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Appraisal of individual Appraisal of individual performance in the civil serviceperformance in the civil service

Dr. Hans-Achim Roll(rollconsult@gmx.de)

Podgorica 22-23 November 2010

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Performance ManagementPerformance Management

The two purposes of civil service management: effectiveness, efficiency and civil service values

Organisational and individual performance management

The role of appraisal in a performance management system

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Elements of a performance management system

Setting objectives and planning work Continually monitoring and providing

feedback Developing the capacity to perform Assessing/appraising individual

performance periodically Rewarding good performance and

sanctioning poor performance

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Appraisal schemes(trends)

Variety of appraisal schemes and “best” practice

Reform efforts and administrative culture (more hierarchic/more communicative and cooperative)

General trends: • decentralization of the design and

implementation • changing relations between superiors and staff • linkages to performance related pay and

promotion• simplification of appraisal procedures

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The two major types of appraisal schemes

Traditional/standardized schemes: performance measured against a set of mandatory/optional criteria (competencies, skills, conduct); advantage:comparability, disadvantage: subjectivity and unclear terms

Target agreements/individualized schemes: performance measured by the degree of target achievement; advantage: transparency and motivation, disadvantage: reduced comparability, negotiating targets difficult

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Elements of appraisal schemes

Appraisal frequency: annually, every two years, other intervals

Rating system: grades (three, four, five grades scales), verbal evaluation, no explicit rating

Evaluator: immediate superior, head of department/administrative body, commission, self-assessment, others

Appraisee: every civil servant, some positions excluded

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Problems and challenges (1)

Appraisal interview: expectations with regard to an open and cooperative feedback often differ from reality

Objectivity/subjectivity: need for checks and balances (second evaluator, role of HRM unit, appeals)

Ratings: inflation of the best grades; remedies: verbal evaluation instead of grades (?), introduction of binding/non binding rating distributions (?)

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Problems and challenges (2)

Managerial shortcomings: inadequate flow of information and insufficient commmunication of targets, decisions without involving employees, difficulties in solving group conflicts, deficiencies in superior´s management behaviour (dedicating time and resources, openness and honesty), behaviour too formalistic and „bureaucratic“

Additional workload for middle management; remedies: design of assessment forms, number of procedural steps, electronic staff assessment ; areas for further development: policies for out-performers and under-performers

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Recommendations (1)

Appraisal schemes are an important instrument to ensure the development of a professional, accountable and merit based civil service.

Staff appraisal is a continuous process throughout the whole appraisal period, and not just a once year event;

The appraisal scheme needs to be monitored and adapted if necessary.

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Recommendations (2)

To make appraisal schemes successful and credible the legal provisions must be implemented properly; this requires managers with the necessary willingness and abilities.

Important preconditions for the introduction of new appraisal schemes:• Transparency of the process• Involvement of the employees/trade unions• Thorough training of managers• Conformity with the respective administrative

culture