Co-operantics offers a unique new service in support of co-operative performance assessment

As your co-op develops there will be a growing need for skills assessment and analysis of where skills gaps might exist across the whole business. You may also want to think about quality controls, standards, targets or best practice, to ensure that all employee members are offering the best customer service, meeting agreed targets and complying with best practice while the co-op delivers the member benefits, terms and conditions that your members want. To achieve this, the co-op will require some kind of assessment, to ensure these standards are being met.

If these assessments are not carried out, members will be unaware whether or not they are meeting performance standards, there can be role confusion – duplication or gaps, which can cause tensions or conflict. If the assessments are carried out inadequately or if they are seen as a mere tick box exercise, they can cause resentment and frustration or – even worse – a feeling that you are being ‘got at’ or punished for some misdemeanour. If personal development and work related aspirations are not met, you risk losing valuable members from your co-op.

Achievement of goals and compliance with standards can be assessed using an Appraisal – which identifies the tasks, skills and knowledge involved within a job description and assesses performance. A more holistic, person-centred approach is the Personal Review, which focuses on personal development and members’ strengths and weaknesses so that strengths can be built on and training needs assessed. The training needs assessment could then be the basis for a Personal Development Plan – an excellent and proactive approach to career development, building up members’ skills and knowledge as part of continuing professional development for the benefit of members and the co-operative itself.

There are a number of ways in which your co-operative can address performance assessment, and Co-operantics can help you choose the right one, details below.

Designing an appraisals or review system Your Co-operantics consultant works with nominated member(s) of your co-op to review the processes you currently use and proposes improvements. This will usually take the form of a combination of workshops and consultancy.   We focus on how a new system will mesh with and reflect the ethos and strategy of the co-op, supporting workers and members to reach their full potential and the co-op to meet its members’ needs.
Member personal review  Individual members identify key elements and skills involved in their job description, then carry out a preliminary reflective review. The Co-operantics consultant then comes in and carries out a second review, in which we aim to challenge the individual, and help them to clarify their answers. The final step is to work together to identify personal improvements, training requirements and personal targets for creating a personal development plan.
Co-op Member competency appraisal Your Co-operantics consultant will help the co-operative identify and separate out ‘co-op member competencies’ from ‘job competencies’, drawing up a standard list of co-op member competencies that every member must fulfil. Members and probationary members are assessed either by the consultant or HR team or sub-committee, and any lack of competencies will form the basis of training or development plans.
Job competency appraisal Your Co-operantics consultant will help the co-operative identify and separate out ‘job competencies’ from ‘co-op member competencies’, drawing up a list of job competencies attached to every job description. Members and probationary members are assessed either by the consultant or HR team or sub-committee, and any lack of competencies will form the basis of training or development plans.
Buddy system  Each member has a ‘Buddy’ to support them – a bit like a personal HR worker. Co-operantics will mentor the Buddies – providing them with training and support. Like the personal review above, the member carries out a self-assessment review and discusses it with their Buddy. The Buddy then presents it and their recommendations to the committee, but without the member being present. The Buddy monitors progress on Action points agreed by the co-op, so the co-op decides improvement actions, rather than the member.
KPIs/personal targets  Co-operantics will run a training seminar on KPIs – what they are and how to use them for performance management. Worker-members are allocated Key Performance Indicators relating to their job role. Regular review meetings are held to assess performance against KPIs and discuss related issues.

Co-operantics can help you to address performance assessment, working to support your HR team or sub-committee or taking on delivery of the entire task. We can advise on the most appropriate approach depending on the type and culture of your co-op, the number of members and the sector you are working in.

Please get in touch with us if any of the above options sounds right for your co-operative. Alternatively, we are happy to discuss other ways in which we could support your performance assessments.

28. July 2015 · Comments Off · Categories: Uncategorized

The issue of how to carry out appraisals and personal reviews comes up as a common theme among worker co-ops.  Reviews can help us to:

  • ensure that our worker-members are adequately skilled, suitably trained and capable to perform their duties
  • identify issues that are making life difficult for members so we can provide support or training
  • identify opportunities and untapped skills/potential within our co-ops
  • ensure that the day to day job role reflects what people want to do with their life or ties in with their career progression so we don’t lose members
  • identify weaknesses and risks within the team

Personal reviews should be able to feed into or draw upon a “global view” of the whole co-operative, enabling it to assess whether or not it has sufficient skills, and spread of skills, among its worker-members to provide the goods or services that produce its income, and where risks to the business lie (such as reliance upon the skills of one member).  Reviews can also reveal weaknesses and gaps such as the jobs that are being carried out that aren’t actually anyone’s responsibility but are crucial to success.

