Chapter 07b: Managing the Work Focused Interview –
QAF Good Practice for Advisory Team Managers
(ATMs)
Overview of the process - what are we looking at?
1. The Work Focused Interview
is committed to continual improvement. The
key vehicle for this is the Quality Assurance Framework (QAF) for Advisers.
While this guidance will focus on the QAF, its principles can and should be
applied to any aspect of the process.
2. The QAF is primarily intended to help in the development and
maintenance of a high quality advisory service. The QAF observation process
looks at the application of Work Targeted Interviewing (WTI) and the
associated interviewing skills. In addition to this the enhanced QAF also
encompasses the other activities advisers are expected to carry out. Evidence
is gathered which will help identify:
adviser strengths;
areas of development need; and
good practice that can be shared with others.
Basic principles to apply to managing the WFI
Flexibility
3. The QAF has been developed to reflect the needs of individual advisers
from complete beginners to experienced advisers. It is designed to support
the training in this technique that is provided by the Personal Adviser Learning
Centre accessed via the Learning Support Sites and Learning Centres page
and the adviser routeway. Whilst Advisory Team Managers (ATMs) will
obviously observe a whole interview, they must only gather evidence on the
specific aspects of a QAF Checklist that they have previously agreed with the
adviser.
Frequency
4. As a minimum, one QAF per adviser per month. This will vary according
to the skills and experience of the adviser. Inexperienced advisers, and those
with clear development needs, will require more frequent observation than
those who are more experienced and highly skilled.
5. However, ATMs may wish to carry out more frequent
observations/discussions with experienced advisers to identify good practice.
Evidence
6. The enhanced QAF process relies totally on evidence. ATMs must not
award a standard based on opinion. If the adviser does not provide evidence
to support an aspect of performance then the adviser should not be awarded
a ‘score’ or ‘rating’. We must have evidence to:
justify the standard that is awarded;
ensure impartiality;
avoid potential of disputes (evidence is less prone to challenge);
make it easier to define progress and agree when progress has been
made; and
show us where we have specific development needs as well as
examples of best practice.
Standards
7. We need agreed standards to give a common and consistent approach to
rating the performance of advisers. Having this consistent approach will make
it easy to identify both good practice and areas that need development. The
QAF Checklists all have set standards and clear definitions of standards.
Each standard, or rating ATMs award, must be supported by evidence.
Feedback
8. Following any observations (QAF Checklists 1, 2 and 3) the ATM (or other
observer) must give prompt feedback to the adviser. Where possible within 5
or 10 minutes of the interview ending would be considered best practice. This
time should be used by the ATM to reflect on the elements of the interview
observed so that coherent and integrated feedback can be offered.
9. QAF Checklists 4 and 5 are based on the portfolio of evidence provided by
the adviser during their one to one discussions with their ATM, although it
may be that some behaviour is observed by the ATM through day to day
contact with an adviser. Feedback will therefore be focused on this evidence
and the time taken out for the discussion.
Planning
10. To gain maximum benefit, using the QAF within the office must be
systematically planned and co-ordinated.
11. Before you start be aware that many things can interfere with interview
quality.
How external factors can affect interview quality
12. An external factor is anything outside the control of the adviser which
adversely affects the adviser, their customer or both during the course of the
interview resulting in a drop in interview quality.
Introduction
13. ATMs must ensure that external factors do not have an adverse impact on
interview quality. Controlling external factors enables advisers to use their
interview skills effectively. The investment that ATMs make in upskilling
advisers will be wasted if external factors prevent them from applying the
skills they have gained.
14. If the external factor affects the adviser, the effectiveness of the interview
will diminish. They may be unable to employ work targeted interviewing
techniques or apply their knowledge and skills appropriately.
15. If the external factor affects the customer they may be less willing or able
to participate fully in the interview.
Recognising External Factors
16. Often ATMs will react to external factors as they occur during the working
day. Interview observations are an ideal opportunity for ATMs to assess and
take measures to control external factors they might not have previously
recognised.
