

opportunities in the organisation?
Yes
No
IF YES
If there appears to be dissatisfaction with training or career development in the
organisation, review the objective evidence about organisational practice (notably
Questions 9, 12, 19 and 20 of the HR process review).
Is there clarity about the organisations requirements for skills and

competencies at the corporate, team and individual levels?
Yes
No
IF NO
Unless there is a systematic process for identifying collective and individual training
needs, its likely that any training provision will be fragmented, reactive and potentially
inappropriate. The required processes for identifying training needs will depend on
the size, complexity and nature of the organisation and its operations for example,
a knowledge-intensive organisation may well require more sophisticated processes
for identifying training needs than a more conventional manufacturing or processing
environment. However, key components may include:
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2 Climate survey
3 Front-line
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5 Senior team
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framework
6 People and
performance
guidelines
Appendix 1:
research summary
the identication of the skills and training implications arising from the
organisations direction, goals and values. The senior team review framework will
provide some initial guidance about potential training implications
the identication of an overall skills or competency framework that can be used
to dene and collate the competency requirements of specic functions or roles
the assessment of individual skills and competence as part of the performance
management processes, and as the basis for developing individual and collective
training plans
the systematic collation of data from individual performance management
reviews to inform the development of team and corporate training plans
the identication of the required training outputs at the corporate, team and
individual levels, for example, in terms of required skill types and levels, and as
the basis for evaluating training activity.
Yes
How to use the tool
Tool map
Do the levels and types of training or other learning support appear to be

appropriate to meet organisational needs and priorities?
No
If systematic training needs analysis and training plans are in place and training is
being delivered in line with the dened needs of the organisation, its likely that
dissatisfaction reects either perceived shortcomings in the quality of the training itself
or weaknesses in other areas of organisational practice, such as poor communication
of organisational requirements. The provision of structured training plans and
objectives should enable more effective evaluation of the training provision in terms of
both its immediate impact and its contribution to organisational performance.
Youll nd further support and guidance on aspects of training, planning
and provision at www.cipd.co.uk/subjects/training and at www.cipd.co.uk/
subjects/lrnanddev
Even if the nature and level of training provision is generally satisfactory, employees
may still feel dissatised with career development and opportunities in the
organisation. Although career development will inevitably depend on the size and
nature of the organisation, even in relatively small organisations it is possible to provide
more systematic support for individual career progression. Key questions are likely to
include:
Is the organisation making best use of its available talent and capability
in lling more senior roles, or is there a tendency to adopt the line of
least resistance by recruiting ready-skilled external staff?
Yes
No
Are internal staff given realistic opportunities to apply for all roles?
Yes
No
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2 Climate survey
3 Front-line
manager
questionnaire
Does the organisation apply systematic, competence-based selection

tools to ensure that candidates are selected on the basis of their ability
to do the job, rather than theoretical experience or qualications for
example, to enable internal candidates to move into areas where they
lack previous experience?
Yes
No
4 HR process
review
5 Senior team
review
framework
Does the organisation have a good understanding of the capability and

potential of its staff?
6 People and
performance
guidelines
Appendix 1:
research summary
Yes
Does the organisation take any proactive steps to identify future

potential for example, through the use of formal development centres?
How to use the tool
Yes
Tool map
No
Does the organisation provide any training to help prepare employees

for future roles for example, for staff with potential to move into
management roles?
Yes
No
Does the organisation provide any form of career counselling for staff
for example, helping individuals to identify potential career options or
routes?
Yes
No
No
Does the organisation conduct any formal career planning discussions

for example, co-ordinating potential movements between functions or
departments to enable staff to broaden their skills or experience?
Yes
No
IF NO
In a larger organisation, it may be appropriate to develop relatively sophisticated and
formal career planning mechanisms for example, periodic development centres,
structured cross-functional planning and so on. In a smaller organisation, the above
requirements can often be met through relatively simple processes for example,
periodic senior management reviews of the available pool of talent and potential so
that development opportunities can be identied.
Youll nd further support and guidance on career development

and selection at www.cipd.co.uk/subjects/lrnanddev/careermand and at
www.cipd.co.uk/subjects/recruitmen
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2 Climate survey
3 Front-line
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6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
6 Pay and reward

