Improving individual performance: Effective Performance Management Systems for Small States

Regional Caribbean Conference on Improving Public Service Performance in

the OECS in times of crisisRex Saint Lucian HotelNovember 2 – 3, 2009

Presenter: Beresford Riley, Government of

Trinidad and Tobago

Agenda Managing Individual Performance :

some perspectives

The experience of the Public Service of Trinidad and Tobago

Lessons for small states

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SOME THEORETICAL PERSPECTIVES

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Performance

Performance refers to “outcomes, results or accomplishments” Rothwell, 2005

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Components of Performance Four components of performance

A performer Behaviour Situation Results

Morhman et al ,1989

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Performance management Performance management is,

“a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.” Aguinis, 2005

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Performance management

“A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.”

Aguinis, 2005

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Performance Appraisal Performance appraisal is “the

systematic description of an employee’s strengths and weaknesses.”

Aguinis, 2005

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THE EXPERIENCES OF THE PUBLIC SERVICE OF TRINIDAD AND TOBAGO

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The T&T Experience

Establishment of the Performance Management and Appraisal system (PMAS)

Introduction of the Ministerial Performance Management Framework (MPMF)

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Performance Management and Appraisal System (PMAS)

Replaced trait-based staff reporting system

Reduced reliance upon supervisor perception about whether employee possessed qualities such as loyalty

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Characteristics of PMAS

• Results -based• Built around a continuous process

Cycle involves Performance Planning; Performance Support; Performance Review

• Linkage to strategic planning process • Developmental focus• Documentation critical

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PMAS Process

PLAN PERFORMANCE (Strategic, Operational Plans

Job Clarification) SUPPORTING PERFORMANCE

(Monitoring,

Coaching, Feedback)

FINAL REVIEW OF PERFORMANCE (Results vs. Expectations)

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PMAS Documents

PLAN PERFORMANCE (Position Description)

MONITOR & SUPPORT

PERFORMANCE (Appraisal

DiscussionRecord)

FINAL REVIEW OF PERFORMANCE (Performance Appraisal Report)

PMAS Challenges• PMAS introduced before

Organizational Performance Management System; performance culture is now being developed

• In the context of a fledgling HR system, other activities often given priority over PMAS

• Requirement to train 60,000 officers in new skills and behaviours

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Ministerial Performance Management Framework (MPMF)

A home grown system for managing Ministry and Department performance

Developed by Permanent Secretaries and Heads of Departments in 2004, 2005

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MPMF Policy Objectives The objectives of the policy were

to ensure the: Success and institutionalisation of a

results-based performance management culture

Achievement of the goals of Vision 2020 by linking individual and team performance to ministerial business plans

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MPMF Policy Objectives Cont’d.- Provision of a balanced approach

for measuring performance results and competencies

Development of core competencies that reflect the values and skills that are necessary for individual and government success; and

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MPMF Policy Objectives

Cont’d. Promotion of job satisfaction in a

motivating environment, and the recognition and reward of good performance.

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MPMF – Project Goal

To increase the performance and effectiveness of Ministries and Departments in the enhancement and delivery of quality public services as laid out in national and organisational strategic plans

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MPMF - Components The five key components of the

MPMF are: Ministerial Performance Management Team Performance Service to Citizens Employee Engagement Achievement of Vision 2020 Goals

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The MPMF model

Achievement of Vision 2020

Goals

MinisterialPerformance

EmployeeEngagement

Management TeamPerformance

Service to Citizens

Ministerial Self-Assessment Four performance dimensions

assessed: Effectiveness Efficiency Relevance Financial viability

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Ministerial Self-Assessment Cont’d.

Two complementary steps Developing the organisational profile

Conducting the organisational self-assessment

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Assessment of Management Team Performance Use of a multi-rater (360 degree)

assessment process

Manager assessed against fourteen core competencies required by senior managers

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The Competencies Competencies for Public Service Leaders

INTELLECTUAL

Cognitive Capacity

Creativity

RELATIONSHIP

Interpersonal Relations

Communication

FUTURE BUILDING

Visioning

MANAGEMENT

Action Management

Organizational Awareness

Teamwork Partnering

PERSONAL

Stamina / Stress Resistance

Ethics and Values

PersonalityBehavioural

FlexibilitySelf-Confidence

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Outputs of Assessment Confidential Individual report Report on performance of

management team Development of individual action

plan Development of Management

Team action plan

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LESSONS LEARNT

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Lessons Learnt Need for alignment of individual

employee appraisal system with system for managing organization performance

Assess performance on a number of different dimensions

Need to develop systems to suit one’s particular context and needs

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Lessons Learnt Cont’d.

Need to utilise competency-based management approach

Need for a systems perspective. One aspect of the system impacts another. E.g. Development of core competencies has implications for recruitment and selection, training

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Lessons Learnt Cont’d. Need to adopt a change

management approach, inclusive of Research on best practices Involvement of key stakeholders Assigning dedicated leadership to

change Review of existing processes, utilising

new technology where appropriate

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Lessons learnt Cont’d. Need to adopt a change

management approach, inclusive of: Developing an appropriate

communications strategy Building the required knowledge,

skills and attitudes Developing the required tools

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Lessons Learnt Cont’d.- Evolving Strategies in Meeting Challenges of PMAS

• Training of Staff directly • Training of HR Practitioners• Coaching of HR Practitioners• Development of Training Tools:

PMAS Toolkit Training Video, “Shaping Performance:

Appraising Mr Paul”

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The End

Thank You

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