What to do when an external factor affects an interview
17. Evaluate the impact of the external factor on the specific interview being
observed rather than applying a level of tolerance to all advisers. Reassure
the adviser that the assessment of their performance in the interview will not
be penalised by factors beyond their control.
18. Consider how the external factor affected the interview and what action
can be taken to avoid a repetition.
19. Many external factors can affect concentration or build unnecessary
pressures and thus adversely affect the quality of the interview. The most
common are:
workload pressure.
interview environment.
difficult interviews.
lack of training/development/management support.
Workload Pressure
20. Most people can cope with intermittent workload pressure, but constant
pressure is a more serious problem that affects performance if not properly
managed. Look out for warning signs that work related pressure is or could
become a problem. There are a number of sources of uncomfortable pressure
that must be effectively managed:
Office Organisation
21. Ensure that the office organisation meets the needs of advisers by
consultation with adviser teams.
Time Pressure
22. Time allowances for interviews are set on LMS. These can be altered for
each appointment as it is booked or changed for each appointment type at
individual sites. Time pressure increases during interviews if time allowances
are reduced or tasks to be completed increase.
23. If time is short advisers may cut corners, especially during the evaluation
and exploration parts of the interview. The interview can become focused on
procedure rather than on the customer’s needs.
24. However, since the introduction of Flexible Interventions as part of the
work focused support available through the Jobcentre Plus Offer, time
pressures should be significantly reduced if ATMs and advisers set the timing
of flexible interventions appropriately to each customers needs.
25. Ensure that all referrals from assistant advisers to advisers or from one
adviser to another are necessary, serve a useful purpose and are not simply
because the assistant adviser or adviser is unsure what to do with the
customer.
Factors that increase time
Suggested Remedial Action
pressure in interviews
New processes introduced
If national changes cause problems give details in
appropriate reports. Review existing interview
content.
Excessive clerical work
Make sure there are sufficient adviser support
officers/assistant advisers to support advisers.
Avoid introducing local forms, unless essential.
Make full use of the reports available from ADAPT
instead of collecting clerical MI. Further information
on these reports can be obtained from your local
ADAPT contact.
Time pressure caused by
Make sure advisers conform to time allowances.
other advisers not finishing
Monitor interview content as part of observation and
interviews in the time allowed
feedback.
Appointment systems/diary
Review local time allowances regularly and ensure
management
you and your advisory team understand their role in
diary management and flexible interventions.
Customer is late for
Decide an office policy on lateness and rebook if the
appointment
customer is later than the time specified in this. Stick
to the policy. Further information on reducing fail to
attends and late attendance can be found in the
Performance Team Leader Manual.
Changes within Job Roles
26. Jobcentre Plus advisers work in a constantly changing environment. The
responsibility for managing changes locally lies with ATMs, but everybody is
responsible for identifying problems and suggesting solutions.
27. Steps can be taken to minimise the effect of changes in job roles:
give as much advance notice as possible of changes to advisory work.
focus on the benefits of the change.
establish the limits of local authority/discretion regarding the change.
encourage debate on how the changes can be implemented locally,
giving affected staff ownership of those areas which they can
influence.
28. Negotiating change implementation in this way rather than imposing it has
a number of benefits:
it gives people as much advance notice of the change as possible,
allowing them to adapt their working practices.
affected people participate in the change.
unrealistic expectations are managed; local limits of discretion are
established.
advisers’ experience is taken into account as part of the implementation
process.
Interview Environment
29. The interview environment must be as comfortable as possible so that
customers and advisers can concentrate, making the interview effective.
There are several areas to consider when assessing the interview
environment and observing interviews that can have an effect on interview
quality. This section looks at some of these and some remedial action.
Location of Equipment/Facilities
30. Any equipment the adviser uses in their normal job must be within easy
reach of their desk so that the flow of the interview isn’t disturbed by their long
absence. In contrast, any shared equipment (for example printers) must not
be too close to the interview area to cause distractions when other people use
it. It is important to get the balance right.