The People and Performance research indicates that pay is not in itself a major positive
contributor to individual motivation or commitment. Nevertheless, it is evident
that dissatisfaction with pay levels or comparabilities may have a negative impact
on employee satisfaction and motivation, which may colour perceptions of other
aspects of organisational practice. In particular, employees are likely to be dissatised
if they feel they are being paid unfairly in comparison with their colleagues in the
organisation.
Because the People and Performance research ndings do not indicate any strong
positive link between performance-related pay and employee motivation or
commitment, the potential value and relevance of performance-related pay should be
assessed primarily in terms of its appropriateness to specic operational or business
needs. For example, if there is a need or preference to link reward to business income
or performance.
These overview questions will help you assess the effectiveness of pay and reward
policy processes in the organisation:
Are employees dissatised with pay levels, particularly in comparison to other

employees inside the organisation?
Are employees dissatised with any particular aspects of pay or reward?
Do employees generally perceive the organisations pay determination policies

and processes as unfair?
Are the processes for determining relative grading and pay levels fair and rigorous?
Are the processes for determining pay progression fair, rigorous and transparent?
Are the organisations pay policies and practices appropriately aligned with its
strategic and operational needs and priorities?
The guidelines on the next page will help you answer these questions by interpreting
the data from the diagnostic tools. You should work through the questions and
supporting data systematically to identify the issues and causes most relevant to your
organisation.
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1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Review the ndings from Questions 1519 of the employee questionnaire.
4 HR process
review
Do employees appear to be dissatised with the level of pay provided,

particularly in comparison to other employees inside the organisation?
Yes
No
5 Senior team
review
framework
6 People and
performance
guidelines
Do employees appear to be dissatised with any particular aspects of pay

or reward?
Yes
Appendix 1:
research summary
How to use the tool
Tool map
No
Do employees generally perceive the organisations pay determination

policies and processes as unfair?
Yes
No
It may be appropriate to review ndings across different grade levels, roles or parts of
the organisation to identify any specic areas of dissatisfaction.
IF YES
If there appears to be dissatisfaction with aspects of pay levels or arrangements,
you should consider the objective evidence about organisational practice from the
HR process review (notably Question 21). It is particularly important to assess whether
the dissatisfaction reects genuine shortcomings in the pay arrangements, rather than
inaccurate perceptions for example, in respect of comparative pay levels within or
outside the organisation. In the latter case, it may be more appropriate to address
the dissatisfaction through improved communication rather than changes to the pay
arrangements themselves.
Key questions here are likely to include:
Are the processes for determining relative grading and pay levels fair and
rigorous?
Yes
No
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2 Climate survey
3 Front-line
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6 People and
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guidelines
Appendix 1:
research summary
How to use the tool
IF NO
In a larger organisation, it will generally be appropriate for the grading structure to be
underpinned by some form of job evaluation system, ideally requiring rigorous analysis
of role characteristics. This ensures that roles are rewarded fairly in respect of their
relative size. As far as possible, the evaluation methodology and rationale should be
transparent and well understood by staff.
In a smaller organisation, it may be possible for grading to be determined on a less
formal basis, but care needs to be taken to ensure that the relative positioning of roles
can be fully justied. In turn, pay levels and ranges need to be determined to ensure
equity of treatment across the organisation as a whole.
Where pay differentials are not clearly determined by relative job size, for example, if
market premia are paid to specic categories of staff, the rationale should be justied,
transparent and well communicated. It should be noted that adherence to these basic
standards is needed to ensure compliance with equal pay legislation, as well as to
ensure perceived fairness within the organisation.
Tool map
Are the processes for determining pay progression fair, rigorous and
transparent?
Yes
No
Pay progression can be determined in a number of ways to suit the needs of the
organisation or role. For example, progression may be linked to employee performance
or competence, or simply to length of service. The formality of the progression process
will depend on the size and nature of the organisation. In all cases, though, it is
critical that the principles are applied fairly and that the underlying rationale is well
understood by employees.
Are the organisations pay policies and practices appropriately aligned

