Performance and development

All staff have consistent quality performance and development discussions.

Managers feel supported to have difficult conversations when required but performance is respectfully managed and not experienced as bullying.

Our people have the knowledge and skills and competences to perform well, with access to development, qualifications and opportunities for career progression in a safe and supportive environment.

Ensure line management practices in relation to development, performance management, reward and recognition reinforce our core values.

Equip managers to have difficult conversations, including around performance concerns.

Use data held in Oracle to track performance and development conversations along with pulse survey results to identify where follow-up action might be required.

Support managers to have the confidence to use the guidance and have career progression discussions.

Promote the performance and development conversations toolkit.

Deliver the priorities set out in apprenticeship strategy.

Encourage cross-team learning initiatives, such as monthly knowledge sharing sessions, discussion forums, peer learning support and sandboxes.

Staff feel valued in their employment at West Sussex County Council and are supported in their continuous development.

Staff who support residents and communities are supported to provide the best service that they can.

Staff survey data indicates that staff feel they are having regular meaningful conversations with their manager about their performance, wellbeing and support needs.

Staff survey data indicates that staff feel they have good opportunities to develop their skills and knowledge in line with their role and aspirations.