Lack of Privacy
31. As part of interview preparation, the adviser should check if the customer
requires a private interview room. The Appointment Booking System allows a
room to be booked but this is often dependent on the customer requesting it.
Reasons for requiring a private room include:
customer has a hearing impairment making communication in the main
interview area difficult.
customer has emotional issues.
confidential information is to be discussed.
Temperature
32. It will be difficult for advisers and customers to concentrate if they are
uncomfortably hot or cold. Take steps to prevent either of these extremes
occurring.
Noise
33. Background noise is certain to occur in an open plan layout, especially
when large numbers of interviews are taking place. Take action to reduce
avoidable noise from sources such as telephone calls, public/staff access
terminals and printers, nearby conversations, etc.
34. Music can be useful in providing a non-physical barrier, creating a degree
of privacy, but make sure that the volume is limited to a level that doesn’t
interfere with the course of business.
Volume of Conversations
35. The noise generated by several simultaneous interviews can be
considerable. Some people are unaware of just how loudly they talk or how
far their voice projects. For advisers this can cause problems for their
colleagues and result in the loss of privacy for customers.
Telephone Calls
36. Encourage advisers to divert their telephones to colleagues during
interviews.
37. Staff should not use their mobile phones in the office and customers
should be encouraged to turn theirs off.
38. Telephones for public use should be located away from interview areas to
cause as little disturbance as possible.
Special Interview Needs
39. Ensure advisers make arrangements for interviews with people with
special needs. For example, people with hearing impairments may need
induction loops, lip speakers or sign language interpreters. A longer interview
may be necessary.
Office Layout
40. The layout of the office area must take account of the needs of both
advisers and customers. Consider levels of lighting, noise and temperature
and access for disabled people.
Reception
41. Make sure there is sufficient reception/floorwalking resource to meet
demand to avoid customers approaching advisers and disrupting interviews.
Interruptions
42. Adopt an office strategy that avoids interruptions of any kind during
interviews. For this to work it may be necessary to make arrangements for
dealing with queries from inexperienced staff.
Difficult Interviews
43. Most contact with customers are efficient, effective and friendly. Some
interviews, however, may cause extra pressure whether there is hostility or
not. Examples of difficult interviews:
Example Suggested
Action
(take account of this during observation and feedback)
Communication is through
Allow more time for the interview.
an interpreter
Customer has learning
The work targeted interview may take place over
and/or emotional difficulties several interviews.
Customer has been
Seek advice from your District Third Party Provision
affected by the availability,
Manager (TPPM) if there are no improvements.
quality or reputation of local Encourage advisers to identify and report gaps in
provision
available provision.
Consider use of the Flexible Support Fund to fill any
gaps in local provision but only after all other avenues
of financial support have been fully explored and it is
confirmed that none is available before committing
expenditure.
Customer’s benefit has
Avoid discussing benefits in the work focused
been affected by a labour
interview. Sometimes it may be necessary to consider
market decision
postponing the interview if the customer is
unresponsive until the benefit situation has been
resolved.
Complaints from Customers
44. These should be dealt with impartially. For example where sanctions have
been imposed, direct the complaint to the regulation, steering it away from a
member of staff.
Lack of Training/Development/Management Support
45. Customer Service Operations Managers (CSOMs) have to strike a
balance between meeting the training needs of advisers and staffing the
office. Adviser learning and development can come second to chasing
targets; staff not being released for fear of missing targets. This, however, is a
false economy. Recent evidence suggests that if advisers follow the work
targeted interview structure (using PIGEEP) correctly, they are more
successful in getting people into jobs than those who don’t. As adviser training
focuses on using PIGEEP, the benefits are obvious and almost immediate.
46. New advisers must undertake appropriate training before conducting
unsupervised interviews. Advisers with some experience are still likely to
benefit from further training and development to:
allow them to develop new skills, ideas and methods;
share good practice;
feel valued;
prevent complacency and maintain standards; and
ensure interviews are work targeted.
