• Taking time to reflect on working practices to consider if improvements can be made, which might be improving the effectiveness or efficiency of what is being carried out, to adapt the finished standard to ensure it is fit for purpose, or to consider alternative ways of carrying out a task. You are reviewing your performance by self-reflection with an aim being for self-improvement.
• Understanding your own responsibilities and accountabilities, and the limits of these, is an important aspect of personal performance because this is how you, or your line manager, can help measure the success of personal outcomes achieved.
• Understanding how your actions can impact on the image of your organisation, profession and also on how you project yourself, ideally as a competent individual.
• Knowing who to ask for information, advice and guidance for the task you have planned, and know the most relevant person to ask, following appropriate lines of communication.
• Ensuring you have a good understanding of the procedure and sequence of activity needed for the task which is to be carried out. Is there an operating manual which can be referred to? There certainly should be if it is an item of equipment which you are using within any part of the task.
• Understanding hazards and risks involved with maintenance activities and how these are minimised, along with any controls needed to ensure a safe process and outcome is achieved. Always check risk assessments associated with an activity and understand any documented safe systems of work provided by an employer.
• Understanding the likely implications and consequences of not carrying out a task correctly, especially where clarity was not first sought on any area/s of uncertainty.
• Set developmental targets and areas for improvements. Carry out a SWOT analysis, or performance needs analysis, of your skills, knowledge and behaviours. These can help to identify performance areas which can be improved by maybe a change in perspective, a change of behaviour or working practice, or a training or education programme.
• Undertake an annual performance appraisal, usually as part of an employer’s processes, to formulate actions for identified areas which may need immediate attention, or for a gradual developmental improvement.
• An annual performance appraisal can help outline a progressive development plan for an individual, identifying milestones and objectives along with dates and timescales. Objectives should be well defined, typically using the SMART procedure which can clearly state whether the objective has been achieved, or not, without subjective leeway being introduced.
• Having interim performance reviews is a good practice which helps to actively monitor ongoing progress and identify areas which might be a cause for concern or uncertainty, and which might be negatively impacting on performance and which might otherwise go relatively undetected. Reviews provide an opportunity to more openly discuss issues – both positive and those perceived as problem areas – in a formal setting, to enable adjustments to be made, and/or support to be given, within a workplace to help an individual achieve the objectives set in an appraisal.
• Receiving constructive feedback, either from peers, line manager, employer, customers (such as players), which when combined with self-reflection on your own skills, knowledge, behaviours, and achievements, can certainly help to maintain motivation and development of an individual’s personal performance.