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Project 10-25-8/06.06.2012 – “Identification and Introduction of Good Practice in the Area of Human Resource Management through
Exchange of Experience and Know-How between the Municipality of Bansko and the Croydon London Borough Council” with the
Municipality of Bansko as the Beneficiary of this grant project under the Administrative Capacity Operational Programme,
co-financed by the European Union through the European Social Fund.
HANDBOOK ON HUMAN RESOURCE
MANAGEMENT IN THE MUNICIPALITY OF
BANSKO
Council, Great Britain are identical and are targeted at building an image of the Municipality as a desired and attractive employer who attracts, hires, retains and develops quality and talented people by motivating staff, and appreciating and rewarding their achievements. It is our aspiration to continue to enhance the administrative capacity of the employees in the Municipality of Bansko by building cooperation on a permanent basis with our counterpart the Croydon London Borough Counciland establishing a system for exchange of good and innovative practice in human resource management and development with a large range of stakeholders from Bulgaria and Europe. Georgi Ikonomov Mayor of Bansko Municipality 5 CHAPTER FIVE: Other good practice  Provides information on strengths and weaknesses, motivation to work and where one’s interests lie PROFESSIONAL DEVELOPMENT Competency Framework The competency framework facilitates the professional development process. The aim is to identify the minimum level of knowledge and skills for each job grade in the municipal administration. Usefulness of the framework  Used to set career development guidelines for each member of staff  Assists individual performance appraisal 24 Performance appraisal takes place at regular intervals throughout the year during the appraisal meetings, where there is an informal discussion on what is being done, what is successful and where there is a need for further support to be provided. In the middle of the performance appraisal cycle comes the interim meeting. At Croydon London Borough Council this happens in November each year. The discussion is an opportunity for the manager and the member of staff to talk again about the objectives set at the start of the period, to think about the way in which organisational and staffing changes can influence the implementation of specific objectives so as they remain relevant and achievable. Equally, this is a good opportunity to revise individual development programmes and ensure that they will contribute appropriately to the individual development of staff and will be revised, as necessary. 9 NB! Constructive feedback is of key importance in the appraisal discussion. Feedback should provide information on what and how much can be or cannot be achieved in the course of implementing the aims and objectives set. It is a tool assisting the decision‐
making process. 34 Regular meetings The regularity and consistency in conducting appraisal meetings between the manager and the member of staff is important, because daily issues can be resolved as they appear but also because of the fact that every individual feels the need to get recognition and be praised for their success and achievements. Successful one‐to‐one discussions are held at regular intervals – every 4 to 6 weeks. These meetings provide sufficient time and space for positive and constructive feedback between managers and staff. Responsibilities of the staff Each member of staff is responsible for giving thought to their own performance and being ready to discuss their ideas on how their own skills and competencies can be developed. They should be prepared to discuss their performance and their contribution, which means that they should set some time for preparation prior to the discussion. Both the manager and the member of staff are responsible for this preparation so that discussions, as part of appraisal meetings, are always fruitful and two‐way. OTHER PRACTICES STUDIED IN LONDON BOROUGH OF CROYDEN Appendices 1 and 2 present practices concerning, respectively, a magazine for staff and the choice of Employee of the Month. 35