47. Observations undertaken as part of the QAF are instrumental in identifying
training and development needs. Feedback, following observations, is an
opportunity to discuss this with advisers and allows ATMs to show
commitment to their adviser’s development. ATMs should design a tailored
package to support the adviser’s particular development needs. This could
include:
formal out of office training courses.
mentoring.
PC based learning.
observations of other advisers (particularly those who demonstrate best
practice in specific areas).
coaching.
48. ATMs, by undertaking observations and giving feedback, are more able to
find out if any external factors adversely affect interviews. Failure to tackle
external factors can be seen as poor customer service by customers and lack
of management support by advisers. There are a number of potential
consequences including:
interview quality, performance and results will continue to be adversely
affected.
the credibility of processes such as appraisal will suffer if they appear to
be driven solely by performance without regard for difficulties imposed
by working conditions.
increase in staff sickness and turnover.
Legal proceedings.
Starting to use the QAF
49. Prepare a plan to explain what the QAF is and how it will be used within
the office. Circulate this to all staff. As a part of the plan, issue and explain the
QAF standards. Explain how these will be linked to the training and
performance and development processes within the office. The office plan will
need to clearly define:
the roles of all ATMs and their individual responsibilities for each step
within the QAF observation process;
how the agreement of personal objectives will take place, and how
these will then feed into the appraisal system;
clear guidelines on the number of QAF observations per adviser; the
minimum is one QAF per month, but some advisers will, however,
need more frequent observation and support, especially new and
experienced staff;
arrangements for regular feedback to report on how QAF use within the
office is progressing and working. Examples might include looking at
how QAF is used in the District, or team needs that are emerging from
QAF use. Feedback might be on a monthly basis at staff meetings, or
through any district/local marketing magazine. Good practice should be
shared throughout the district; and
office systems dealing with learning and development, so that individual
needs identified from observations and discussions can be
systematically addressed by the completion, implementation and
evaluation of individual training plans.
50. Finally, build into the plan a process for making sure that the most up-to-
date version of the QAF is known and used within the office/District.
Approach to observation (QAF Checklists 1, 2 and 3)
Training for observers
51. The plan will also need to ensure that everyone using the QAF is trained in
its use and able to use it reliably and effectively. As a check on this carry out
regular observation of all observers conducting the assessment and feedback
process and provide feedback to observers on their performance. Provide
training/development where appropriate. Ensure the feedback is delivered
constructively and content reflects strengths and addresses areas for
development, leading to improvements in performance.
52. ATMs and their line managers must share good practice within the office.
53. The Learning Support Sites and Learning Centres page and the Civil
Service Learning site have a range of products that will give you the
opportunity to develop the skills and techniques needed to be able to coach
your team members. Once you have registered and are in the Civil Service
Learning site, you can see the coaching material available if you use the ‘Look
for Learning’ search facility (on the top right hand side of the page) and type in
‘coaching’ and click the ‘Go’ button.
Agreeing the observation process with the adviser
54. The primary emphasis in QAF observation is the WTI process and its
supporting skills, but the observed interviews must also be ‘right’ procedurally.
Other aspects of the advisory role are tested in QAF Checklist 4 to gain a
rounded picture of adviser performance.
55. The observer should agree with adviser:
which interviews will be observed;
how many interviews will be observed;
how often interviews will be observed (at least one a month);
if the adviser is multi-functioning, what type(s) of interviews will be
observed;
what aspect is being observed, for example quality in terms of skills, or
compliance with the procedures; and
for QAF Checklist 4, the activities relevant to the adviser’s role should
be decided at the beginning of the observational period; for
experienced advisers this will probably be at the start of the year or if
their job role changes; for new advisers, it’s likely to be updated more
regularly.
56. They should also agree how to explain to the customer both the observer’s
presence during the interview and that it is the adviser, not the customer, who
is under observation.
57. A single observation will not be sufficient to cover the application of all
skills. A particular observation could be on one (or at most two) key
behaviours, for example, evaluating and exploring.
Deciding what and how much to observe
58. An interview can be observed from several viewpoints. However, it is not
practical to observe an interview from all of those viewpoints simultaneously.