If you are interested in reading more, we have gathered some information on different approaches we have come across which can be viewed on this page.  We also offer consultancy services to help your co-op design a process or get it right.

17. June 2015 · Comments Off · Categories: Uncategorized

Cooperantics and Rice Up Wholefoods are collaborating to provide a co-operative networking breakfast in Southampton.  Rice Up is providing venue space and taking care of catering.  Cooperantics is providing facilitation and promoting the event.  Both co-ops are contributing worker time for the mutual benefit of local co-operatives. All we are asking is that participants pay £5 to cover the cost of the breakfast.

  • Tues 14 July 2015, 8 am
  • at Rice Up Wholefoods, 20 Hanover Buildings, Southampton SO14 1JH

Why come?

  • Get that elusive contact that will help your co-op increase sales
  • Promote your co-op to a wider audience through other co-ops
  • It’s a great opportunity to brush up on your pitching skills in a safe environment
  • Meet members of other local co-ops – the first step to creating a mutually supportive network

About the session
We are using the “Principle 6″ approach to co-operative networking, developed by Sion Whellens of Calverts/Principle Six.  It provides a simple but effective framework for co-ops to pitch their needs to each other and access each other’s networks, strengthening our individual co-ops through co-operation.  If you were at the recent Co-operatives South East networking session or at the Worker Co-operative Weekend you will have seen how easy it is, and how effective it can be.
For those interested in reading more, the Principle 6 methodology is available for download here but the great thing about this approach is that anyone can participate. Principle 6 slides link

8.00 Breakfast
8.15 Introduction to Principle 6 networking
8.30 Pitching session
9.00 10 min extended pitch: Rice Up will give an extended pitch about their co-op
9.10 Referral session

We will finish sometime between 9.30 and 10.00 depending on numbers but you can carry on networking once the session is over.

Breakfast will be suitable for vegetarians/vegans. If you have any other dietary requirements please let us know.

How to book
If you want to attend please contact  Booking is important!

And don’t forget to share with other co-ops who may be interested.  Thanks!


The 5th Co-operative Principle, “Education, Training & Information”, serves as a useful reminder that one of the keys to success for a co-operative lies in investing in your members.  As well as job-specific and co-op specific training it’s important to help new co-op members understand that all co-ops share the same history, values and principles and philosophy as part of an international movement.

Our co-operative induction session picks apart the fundamentals of what it means to be a co-operative and enables new members to gain an understanding of how co-operative principles apply to their co-operative and their role within the co-op.

Co-operantics induction training includes:

  • What is different about a co-operative business? Different types of co-op
  • The history of the UK co-operative movement
  • Co-operatives as an international movement
  • Review of some essential co-operative skills: communication skills, participating in meetings, decision making
  • Rights and responsibilities of membership; member job descriptions and member agreements

We can offer a bespoke session for your new members; alternatively, if there is sufficient local demand we will run a regional session together with new members of other local co-operatives.  Contact us for more information or to discuss your needs.

Here are some testimonials from a recent Induction training with newer members of Essential Trading:

  • Really informative & good handouts. Be good to see others have similar training
  • Interesting
  • Very informative!
  • Very happy with the workshop especially the history of co-ops covered
06. April 2015 · Comments Off · Categories: Uncategorized

From Co-operantics. We’re taking a break for a few days. Please feel free to browse our site – you will find lots of useful information, tips, techniques and games. Or leave us a message: kate or nathan [at] and we’ll get back to you after Monday 13th April.

A picture is worth a thousand words, or so the saying goes. Pictures & diagrams can help us to simplify complex relationships. Imagine, for instance, if you were trying to describe all the lines of communication in your co-op. If you try it in words it might run to 30 pages, but you could probably sum most of it up in one (albeit complex) diagram.


How the different parts of your co-op might relate to one another?