with its strategic and operational needs and priorities?
Yes
No
There is no single correct approach to pay policy or practice. For example, the
appropriateness of performance-related pay will depend largely on the needs, priorities
and culture of the organisation. Equally, organisations have a range of options in
areas such as the mix of xed and variable pay, the use of non-consolidated bonuses,
the range and exibility of benets, and the relative focus on individual, team and
corporate performance.
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6 People and
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Appendix 1:
research summary
How to use the tool
Nevertheless, it is essential to ensure that the selected mix of policies and practices
appropriately reects the needs of the organisation. For instance, if the organisation is
heavily dependent on team dependencies and interaction, it may not be appropriate
to operate highly individualised performance pay. It is also important to note that,
while performance pay may incentivise required performance or behaviours, it may
also constrain exibility and responsiveness in discretionary areas. For example, an
operator may be incentivised to deliver specied output targets, rather than responding
constructively to an unusual customer service requirement.
It is therefore important that the selected mix of pay practices appropriately reinforce
the strategic and operational needs of the organisation. At the same time, it is also
essential that the application and impact of these pay practices is fair to all staff to
ensure both the perceived equity of the arrangements and conformance to relevant
equal pay and equal value legislation.
Youll nd further support and guidance on pay and reward policies and
practices at www.cipd.co.uk/subjects/pay/default.htm
Tool map
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3 Front-line
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6 People and
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guidelines
Appendix 1:
research summary
How to use the tool
Tool map
7 Worklife balance
The People and Performance research ndings indicate that the achievement of a
satisfactory worklife balance can be a signicant contributor to the maintenance of
employee motivation and commitment. In practice, though, the term is often loosely
dened and has different meanings in different types of organisations. In some cases
for example, in demanding management or project roles the primary concern is to
ensure that demanding work patterns or long working hours do not intrude unduly on
domestic life. In other cases, the primary concern may be the provision of exibility to
meet unexpected domestic problems or crises for instance, childcare or other carer
responsibilities.
Moreover, the provision of an effective worklife balance is a potentially complex and
intangible issue. In part, the issues can be addressed by the introduction of relevant
HR policies or practices for example, formal limits on working hours, exible working
arrangements, homeworking, or the provision of various forms of emergency leave.
But in many organisations these formal provisions are only part of the picture, and the
real barriers to a satisfactory worklife balance may be primarily cultural or managerial.
For example, if there is an established culture of working long hours, it may be difcult
for any individual employee to take advantage of more exible working arrangements
even if these are theoretically available. Any attempt to address worklife balance
issues may therefore need to tackle both the hard policy issues and the softer, more
problematic, cultural challenges.
These overview questions will help you assess the effectiveness of worklife balance in
the organisation:
Do employees commonly feel they do not achieve a satisfactory balance between

the demands of the job and domestic life?
Is there a common belief that working long hours is highly valued in the
organisation?
Does the organisation actively support its employees in achieving a satisfactory

worklife balance?
If provisions have been made available, are these being used in practice?
What are the barriers to the use of the available provisions?
The detailed guidelines on the next page will help you answer these questions by
interpreting the data from the diagnostic tools. You should work through the questions
and supporting data systematically to identify the issues and causes most relevant to
your organisation.
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2 Climate survey
3 Front-line
manager
questionnaire
Review the responses to Questions 2, 7 and 24 of the employee questionnaire.
4 HR process
review
Do employees commonly feel they do not achieve a satisfactory balance

between the demands of the job and domestic life?
Yes
No
5 Senior team
review
framework
6 People and
performance
guidelines
Does there appear to be a common belief that working long hours is