For example, it is possible to observe an interview to evaluate:
whether the adviser conducted the interview in structured way, (QAF 2)
how the adviser applied their interviewing skills, (QAF 1), or
how the adviser applied their specialist knowledge (QAF 3).
59. Subsequent observations may then focus upon specific developmental
needs and/or good practice identified. Guidance on using the QAF Checklists
is given in Chapter 7.
60. The observation Checklists are available for printing on the intranet.
61. Don’t use more than one observation Checklist or try to observe other
aspects at the same time.
Interview structure and observation
62. It is important to remember that:
it is good practice not to cover too much in one observation as it is likely
the interview being observed will include areas outside the QAF
Checklist being used.
although discussions will vary depending upon the customer’s
circumstances and the type of interview, the process is similar in most
interviews.
good quality interviews are organised and purposeful and go through
distinct stages.
63. In contrast, an interview structure which is disorganised, or which
encourages automatic probing of a standard list of topics, is wasteful and
inefficient.
64. When observing, assess whether the adviser was:
flexible in their approach whilst performing an acceptable WTI interview;
or
following some internal checklist of their own, taking no account of
customer needs or the need for a WTI approach.
Feedback
65. After each observation:
discuss the results as soon as possible with the adviser (book some
time in the adviser’s diary for this). If the observer cannot give
feedback immediately, they should discuss performance briefly with
the adviser and make sure they provide full feedback within 2 days;
identify any factors beyond the adviser’s control that may have
influenced the conduct of the interview;
agree appropriate action to develop or maintain interview quality. These
may include office action, on-the-job coaching, or re-training; and
where applicable, agree when to observe further interviews, to confirm
that interview quality has improved.
66. As a general rule, feedback and discussion will be longer and more
detailed with a new/inexperienced adviser when the observation is part of a
longer coaching programme and somewhat shorter with a highly
skilled/competent adviser when the check may be just to ensure there is no
complacency and the excellent standard is being maintained.
Good Practice for ATMs giving feedback after observing
interviews
67. 10 Tips for Giving Good Feedback:
Be
specific rather than general. Give specific, accurate examples of
what a person has actually done.
Feedback should describe
facts. It should be
non-critical in the sense
of avoiding negative evaluation, so always try to use a neutral factual
statement and avoid value words such as good/bad/poor/well.
Timing is important. Ideally, feedback should be given immediately
after the interview rather than being delayed. The adviser should have
enough time to compose themselves and reflect on what they have
done, but not so long that they have forgotten the interview. The
interview should still be clear in the PA’s mind.
Feedback, like an interview, should be a two-way exchange. The
adviser should be invited to speak first, comment throughout and ask
questions as you go through and at the end.
Listen to what the adviser says – the things they reflect back on are the
things that they remember most about the interview. These are the
things on which to focus your feedback.
Most people can only assimilate
3 or 4 points at a time. Feedback
should be given in small enough chunks so the person can assimilate
the information and remember it. Select chunks of information that are
most important and limit your feedback to not more than 3-4 points.
Don’t feel that you have to give the adviser every piece of information.
Only give as much information as the person can make use of.
Concentrate on what was done, what was achieved and highlight a few
selected
areas for improvement rather than focusing on the PA’s
shortcomings.
Feedback should be given in
plain language. Try not to use jargon,
simplify and explain where necessary, and check the PA understands.
Feedback needs to be
honest but sensitive. Being “nice” will not help
the adviser to develop their skills. Think carefully about what to say
and try not to make it a criticism.
Be
constructive. In giving feedback you should try to help people to
work out for themselves where their strengths and support needs are
and what needs to be done next.
68. Suggested Feedback Structure:
Allow time for you and the adviser to reflect and relax. Ask the adviser
to spend a few minutes noting down the key things they did well, and
something which they felt they would like to improve on.
You should also do this – try and stick to 4 or 5 things which they did
particularly well and one or two things which they could improve on.
Remember to relate this to the aims and objectives of the particular
skills practice.
