2.6 Performance and Feedback
Driver: 2.6
Dimension: Capability
Supporting aspiration: Regular check-ins make work easier and outcomes better.
Why it matters
Regular conversations help align effort, remove blockers, recognise contribution and improve outcomes.
What great looks like
Managers run quality check-ins, set clear goals, coach development, give timely feedback and use people metrics as part of their leadership rhythm.
Employee Survey alignment
| Item | Survey question |
|---|---|
| Q1 | My manager and I have meaningful conversations about my performance |
| Q2 | My manager provides the support that enables me to be successful |
How to interpret a weak result
A weak result for this driver should prompt a practical diagnosis, not an immediate solution. Ask:
- Is the issue whole-of-council, concentrated in particular work areas or linked to specific employee groups?
- Which question-level result is driving the pattern?
- Do comments or leader perspectives explain the issue?
- Is this mainly a system/process issue, a leadership issue, a resourcing issue or a communication issue?
- What would employees reasonably expect Council to do next?
Possible actions and interventions
- Set minimum expectations for manager check-ins
- Provide manager conversation guides and micro-skills training
- Simplify performance forms and goal-setting
- Track quality of conversations, not just completion
Evidence to review alongside the survey
- Employee Survey question-level results and comments
- Relevant people metrics such as turnover, absenteeism, vacancy, overtime, grievances, safety or EAP themes
- Leadership and SME perspectives
- Relevant workforce, service, budget or risk data