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Improving Individual Performance Systems: Effective
Performance Management Systems for Small States
Improving Individual Performance Systems: Effective
Performance Management Systems for Small States
Rosemund R. Warrington
CARICAD
November 3, 2009
• The Context and framework for Performance Management
• The Case for Change
• The Performance Management Cycle
• Problems with PM systems in the Caribbean
• CARICAD’s model
• Requirements for Success
The Context for Change:The Context for Change:
Globalization
Shrinking Resources
Universality of Public Sector Reform
Demographics & Skills
Enterprising Internal Processes
Increasing Use of Technology
Public Services
Changing Citizen Expectations
Government Agenda
New Technology
External pressures for change
Internal pressures for change
Implications for HR ManagementImplications for HR Management
• Effective responses to the economic crisis should be identified
• Training, re-training and re-tooling of employees• Managing performance in the context of an
economic crisis• Strengthen areas of efficiency, reduce inefficiency
and waste• Quality service delivery• Recognise the importance of labour productivity for
overall economic growth and developmentSource: Kari GrenadeEconomist, Eastern Caribbean Central Bank, 2009
WHAT IS PERFORMANCE MANAGEMENT?
WHAT IS PERFORMANCE MANAGEMENT?
• Performance Management has been defined as a “Strategic and Integrated Approach to delivering sustained success to organizations by improving performance of people who work in them and by developing the capabilities of teams and individual contribution”. (Armstrong and Baron)
GovernmentPerformance
Organization Performance
UnitPerformance
LeadershipPerformance
Programme Performance
Team Performance
IndividualPerformance
Performance Model -
Organizational and individual Performance Interdependence
??
Ref: Denis Ives, CAPAM 2005
STRATEGIC HRM MODEL: A Strategic Fit
UNIT PLANUNIT PLAN
ORGANISATIONAL PLANORGANISATIONAL PLAN
NATIONAL PLANNATIONAL PLAN
INDIVIDUAL PLANINDIVIDUAL PLAN
Training &Dev.Training &Dev.
PerformanceMgmtPerformanceMgmt
Rec.&SelectionRec.&Selection
EmployeeRelationsEmployeeRelations
HR Planning / ICTHR Planning / ICT
Compens-ationCompens-ation
Health &SafetyHealth &Safety
Guides Strategy and PolicyGuides Strategy and Policy
Influences PerformanceInfluences Performance
R. Warrington, CARICAD
Are Employees aligned to the Strategy?Are Employees aligned to the Strategy?
If employees do not know their part of the plan,
They have no direction
Meaning they are disengaged and not focused
More than 30% of employees in organizations are disengagedMore than 30% of employees in organizations are disengaged
COMPLEXITY OF PERFORMANCE MANAGEMENT
COMPLEXITY OF PERFORMANCE MANAGEMENT
Administrative
InterpersonalAspects
TechnicalAspects
DevelopmentalFeedback
Design of an Appraisal System
Appraisal Interviews
Promotion, Pay
Performance Management CyclePerformance Management Cycle
Planning• Set Goals
• Establish and communicateelements and standards
Performance Management CyclePerformance Management Cycle
Managing/Developing• Measure performance
• Provide feedback
• Conduct progress review
• Address poor performance
•Improve good performance
Performance Management CyclePerformance Management Cycle
Reviewing• Summarize performance
• Assign the rating of record
• Recognize and reward good
performance
PERFORMANCE REVIEW METHODS
• 360-Degree Evaluation
• 720 –Degree Evaluation
• Rating Scales• Critical Incidents• Essay • Performance
Contracts
• Ranking• Paired Comparisons• Behaviourally
Anchored Rating Scales (BARS)
• Result-Based Systems
Problem with Systems of appraisal in the CaribbeanProblem with Systems of
appraisal in the Caribbean• No clear relationship between performance and
the overall objectives of the organization
• No clear system of job description in place in
these territories
• Ministries have not worked out their own objectives or the necessary structures for the "new" systems of appraisal
• Concern with strategic planning in the public sector is a recent phenomenon
• No overall plan for personnel relations at the national level and changes were accordingly introduced in an ad hoc manner
• The structure and culture of the public services themselves
• Cost- Some governments just did not have the resources to reward enhanced performance
Source:The Introduction of New Appraisals Systems in The Public Services of the Commonwealth Caribbean-Public Personnel Management Journal, Summer, 2000
From my personal knowledge of how it works…From my personal knowledge of how it works…
• Employees are graded on a “bell curve,” so that most workers are rated average or below average, regardless of the absolute level of their performance
• Employees have little input into the performance goals set for them.
