Behavioural Standards Guidance (Revised core values) - October 2024
In this section
- 1. Introduction
- 2. Scope
- 3. Confidentiality
- 4. Roles and responsibilities
- 5. Acceptable behaviour
- 6. Unacceptable behaviour
- 7. Defining discrimination (direct or indirect), victimisation, bullying, sexual harassment and harassment
- 8. Cyber bullying
- 9. Determining whether unacceptable behaviour is taking place.
- 10. Capability, conduct and positive management
- 11. Learning and Development
- 12. Resolving concerns relating to unacceptable behaviour
- 13. Formal action
- 14. Third party harassment
- 15. Malicious complaints
- 16. Ensuring equality of opportunity
- Appendix 1 - Definitions
- Appendix 2 - Managing Performance
- Appendix 3 - Informal Ways of Resolving Conflict
- Appendix 4 - Managing Conflict
- Appendix 5 - Standards of behaviour key contacts
Appendix 2 - Managing Performance
The Authority expects all its managers to apply the principles of its Performance Management Framework consistently across the whole organisation to ensure the effective delivery of high-quality public services.
A key responsibility of all managers is to lead, engage and support their team to meet agreed performance objectives through the appraisal / supervision framework.
However, there will be occasions where through this process a manager identifies an individual employee that is under performing and in this situation the Authority expects the manager to effectively manage and support the employee appropriately to improve.
Under performance that is not addressed has a detrimental impact on service delivery and the workload and morale of other employees.
The information outlined below is an extract from the Chartered Institute of Personnel and Development which helps to illustrate the difference between positive management and bullying. The Authority expects its managers to positively manage under performance.
This specifically refers to performance in teams but can equally be applied in relation to individuals.
Positive management and bullying
Often those accused of bullying find it difficult to recognise themselves as behaving in a bullying or aggressive way. Conversely, some managers are concerned about tackling poor performance and being accused of bullying.
When line managers find themselves having to deal with an underperforming team, part of their role is to motivate the team to perform more effectively. The process of bringing about changes in how teams work usually involves a number of areas, including setting standards, identifying and dealing with errors and mistakes, greater flexibility of roles, changing priorities and reducing unreasonable expenditure.
If these changes are introduced and managed correctly, they can bring about the necessary business improvements with little or no employee distress. However, if the line manager handles change poorly, accusations of bullying can occur.
Differences between positive management and bullying when managing poorly performing teams:
| Addressing poor performance in teams | Positive management | Bullying |
|
Identifying the performance issue. |
Involves looking at all the potential reasons for poor performance, for example people, systems, training and equipment.
|
No attempt to identify the nature or source of the poor performance. |
| Seeking the views of the team or individual to identify the cause of the unacceptable level of performance. |
The team takes part in looking for the source of the problems in performance and helps the manager to identify solutions for the whole team.
|
No discussion of the cause of the performance deficit, or opportunities for the team members to discuss their difficulties. |
| Agreeing new standards of performance with all team members. |
Involves setting and agreeing standards of performance and behaviours for each team member and the manager.
|
Imposing new standards without team discussion on appropriate standards of performance or behaviour. |
| Agreeing the method and timing of monitoring/auditing team performance. |
Wherever possible the team or team member takes part in the monitoring process. The outcome of the monitoring is openly discussed.
|
Without agreeing standards, the monitoring can occur at any time and can involve areas that are unexpected by team members. |
| Failure to achieve the standards of performance is dealt with as a performance improvement issue. |
Opportunities are taken to identify individuals who are struggling, and support is provided. Where individuals are unwilling to comply with the agreed performance improvement process, disciplinary actions may be taken.
|
Individuals who fail to achieve the standards of performance are put under pressure to conform. This may include ridicule, criticism, shouting, withholding of benefits, demotion teasing or sarcasm. |
| Recognising positive contributions. |
Recognises and rewards improvements in performance, attitudes and behaviours. |
With no monitoring, it’s impossible to recognise where there have been positive contributions. Rewards and recognition are therefore arbitrary and open to acts of favouritism. |