PERFORMANCE MANAGEMENT PROJECT

COMMUNICATIONS STRATEGY
References:

1. Performance Management Project Plan

2. Performance Management Risk Analysis
3. University of Durham HR Strategy
4. University of Durham Strategy

What this strategy is about:

The implementation of Performance Management has the potential to result in a

culture shift within the University of Durham. If the University is to succeed in
achieving its Strategy it must move forward and adopt a culture of performance. All
change creates uncertainty and concern as organisations and individuals move into the
unknown. Reducing or mitigating these fears is the key to success in any change
initiative. A well structure and targeted communications strategy will go a long way
to ensuring success.

Aims

1. To inform staff and raise awareness of performance management, what it really is

and what benefits it brings to the individual, the manager and the University.
2. To minimise the concerns of staff and their representatives during the
development and implementation of the new Performance Management
approach/system.
3. To ensure the success of the project by involving the people who it is designed to
help improve performance, i.e. the staff and their managers.
4. To celebrate success in order to fully engage all stakeholders.

Themes

1. What is Performance Management?

2. Why do we need it?
3. What’s in it for us?
4. How is it going to affect us?

Messages

What is Performance Management?

• Clearly define what it is.
• Define what it is not.
• Context in Public & Private sectors.
• ‘Line of sight’ – job to strategy.
• Focus on Improvement.
• Coaching & Feedback.
• Identify customers & allocate prioritises.
Why do we need it?
• Manage our ‘people’ effectively
• Measure our progress in achieving the University’s Strategy.
• Evidence of ‘value for money’.

What’s in it for us?

• Clarify job expectations.
• Recognition & feedback.
• Focus for training & development.
• Improved working relationships.
• Reviewing workloads & priorities.

How is it going to affect us?

• Have your say - help develop it.
• Training.
• What does it mean for Pay & Promotion?
• HERA – no direct links. Job role versus people.
• Next steps.

Target Audiences

Priority:
Staff
• Senior Management
• Heads of Departments
• Academic Staff
• Professional Staff
• Ancillary & Manual Workers

Trade Unions
• AMICUS
• AUT
• GMB
• UNISON

For Information/awareness
Students
• Present: Colleges & Student Representatives
• Future: – Local, Regional, National & International
• Past: - Alumni

Government & its agencies

• Local Councils
• National Government – Education Minister
• HEFCE
• ONE
Industrial Sponsors
• Local, Regional, National & International Businesses – List from Marketing.

Communities (Local & Regional)

• The University of Durham Marketing Office is identifying key local and regional
communities.
• Communications are best channelled through marketing and their contacts

Schools & Employers

• As for Communities.

Communication Channels

1. Telephone:
a. Director of HR, Mr Jack Boyd: – 0191 3346520.
b. Project Manager, Mr Scott Warr: - 0191 3346527.
c. Project Secretary, Mrs Jackie Soule: - 0191 3346533.

2. Email:
a. Project Manager: s.e.warr@durham.ac.uk
b. Project email: performance.management@durham.ac.uk
c. University Email Lists will be used to target specific audiences.

3. Performance Management Website:

a. The Performance Management Website is located at:
http://www.dur.ac.uk/performance.management
b. Contain:
i. Project Overview
ii. Project Objectives
iii. Consultation process – Performance Management Advisory Group
Contact details.
iv. Key project Time line
v. Other project documentation
vi. Briefing and Presentation Schedule (Request taken)
vii. Performance Management links
viii. Frequently Asked Questions (FAQ)
ix. Performance Management Staff Survey results
x. What’s new & project updates.
xi. Comments & Feedback.

4. University’s News Website:

a. Used for short articles and /or updates, with link to Performance
Management website.

5. University’s News Newspaper:

a. Informative articles that summarise the project or primary issues.
b. Summary of what’s new.

6. Pay slips: Used to highlight key messages or refer to the PM Website.

7. Web lines: Used to provide timely updates as is made available through other
channels, e.g. to committees or website.

8. Direct Communications:
a. Performance Management Advisory Group. Key group of staff that will
provide input and advice on how the performance management process is
to be designed and implemented. Act as staff point of contact to feed
issues & concerns into the development process.
b. Establish performance management network of contacts (may be
dovetailed with other established contact network – ie Training).
c. One to one interviews with staff, either initiated by the staff member or by
the project team.

9. Direct mailing, leaflets and posters:

a. Direct mailing to all staff of core information early in the project. Date
TBC.
b. Posters –Generic information posters at the outset of the project for areas
most frequented by staff. A distribution of information posters to
Departments 2 weeks prior to any briefing presentations.
c. Leaflets – to be distributed at Departmental level.

10. Regular written & verbal updates to staff:

a. Supervisors of staff will be provided regularly with written briefs &
updates to brief their staff.

Communications Model

A communications model has been designed to address the PM Projects

communication aims, stages, methods and target audiences. The model is at annex A.

Communications Plan – Implementation Stage

A separate detailed Communications Plan for the implementation of performance

management across the University will be developed separately. It will deal
specifically with the When and How issues of the implementation of performance
management.

Synchronisation Matrix

A synchronisation matrix designed to coordinate the delivery of the communications

model. The synchronisation matrix is at annex B

Conclusion

The overall success of the Performance Management Project will be determined to a

large extent by the level of engagement of stakeholders the project is able to generate.
The staff of the University at all levels must be kept informed about the project, its
progress and the part they are to play in it. If this can be achieved and the staff are
genuinely engaged, the chances of the project succeeding are significantly increased.
An effective and responsive communications strategy is a critical part of the project
plan.

Annex
A. Performance Management Communications Model.
B. Performance Management Communications Synchronisation Matrix (To be
issued).