• Performance appraisal is seen by managers and employees as a bureaucratic “paperwork” exercise that they do not take seriously because it has little impact on employee performance or development.
• Employees see nothing in the system for them; performance appraisals do not address their questions about skill development or career advancement
• The performance management system does not reflect or reinforce the organization’s strategy
• Performance ratings are very often inflated.
Structure AND Culture Structure AND Culture
STRUCTURESTRUCTURE
BureaucraticBureaucratic
Functional SilosFunctional Silos
Chain of CommandChain of Command
PyramidalPyramidal
CULTURECULTURE
Weak Internal CommunicationWeak Internal Communication
Poor Management/Employee Poor Management/Employee RelationsRelations
High Mistrust of Management High Mistrust of Management – Management/Employee – Management/Employee DisconnectDisconnect
Poor Human Resource Poor Human Resource Management PracticesManagement Practices
Poor Leadership and Poor Leadership and Management PracticesManagement Practices
Source: Dr. Kwame R. CharlesSource: Dr. Kwame R. CharlesQuality Consultants Limited, Quality Consultants Limited, Trinidad & TobagoTrinidad & Tobago
Leadership and ManagementLeadership and Management
Lack of RespectLack of Respect
Lack of Fairness & Consistency of Lack of Fairness & Consistency of TreatmentTreatment
Power by PositionPower by Position
Command & Control…Command & Control…
Mgmt/Employee Relations
15%Leadership &
Mgmt13%
Work Proc & Practices
14%Job Satisfaction
12%HR Practices11%
Comm8%
Co's Goals & Objectives
4%
Deals with Change
3%
Compensation3%
Customer Focus
3%
Supervision2%
Other7%
No Answer5%
WHAT EMPLOYEES SAY WILL IMPROVE THEIR JOB PERFORMANCE
WHAT EMPLOYEES SAY WILL IMPROVE THEIR JOB PERFORMANCE
Source: Dr. Kwame R. CharlesSource: Dr. Kwame R. CharlesQuality Consultants Limited, Quality Consultants Limited, Trinidad & TobagoTrinidad & Tobago
A NEW MODEL FOR PERFORMANCE MANAGEMENT
AT CARICAD
A NEW MODEL FOR PERFORMANCE MANAGEMENT
AT CARICADCompetency based Performance Management
• Considers the HOW of performance
• Qualitative assessment
• Oriented to the future and focused on development
CARICAD’S MODEL OF CPMCARICAD’S MODEL OF CPM
• Performance is viewed in terms of the process employees use to achieve their Job results
• It combines planning, management and appraisal of both performance results and competency behaviours
• It assesses what employees accomplished and
how they did it
Competency Matrix for CARICADCompetency Matrix for CARICADCompetence DescriptionQuality of Work Work is consistent, thorough and
complete
Drive for Results Deadlines are consistently met and results are demonstrable
Job Knowledge Understands the job requirements and has specific content knowledge where appropriate
Learning Ability,Initiative and Flexibility
Is able to adjust to new methods and procedures, and learn new tasks and duties and use initiative
Competence DescriptionCommunication and Teamwork
Communicates effectively. Is a positive contributor to teams
Attitude and Service Communicates effectively. Is a positive contributor to teams
Leadership The ability to work with people to build high morale and group commitment to goals and objectives
Future Performance Management IssuesFuture Performance Management Issues
• How do we move from “silos to systems”?
• How can we inform and influence initiatives to improve performance of public services?
What’s the Transformation?What’s the Transformation?
• A systems-wide scope that is more balanced, targeting competence, capacity, process and outcomes
TOWARDS A MORE EFFECTIVE PERFORMANCEMANAGEMENT SYSTEM
TOWARDS A MORE EFFECTIVE PERFORMANCEMANAGEMENT SYSTEM
Sensitivity
+
Reliability
+
Acceptability
+
Practicality
SUCCESS =
Requirements for SuccessRequirements for Success
• Vision and Strong leadership/managerial support and commitment
• Department /Unit Roles and Mandates, Accountability• Organizational Cultural Change• Training• Mutual trust,
• Job relatedness• Documentation• Feedback and participation • Involvement and ownership by staff