HC Deb 03 November 1995 vol 265 cc525-6W
Mr. Jim Cunningham

To ask the Secretary of State for Education and Employment if performance-related management of client advisers in the Employment Service is related to the number of unemployed within the area of their work. [39673]

Mr. Forth

Responsibility for the subject of the question has been delegated to the Employment Service Agency under its chief executive. I have asked him to arrange for a reply to be given.

Letter from D. J. Litton to Mr. Jim Cunningham, dated 3 November 1995:

The Secretary of State has asked me, in the absence of the Chief Executive, to reply to your question about the performance management of client advisers in the Employment Service (ES).

It may help if I briefly outline the performance management system which operates in the ES. Effective performance management is vital if we are to achieve our business objectives as set out in the Annual Performance Agreement between the Secretary of State and the ES. Agreement and achievement of performance and development objectives for everyone in the ES, including client advisers, plays a critical part in our performance management arrangements and the achievement of these business objectives.

Client advisers, like all other people in the ES, need to understand what they are required to achieve throughout the year. Performance targets and standards are set and used to ensure that our business objectives are met, value for money is delivered and individuals are properly rewarded for their performance.

Each client adviser:

  • has key responsibilities and operational objectives based on the Agency's and the individual Jobcentre's operational plans. These operational plans are derived from the Annual Performance Agreement and take account of the number of unemployed people nationally and within the locality;
  • agrees with their line manager how their performance is to be measured;
  • agrees personal development objectives where necessary to sustain and enhance their performance; and
  • has regular reviews with their line manager to assess achievement against operational and developmental objectives. During these reviews external factors, notably changes in their local labour market will be taken into account.

I hope this is helpful and assures you that the performance management of our advisers is part of a comprehensive system which takes into account all the factors that are likely to be relevant.