We were reading through the ACAS booklet “How to manage Performance” earlier in the month, and it happened to be just after a particularly nail-biting episode of the Great British Bake-Off.
And that got us talking: how would the GBBO fare if the judges had to operate under ACAS guidelines?
Step 1 is to consult broadly on how to design and implement a performance management system in the kitchen (sorry, workplace). According to the ACAS guide, “Managers, employees and their representatives should all be consulted about the type of system and its operation.” Fair enough. Though not necessarily speedy. We figure to do it properly this would need to consume all of episode one. After all, nobody wants a half-baked performance management system.
Step 2 is to plan your baker’s performance goals. As ACAS rightly says, there are three aspects to planning an individual’s performance: (1) set objectives, which are measureable and easy to assess, (2) consider what competencies or behaviours your bakers need to apply to achieve their goals, and (3) understand what personal development your bakers need to achieve their objectives and realise their potential. And so far, joint Department Heads Paul Hollywood and Mary Berry are doing a pretty good job of it, ably assisted by their line managers Mel Giedroyc and Sue Perkins. “Your tuile biscuits need to be wafer thin and snap”. Now that’s pretty clear.
Step 3 is performance review. According to the ACAS booklet, “Reviewing performance is a continuous process.” Indeed it is. In somewhat of a break from the 6-monthly or annual performance review cycles of most workplaces, GBBO has opted for weekly formal reviews. Not at all stressful, but that’s the way the cookie crumbles.
Step 4 is performance management. Again, according to ACAS, “In most cases action can be agreed between the manager and employee to remedy any problems at the earliest opportunity”. ACAS also offers advice on having that “difficult conversation”, though most viewers would have to agree that Paul Hollywood has mastered the art of frank feedback.
Finally, Stage 5 of the performance management process should involve the following by way of a formal process: a formal meeting, setting out the performance problem in writing, describing the improvement that is required, and within what timeframe, providing a review date, and considering whatever reasonable support the employee may need to achieve his or her goals. Phew! That’s a lot of HR time for a 60-minute TV show with adverts. Not surprisingly, this is where the GBBO lets us down – whilst its “last baker standing” approach to performance management, with the weakest baker being evicted each weak, is hardly ACAS-compliant. But then again, it does make for addictive TV.