highly valued in the organisation?
Yes
Appendix 1:
research summary
How to use the tool
Tool map
No
IF YES
Consider the objective evidence about organisational practice (Questions 22 and 23 of
the HR process review).
Is there evidence that the organisation actively supports its employees in

achieving a satisfactory worklife balance?
Yes
No
It may be that the organisation pays lip service to the idea of balancing work and
domestic life, but that little action is taken in practice either to provide supportive HR
practices or to inuence management and employee attitudes. The key issue here
therefore is not simply whether the organisation has made statements of intent in this
area, but whether practical steps have been taken to help address the problem.
What steps have been taken?
Are any provisions that have been made available being used in practice?
Are the available provisions appropriate to address the nature and scale
of the issues identied?
Yes
No
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How to use the tool
Tool map
IF NO
In practice, the steps taken may range from the provision of positive support for
employees, such as the availability of exible working or carer leave arrangements,
through to systematic auditing of hours actually worked so that apparent problem
areas can be identied. For example, if long hours are consistently being worked in a
given team or work area, it may be that specic resourcing or management problems
can be addressed.
If a range of provisions are already available, the actual level of use should be audited.
If it appears that the provisions are not generally being used, it may be necessary
to explore the perceived barriers to use. The responses to the front-line manager
questionnaire (notably Question 10) may provide some useful indicators of some
of the management perceptions that may be discouraging staff from taking up the
provisions. For example, if front-line managers feel their teams are under staffed, this
may constrain their willingness to offer exibility in working practices.
Youll nd further support and guidance on worklife balance issues,
policies and practices at www.cipd.co.uk/subjects/wrkgtime/wrktmewrklfbal
59 of 66
Introduction
Appendix 1: research summary
1 Employee
questionnaire
2 Climate survey
People management and business performance
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The context
One of the most important lessons of the twentieth century has been that
economic progress does not necessarily translate into human development.
Indeed progress, at least in the short term, has often been made to the
detriment of humans and the environment in which they live. However,
in the last decade it has become apparent that intellectual understanding,
knowledge and the ability to apply that knowledge is the fuel for global
competitiveness and growth. Increasingly, companies are reliant on the
knowledge and competence of the people that work for them as a source
of competitive advantage. As they learn to their cost that all other forms
of advantage such as product innovation, capital utilisation and market
expansion can be easily replicated by their competitors, the question of how
to attract, retain, motivate and manage people has become a major focus of
attention.
Against this background the Chartered Institute of Personnel and
Development has produced a signicant body of research dening and
analysing the link between people management and business performance.
The culmination of this work resulted in the People and Performance Model,
developed from the CIPD-sponsored research at Bath University.
The model
The Bath research programme studied a total of eighteen organisations over
a three-year period, six of which were in the knowledge intensive sector.
The aim of the research was to improve understanding of the nature of the
relationship between HR practice and bottom-line business performance. In
each organisation they measured business performance using the success
criteria dened by the organisations themselves, as well as independent
nancial data.
Using an action research model, the team collected data in each of the
organisations using a number of structured questionnaires and interviews.
They interviewed managers and front-line employees to collect data on their
attitudes, levels of commitment, views about their job, team and reporting
relationships. The team hypothesised from earlier research that the route to
business improvement lay in high levels of employee commitment, loyalty,
motivation and job satisfaction.
Their ndings conrm this and also the complex and diverse relationship
between HR policies and practices and bottom-line performance. As a
result they developed the People and Performance Model which attempts
to map the relationships between practices, and their causes and effects.
The model demonstrates that people management practices in themselves
do not create value. But they do create the building blocks of performance:
60 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
ability, motivation and opportunity (AMO). But the model also emphasises
the importance of two mediating factors: the role of front-line managers
in enacting and implementing HR practice and the nature of the corporate
