Have your say...<br/>Ineffective leadership might result from the fact that managers lack right level of people management skills as well as experience, knowledge and good practice of performance management. It is shocking to note that even in the 21st Century and the continuous changing world of work, some businesses still do not align Strategic HR with the Core business Strategy. As a result, performance management is often  percieved as a routine process of ticking the boxes at the end of the year for employees. I think performance management should be about fairness and consistency in the implementation of performance system which should be set to reward top performers, not forgetting the 65% effective performers and tackling poor performance timely and effectively with confidence that as a line manager, you have provided all the training and support your staff needed to become effective. Perception of fairness supported by well documented evidence for all categories of performers will create a culture of trust, promote employee engagement, commitment and motivation irrespective of the sector the work is carried out.

I agree with George.  I have worked in Local Government and the old traditions and culture still remain where leadership is ineffective.  Effective people management in areas of Local Government is restricted by very detailed HR policies and typically risk averse HR teams that generally apply cynicism rather than logic.  This is coupled with 1) ineffective managers who are promoted by short sighted leaders who merit technical ability over leadership and people management skills and 2)trade unions who muddy the waters with their now limited powers, supporting disciplinary cases on mainly technicality rather than old fashioned integrity; endorsing poor performance and redirecting valuable resource in the process.  I support the proposal.  Local government need to operate as a business and in doing so proactively tackle the inefficiencies in the organisation.  To do this requires a significant culture change and strong leadership to appoint, train and support the right managers in the transition from old to new.  This is a large undertaking.

I worked in Local Government for 28 years and saw some of the bottom 10% of performers not only stay in a job but were often promoted.  The Equality agenda was at fault in that everyone had to have the same opportunities.  Quite often some of these people could 'talk' a good job.  This lead to more problems as they failed in the execution of the duties that they could parrot off at an interview.<br/>I hope this new system will prevent these 10% from applying for promotions as well as such measures as no increments etc.  It is a long time overdue.