Document ref: MG(G)565

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MiReview help notes – a guide

The following guide is intended to help both employees and managers in the MiReview process and provides
helpful tips in the completion of the MiReview form including an example MiReview.

Performance Review – Key Principles

Delivering the ‘Exceptional, every day’ is not easy. But with regular feedback, coaching, recognition and
encouragement exceptional performance is possible. At Mitie we expect all employees to have a conversation with
their manager about their performance, at least twice a year . We call the review MiReview.

MiReview is a discussion between you and your manager focused on:

 your performance in achieving your objectives
 your contribution to Mitie
 how you demonstrate the Mitie values

It’s an opportunity to discuss:

 your career aspirations and what Mitie can do to develop them

 your objectives for the future

The MiReview is 2-way discussion and it is important that both you and your manager prepare for this meeting.

When does MiReview take place?

MiReview takes place twice per year, in February and in September.

Feb September
Full Year Performance Review Mid year Performance Review
& Objective Setting & Objective Setting

Review of achievement of Progress against objectives &

previously set objectives and feedback on performance year
appropriate recognition to date
What's gone well, what have Review of objectives to ensure
you learned, what obstacles are still relevant
have you overcome Development needs
Objectives, career aspirations, Support needed
development needs & support
needed
Complete review in February
and calibration will take place
in March

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Calibration
Calibration will take place at a business unit or functional level and means considering all the performance review
ratings to ensure that the ratings have been applied consistently across the groups and reflects the Business Unit
performance as a whole. This takes place after the performance reviews are complete and involves business leaders
and HR.
Introducing Values & Behaviours into MiReview
At Mitie, how we do something is often as important as what we deliver. To help identify “the how” element, we
have worked with people across the business to define the set of behaviours which all those working at Mitie need
to demonstrate. These behaviours are what we think sets Mitie apart from other organisations; they are the things
which people across the business do daily which demonstrate the Mitie values in action.
With these behaviours defined, it’s now easier for managers to focus on what behaviours an employee should aim
to build on and demonstrate during the following year. In many cases, this will follow on directly from the
feedback from the previous year.
These could be behaviours that need to be improved to increase effectiveness or behaviours that an employee has
already displayed but are important to maintain or improve to support the other objectives.
The behaviours supporting the Mitie values are identified below.

Value Behaviour
 We work together to achieve the best for our clients and for Mitie
We are one Mitie  We share best practice, knowledge and information
 We work as one team
 We help each other to win for Mitie
 We do what we say we’re going to
We are built on integrity  We lead by example
and trust  We treat Mitie’s money as if it is our own
 We are consistent and transparent in what we do
 We take ownership of any enquiry and see it through until the end
We go the extra mile  We deliver the ‘Wow-factor’
 We take pride in what we do
 We continually look for ways to deliver a better service for our clients
 We treat all colleagues with respect
Our diversity makes us  We help break down barriers
stronger  We celebrate diversity
 We use other people’s insight, skills and behaviours to make us better at
what we do
 We are ambassadors for our client as well as for Mitie
 We share in our clients’ successes
Our customer’s business  We seek to exceed our customers’ expectations
is our business  We work to resolve issues
 We build long term relationships with our clients
 We understand what is important to our clients

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Preparing for the Performance Review (Manager)

Before the review meeting

 Set aside enough time
 Book a room and time in your diary and the diary of the employee whose performance you are reviewing
 Ensure you won’t be disturbed – switch off phones
 Prepare in advance – make sure you know how the employee has performed, whether they have achieved
their objectives, include any feedback you have from others, make sure you have examples to support your
comments
 Remind yourself of key info including the Mitie values and the performance evaluation criteria
 Ensure you understand SMART objectives and that you know what your team objectives are
 Use the MiReview form as a guide

In the review meeting

 Discuss any objectives set at the last appraisal and whether they have been achieved - make sure it's a two-
way discussion - what does the employee think? What obstacles did they encounter, how did they
overcome these? Remember that any feedback should be constructive.
 Agree further objectives together-make sure they are SMART objectives
 Discuss and agree appropriate training or support which will assist the employee in meeting the incoming
year's objectives
 What career aspirations does the employee have and what support or training would they need to achieve
these.
 Make sure the employee understands the next steps – rating subject to change through calibration
 Always end the meeting on a positive note looking forward to the incoming year

After the review meeting

 Complete the form and give the employee a copy
 Advise your HR contact of the performance rating for your team members. They will provide further detail
of how to do this. It is critical that you do this as performance rating is critical for pay review and bonus,
for those eligible.
 Arrange the agreed training/support
 Review the objectives regularly – don’t wait until the next performance review to discuss your team
member’s performance, regular feedback is required in the normal process of management.

Preparing for the performance review (employee)

 Prepare for your review by thinking about your performance, proposed objectives, development needs,
career aspirations and how your manager can support you.
 What have you achieved this year?
 What would you like to work on in the coming year?