That’s not the only reason you might find diagrams useful:

  • Some people understand images better than words
  • Some people don’t have the time or attention span to commit to a long written document
  • It is easy to “zoom out” and get an overview, to spot fatal flaws in a process or proposal

When trying to develop a new strategy for our co-op (e.g. new marketing strategy, or new way of organising the workload) one of the best tools I have found is to try and assemble the ideas in a diagram or picture – even if it is just words connected with arrows.

Have you ever spent a day working hard to develop a strategy or process, the group creates a diagram and then someone is given the soulless job of spending half a day turning those pictures into 4 or 5 pages of words. Somehow, the meaning gets lost in translation. Not enough people read the document because it’s just too much, too dense or becomes more complicated once it is put into words. Those that do retreat to solitude so they can focus enough to understand it. Readers have to construct a mental diagram to make sense of it. There is scope for people to not quite “get” the plan or get it in the wrong way. When the diagram is presented, everyone looks at it together, they challenge it and describe what they like or dislike, they grab the pen and make corrections, suggest improvements, add the missing parts or spot the “fail”.

Here are some sweeping observations I’ve made watching groups of people presented with diagrams or strategy documents:

  • Diagrams tend to provoke questions, challenges, declarations of not understanding (which is a good thing), identification of faults and problem solving suggestions. They also provoke physical interaction – people crowd together around the image.  Emotional responses such as enthusiasm or rejection are declared.
  • Written papers prompt semantics (arguing about the meaning of words), arguments about grammar, boredom, yawning and switching off. Discussion papers provoke a retreat into solitude.  It is difficult to gauge responses as emotions are guarded.

I’m not saying there isn’t a need for detailed procedures or guidance to accompany the overview – that is the next level of detail – but if developing understanding is the first goal, why do we turn pictures into words?


Example: An overview of the strategy for developing new services for members in a co-op, and recruiting other service users as members. How many words would this take to desribe?

Among the services that Co-operantics offers are:

  • Faciliation of strategic reviews/away days
  • Reviews and development of your governance and management
  • See an overview of typical services here

If you are looking for those services please get in touch


04. January 2015 · Comments Off · Categories: Uncategorized

Lucky winners of our ‘Business Tools for Worker Co-operatives’ survey prize

The New Leaf Co-op, Edinburgh have won three hours’ worth of mentoring support worth £250!

The survey produced some interesting results, somewhat confirming our beliefs about the challenges of delivering training to busy worker co-op members.

We will be developing an innovative initiative for delivering support on worker co-op management, and introducing ‘co-op friendly’ management tools in 2015.

Watch this space!

22. December 2014 · Comments Off · Categories: Uncategorized

It’s been a great year, with some hopeful & positive initiatives.  Here are some of our highlights:

See you at CBC’s Ways Forward III, Manchester in January &/or at Co-op Future’s Can Do Co-ops, Church Stretton in February

Thanks for all the support, work & fun we have had with our many friends, colleagues and collaborators & here’s to a successful, peaceful and co-operative 2015!

Wishing you a co-operative festive season

Wishing you a co-operative festive season

18. November 2014 · Comments Off · Categories: Coping with conflict

Conflict in itself in a co-operative is not to be feared and cannot be avoided – indeed it is evidence of a wide range of skill and knowledge, of different cultures and different levels of education and life experience. It can help build that all-important co-operative ‘culture’, it can develop good workplace relationships and it can trigger creativity and inspiration.

When it is unacknowledged, unresolved or destructive however it can imply significant costs to the co-operative – both human and organisational.

For individual members:

It can mean self-doubt and insecurity, high levels of stress, absenteeism, sickness and even eventually loss of members

For the co-operative:

It will mean time wasted in grievance procedures & dealing with the outcomes; poor team-working, loss of morale, schisms & cliques all resulting in lower productivity; it will mean high member/employee turnover, with additional recruitment and training costs; and possibly even the costs of attending an employment tribunal.

See ‘Coping with conflict’ for information on our services

10. November 2014 · Comments Off · Categories: Uncategorized

A quick link to a blog by Dave Palmer from the Wales Co-op Centre about the progress of their Housing Co-op support programme. We are among their providers of support to start-up housing co-ops.