Give the adviser the first chance to talk. It is much more powerful for
them to identify their strengths and weaknesses rather than face the
criticism of another. Evidence can then be presented to qualify or
develop the adviser's own analysis.
Listen and follow up as appropriate with your feedback, supporting
where the adviser was right about their performance and supporting
where their performance is different to what they thought.
Be specific and give examples of exactly what was achieved, exactly
how the adviser performed to elaborate on the feedback so far.
Cover only the main points. Try to limit this to 3-4 points. Include what
was achieved and areas for improvement.
Be positive and supportive.
Give praise. Where an adviser has done a particularly good interview -
acknowledge their effort.
Check the adviser understands and give opportunity to ask questions.
Use the feedback session after the interview to help the adviser identify
next steps in building up their interviewing skills.
Observation Checklist for Customer Service Operations Managers
69. An Observation Checklist for Customer Service Operations Managers
(CSOMs) can be found in Annex 1. This can be used by CSOMs as a simple
compliance tool whilst observing the ATM’s one to one feedback discussion
with the adviser.
Non-interview activity – gathering and evaluating evidence
(QAF Checklists 4 and 5)
70. Other aspects of the advisory role are tested in QAF Checklists 4 and 5 to
gain a rounded picture of the adviser performance. QAF Checklist 4 was
designed to give recognition to advisers’ non interview activity, and QAF
Checklist 5 relates to knowledge and how well advisers understand their role.
71. The activities listed on QAF Checklist 4 may not apply to all advisory job
roles. It should be agreed at the beginning of the QAF process (or beginning
of the appraisal year), which of the activities are relevant to the individual
adviser so that they are clear which activities they will be ‘scored’ on. These
should also be consistent with the adviser’s objectives. Once agreed the
relevant activities should be ‘ticked’ on a sample QAF Checklist 4 in the
column called ‘role’ for reference.
72. Evidence is gathered for QAFs Checklists 4 and 5 during a one to one
discussion, although it may be that some behaviour is observed through day
to day contact with an adviser. It is the adviser’s responsibility to produce
evidence to present during the discussion. As with QAF Checklists 1, 2 and 3
it should be agreed beforehand which areas of performance are to be
discussed.
73. The adviser needs to prove that they meet one of the standards for each
of the pre-selected activities. Evidence should be gathered throughout the
year and the adviser may have lots of evidence, if so, they need only select
the evidence that they think demonstrate best their competence in each
specific activity.
74. As with QAF Checklists 1, 2 and 3 the performance rating (score) must be
based on evidence, not opinion. The ATM should consider the quality of the
evidence and not the quantity of it. They should consider it on its factualness
and not in the way that it’s presented. The evidence should be compared with
the standards for each activity to enable the ATM to ‘score’ it objectively as
‘Best Practice’, ‘OK for Role’ or ‘Development Need’.
Summary of Best Practice
75. In summary:
communicate the importance of using the QAF Checklists and plans for
using them to all relevant people;
ensure you have the relevant skills to use each of the QAF Checklists
prior to starting;
inform advisers before using a specific QAF Checklist – i.e. what they
will be looking for, observing or discussing with them;
your feedback should be given as soon as possible (when using
observation QAF Checklists); and
next steps/development plans which include future QAF Checklists
should be agreed.
Annex 1 - Observation Checklist for Customer Service
Operations Managers
Activity/Behaviour to be Observed
Yes/No
ATM agrees observation process with adviser
(which QAF Checklist, where they will sit, etc)
ATM completes QAF Checklist appropriately during
interview
ATM does not participate in the interview (unless
asked for guidance by adviser)
ATM asks adviser to note down key things that
went well and something to improve on.
ATM first asks adviser for their self-assessment
ATM provides 3 or 4 main points of positive
behaviours
ATM backs up these points with evidence from the
interview observations
ATM highlights one or two areas for improvement,
providing examples as appropriate
ATM is positive and supportive
ATM checks adviser’s understanding
ATM provides adviser opportunity to ask questions
ATM works with adviser to identify next steps in
building on their interviewing skills (which are
added to adviser ’s Performance Improvement
Plan)