culture, which can either facilitate discretionary behaviour or stie it.
Discretionary behaviour is the willingness of the individual to perform above
the minimum and to display the kind of positive behaviour that delivers better
service, higher levels of innovation, better problem-solving etc. It involves
making the sort of choices that often dene a job, such as they way the job
is done the speed, care, innovation and style of delivery. This behaviour is at
the heart of the employment relationship, because it is hard for the employer
to dene, monitor or control. Whatever controls or sanctions the organisation
employs, it will still lie within the employees power to either give or withdraw
discretionary behaviour.
The central theme of the People and Performance Model is ability, motivation
and opportunity. These factors can also be described as the foundation stones
or prerequisites of performance. They are sometimes referred to as AMO.
Ability is the assumption that people want jobs that make use of their talents
and abilities, to have their attributes recognised, and are willing to learn new
skills.
Motivation assumes that people can be motivated to use their ability in a
productive manner and to behave in a certain way.
Opportunity assumes people will perform well, engage in high-quality work
and participate in wider activities such as team initiatives or problem-solving if
they are given the opportunity.
One of the prime functions of AMO is that these are the factors that
contribute to feelings of job satisfaction, commitment and motivation in
employees, and which encourage them to exhibit discretionary behaviour.
However, AMO alone is not enough to elicit discretionary behaviour. The
model also emphasises the importance of the front-line manager role, and
organisations climates or cultures.
61 of 66
Introduction
The people and performance model
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Training and
development
Performance
appraisal
Career
opportunity
Job security
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Recruitment/
selection
Ability
and skill
Appendix 1:
research summary
How to use the tool
Tool map
Pay
satisfaction
Motivation
and incentive
Front-line
management
Organisation
commitment
implementing
enacting
Motivation
Discretionary
behaviour
Job
satisfaction
Performance
outcomes
leading
controlling
Worklife
balance
Opportunity
to participate
Job challenge/
job autonomy
Teamworking
Involvement
Communication
62 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The role of the front-line manager is the most important factor in explaining
the variation in both job satisfaction and discretionary behaviour and one of the
most important factors in developing organisational commitment. Front-line
managers can both permit and encourage people to be responsible for their
own jobs or can stie this through more controlling or autocratic behaviour.
Effective front-line managers are most likely to get high levels of job
satisfaction, commitment or loyalty when they:
build a good working relationship with their staff, especially by leading,
listening, asking, communicating, being fair, responding to suggestions,
and dealing with problems
help employees take greater responsibility for how they do their jobs,
for example, with coaching and guidance
are skilled in building effective teams.
Front-line managers can also make a signicant difference to performance in
their delivery of:
performance appraisal
training, coaching and guidance
involvement and communication
openness how easy it is for employees to discuss matters with frontline managers
worklife balance
recognition the extent to which employees feel their contribution is
recognised.
The third element of the model is corporate culture. Culture can facilitate
or hinder the relationship between people management and performance.
A facilitating culture will reinforce the positive behaviours of front-line
managers and encourage discretionary behaviour. One of the elements of a
positive culture is a strong vision supported by underpinning values. In some
organisations this is manifested in a big idea, or, rather, a simple statement
that sums up the purpose of the organisation and what its like to work there.
The tools
In summary, it is discretionary behaviour that drives performance and makes
the difference between good organisations and great ones. This is behaviour
displayed by individuals from the top to bottom of organisations, and which
collectively contributes to bottom-line performance.
The following tools have been developed with the aim of encouraging
practitioners to assess their people management processes against the People
and Performance Model, and to identify where and what changes might be
made to enable them to deliver better business performance.
This means that they must not only investigate the effect of people
management processes both singularly and collectively, but also understand
the line manager role in delivering them and the cultural backdrop against
which they are implemented.
63 of 66
Introduction
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
4 HR process
review
5 Senior team
review
framework
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
The tools therefore contain a number of questionnaires designed to measure