Setting SMART Objectives

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Your objectives should cover things you want to achieve/ improve in your job and/ or relate to personal
development/ training.
Try and make them SMART:
SMART means:

Specific – What are you going to do?

Measurable – What will have changed if you complete your objective?
Achievable – Be sure that it is something that can be completed allowing for day to day demands of the job
Relevant – Both in terms of the individual’s role and what is required by customer/ department
Timely – Put a realistic timescale to complete objective
If you are stuck look at the completed example forms for positions closest to your role, this may help generate
ideas for objectives.

Performance Ratings
You and your manager will discuss your performance rating. This is an evaluation of your performance over the
period being reviewed. Understanding the levels of performance across the organisation is an important part of
ensuring we have the right people in the right places and that development is focused in the areas where it is
needed. Your performance rating will also be taken into account during the pay review process and the Annual
Bonus Plan, if you are eligible to participate.

Developing Delivering Outperforming Exceptional

Headline Needs some Does a good job Absolutely suited to Excels in role
support in and delivers what the role and delivers delivering
picking up the the role requires beyond what the role significantly beyond
requirements of requires what the role
the role requires
Description The individual Overall, the The individual often The individual
has fulfilled individual meets exceeds what is consistently exceeds
performance and performance and expected of the role what is expected of
behavioural behaviour in both performance the role in both
expectations for expectations for and behaviours. performance and
the role in some the role. The Their output is of a behaviours. Output
areas but not all. individual’s very high quality in is of an exceptional
Requires more output us of a all areas of quality in all areas
than expected good quality in responsibility. They of responsibility.
level of guidance their areas of are viewed as adding They excel amongst
in their day to responsibility. value to the their peers and have
day role OR the organisation. been identified as
individual may having the potential
be new to the role to step into a
and the manager management /
has not had the leadership role at
opportunity to some point in the
assess their future. They visibly
performance in contribute to
all areas. company success.

Example of performance review: Cleaning Supervisor

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Focus
Area
(optional How am I doing? My SMART objectives
– for
guidance
only)
Customer We are achieving SLA at 90% To bring SLAs up to 95% within 3 months and
maintain these, regularly communicating with
Customer feedback is very positive
customer to ensure they are happy with our service.
I’ve been asked to help at other branches
NPS score is on target
Technology I don’t use a lot of technology in my role Learn how to use learning hub to complete 4 identified
but I would like to learn to use the learning online courses in the next 3 months.
hub so I can undertake online courses.
Undertake excel training on learning hub and take on
I have started using excel to produce my responsibility for monthly reports for 3 other branches.
monthly reports.
I have started using retinue to arrange
temps.
I log into People Hub
Finance I’ve started to understand more about the To assist other supervisors with an attendance
commercials of the contract that I work on management programme to support them in achieving
and my manager has explained to me a 2% reduction in absence and subsequent cost savings
elements of the P & L. in agency temps over the next 6 months.
I have reduced absence in my team by 2%
which has a positive impact on financial
performance as it has reduced the need for
agency temps.
People I have managed to maintain the site to a With assistance from my manager and the current
high standard and retained current staff for procedure, recruit for the new cleaning position
the last 6 months since my promotion. currently being advertised, ensuring that each step in
There was poor staff retention before I was the process is followed and documented. By end of
promoted. February.
I have trained all the staff on using a buffer
and chemicals.
I have held regular team briefings including
promoting the ‘Work Safe, Home Safe’
campaign

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Career History:
Time in Current role: 6 months Previous roles: Cleaner
What are my development areas to achieve my How support do I need? i.e. Learning Hub, course,
targets? activities etc.

I would like to learn more about ways I could Undertake relevant courses on learning hub:
motivate/ direct my team and how to deal with - Holding effective meetings
performance issues. - Giving effective feedback
To handle my workload more effectively when - Managing poor performance
staff are off sick.
Attend course on managing attendance

What would I like to do next? What are my

How will I get there?
career aspirations?
I will deputise for my manager when they are away
I’d like to be in a position to apply for a more
from the business.
senior role within the next 18 months
I will shadow my manager one day per month.
I will buddy with a more experienced supervisor.
I will find a mentor to support my development.
I will cover at other stores to expand my experience.
I will become more involved in the financial elements
of the contract.
Agreed Next Steps

Undertake learning hub courses in next 6 months

Shadow my manager 1 day per month from next month
Buddy new supervisors – assist with their training
Cover at other stores when supervisors are on holiday
Carry out performance reviews for my team members so that their objectives support mine
Attend supervisors away day

Where can I find further information?

The MiReview forms are:
MiReview Employees – My Development MG(F)565
MiReview Form - Management & Professional MG(F)564
There are also a number of courses on learning hub that may be helpful.

Performance Management at Mitie

At Mitie we’re focused on delivering the ‘Exceptional, every day’. That means we don’t just focus on performance
management during the MiReview process, but we incorporate it into our daily business. Our performance
management processes include development plans, talent management, performance improvement plans and
potential programmes.

© Mitie 2019 Classification: Mitie Internal