the organisational climate and employee engagement and are based on the
action research methodology used by the Bath team conducting the research
from which they derive.
The tools also contain a process review to enable practitioners to better
understand how their various people management and development
processes work together. A clear message from the research is that the key
to performance improvement does not lie solely in the design of individual or
even clusters of practices, but in understanding how they work together and
with other factors in the model.
Finally, there is guidance on how to use the outcomes of these tools to
develop an HR model that is tailored to the individual organisation and most
likely to deliver better performance.
There are no denitive solutions. But we believe that this is a practical
application of well-designed, long-term research that can enable practitioners
to translate research into action and use and apply the outcomes of large-scale
research to their own unique situations.
64 of 66
Introduction
How to use the tool
1 Employee
questionnaire
2 Climate survey
3 Front-line
manager
questionnaire
Tool map
Tool map
4 HR process
review
5 Senior team
review
framework
Thumbnail
Accessed at the side of Acrobats program

window. Use this to view quickly the length
and appearance of the tool.
Bookmark
Use this to see at a glance the different

sections within the tool. Click where you
want to go to navigate quickly within the
tool.
6 People and
performance
guidelines
Appendix 1:
research summary
How to use the tool
Tool map
Use this to see an overview of the tool layout. Click on

the appropriate section if you wish to go directly to an
activity or diagram, or you can follow the tool through
in sequence.
Print
Use this facility to print the tool out (including any

sections you have completed online). Please note that
it is not currently possible to save your work in the tool.
Hyperlinks Red links will link you to the CIPD website or an

external website.
Blue links will link you to other areas within the tool.
These tools were developed for the CIPD by Mike Walters.
65 of 66
Introduction
Tool map
1 Employee
questionnaire
2 Climate survey
Introduction
3 Front-line
manager
questionnaire
4 HR process
review
1 Employee questionnaire
5 Senior team
review
framework
6 People and
performance
guidelines
2 Climate survey
Appendix 1:
research summary
How to use the tool
3. Front-line manager questionnaire
Tool map
4 HR process review
5 Senior team review framework
6 People and performance guidelines
Appendix 1: research summary
How to use this tool
66 of 66

People and Performance 2005 Designing HR Processes

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People and performance

Designing the HR processes for

Questions this tool is designed to help you answer

We would welcome your feedback

Benets of this tool

How to use the tool

How to use the tool

The People and performance tool has been designed to help HR

How to use the tool

The tool comprises the following instruments:

How to use the tool

3 Front-line manager questionnaire

How to use the tool

5 Senior team review framework

Do you have a clear understanding of your job responsibilities?

To what extent do you agree with the following statements?

How to use the tool

I never seem to have enough

I feel my job is secure

How motivated do you feel to do a good job in your current role?

How often do you feel you achieve a satisfactory balance between

Training and development

How to use the tool

In general, how good do you think the organisation is at training its

Q10 How good do you think the organisation is at providing the

Q12 Does your team leader/line manager provide coaching or guidance to

Not at all satised

Not very fairly

Not at all fairly

Not very fairly

Not at all fairly

How to use the tool

Q21 Is your pay linked to organisational performance in any way?

Performance management (continued)

Q23 Do you have clear goals and objectives?

How to use the tool

Achieving individual targets

Q26 In general, how useful do you think these discussions are?

Not very useful

Not at all useful

Q27 What aspects of your work and performance are discussed?

How to use the tool

Q29 Approximately how many people are usually in the team?

Q30 Does your team have a formal team leader?

How to use the tool

Fairly well Fairly poorly Very poorly

Your workgroups plans

Future plans for your

Q40 In general, how effective do you think managers/supervisors are in

How to use the tool

Q42 In general, how good is your immediate manager/team leader at the

Telling you about the organisations plans

Your organisation (continued)

Q44 To what extent do you agree with the following statements?

I feel proud to tell people

How to use the tool

I understand the values of

I share the values of the

Q1 To what extent do you agree with the following statements about

The organisation has a

I am clear about the

How to use the tool

The organisation has a