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INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING
19November 2010
LIBRARY
Mpho LerotholiGiven MolotoMpho Sepato
What is Performance Management
• Systematic process of managing the cycle of events that ensure that organisations, teams, processes and individuals achieve predetermined outputs and results. The cycle has a series of activities that are linked in a systematic and integrated way to support performance achievement
1. To foster a culture of performance excellence, accountability and stewardship consonant with UNISA’s values, objectives, institutional identity and culture.
2. To link the day-to-day activities of every employee to UNISA’s operational needs and its long-term goals to ensure effective and sustained performance.
3. To build relationships of collegiality, openness and trust between employees, their colleagues and their line managers by incorporating mentoring, coaching and regular and honest performance conversations as key elements of performance management.
4. To enhance quality by engendering a culture of continuous learning and critical self-reflection.
Objectives of Performance Management at Unisa
5. To promote service excellence by inspiring employees to serve students, colleagues and other stakeholders with integrity and dedication.
6. To provide an environment conducive to performance by ensuring that employees receive the necessary resources and support to carry out their responsibilities and to correct performance shortfalls in a proactive manner.
7. To enable employees to showcase their individual contributions towards achieving UNISA’s goals and to receive recognition and acknowledgement for superior performance.
Objectives of Performance Management at Unisa
UNISA’S STRATEGY
STRATEGIC OBJECTIVES
KEY PERFORMANCE INDICATORS
UNIT GOALS
KEY PERFORMANCE AREAS
KEY PERFORMANCE INDICATORS
INDIVIDUALKPA’S
PERFORMANCEMEASURES
PERFORMANCE TARGETS & STANDARDS
INSTITUTIONAL MANDATE
UNIT/DEPARTMENTALBUSINESS PLAN
PERFORMANCEAGREEMENT
Harnessing potential through the performance management and development cycle
PHASE 3REVIEWING – June / July
How well is the employee progressing with the targets in
his/her agreement half-way through the annual cycle? What
corrective actions need to be instituted to ensure achievement of
targets?
PHASE 2DOING, REFLECTING & LEARNING – OngoingHow well is the employee progressing in relation to
performance and development throughout the year?
Is the employee working towards the achievement of his/her career
aspirations?
PHASE 1PLANNING – December
What is expected from the employee for the next year in relation to performance and
development?What are the career aspirations of
the employee and are they appropriate within the UNISA
context.
PHASE 4ASSESSING – Nov / DecHow well has the employee
contributed to Unisa’s objectives and targets for the year?
What are the consequences i.t.o. development, reward, corrective action and career progression?
IPMS Process Steps
• Plan – Perf planning Perf agreement• Act – Implementing; monitoring; mentoring and
performance• Evaluate – Assess, Evaluate and Perform• Outcome – Performance Achievements,
Outcomes and Development or Correction on Areas for improvement
KEY PERFORMANCE
AREA (KPA)
WEIGHT
OBJECTIVES ACTIONS IOP PERFORMANCE MEASURES
TARGETS AND STANDARDS
KPA 4
Effective implementation of IPMS Operational Plan
5% -
10%
1. Establish a culture of performance, accountability and stewardship through the integrated performance management system (IPMS) aligned with corporate performance management
• Quantity (e.g. Pass rate)• Quality (e.g. accreditation)• Timeliness / due date• Approval• Compliance (procedures)• Client feedback• According to plan
Ensure full and timely implementation of the IPMS cycle
Compliance 95% compliance
Submit IPMS Policy for approval
Approval IPMS Policy approved by Council by November 2009
Configure the IPMS on Oracle
Progress according to plan
Attend to queries Turnaround time Within 24 hours
Provide effective training to enhance user skills and confidence in applying the IPMS
Number of training workshops
Client feedback
1 training workshop per department
Rating of 3 on a 5-point scale
Performance agreements template
Creating Performance Agreements
• Performance Agreement is a documentation of Agreed deliverables, Performance Measures and indicators, demonstrated behaviour, values, attitudes and applied competencies
• It enables one to answer the following questions– What should I do? (KPA) – Why am I doing it? (Objectives)– How should I be doing it? (Actions/Activities, targets and
standards)– How will I be measured? (Performance Measures)
What should be in the Performance Agreement?
• Descriptors: Name, Employee ID, Grade, Job Title etc• Purpose of the Job• Key Stakeholder (Receivers and contributors)• Key Performance Areas/Objectives/Outputs/Activities• Weightings• Standards and Measures• Behavioural Competencies and Indicators• Personal Development Plan
Develop your own Performance Agreement
• Activities are:– Those steps or actions that must be completed in
order to produce the outputs required by the specific KPA.
– Directly related to “how” to achieve the objective
Develop your own Performance Agreement• Performance Measures
– Category for which the achievement of the objectives and successful completion of the activities are measured.
– Various methods of measuring performance such as• Reports• Evaluations• Student or participant feedback
– If defined up front, it clarifies the deliverables required on agreed timelines for you and your manager
Develop your own Performance Agreement• Targets and standards are the levels of performance that
are acceptable within the performance measures.• Targets are
– the short term goals that – move as the organisation moves – defined on shorter timelines and will be reviewed more
frequently.
• Standards– Stable measures that evaluate the quality level of work to be
delivered. These benchmark the performance.
How to Develop PA
1. Consult the strategic goals/objectives of your Business Unit and ensure that its contents are clear and that a direct link can be made to the individual job at hand
2. Define the focus of the job, identify and weight Key Performance Areas so that they are directly linked into the objectives of the Business Unit
3. Develop objectives / deliverables for each Key Performance Area and determine attached standards / targets. Specify any enablers or resources that are pre-requisites for success
How to Develop a PA
4. Clarify how the objectives are to be reviewed / measured - your sources of information and methods of measurement.
5. Review and update the Personal Development plan
How to Develop PA
Weighting Process • Objective of Weighting is to give an indication of
the priority of the objectives in terms of impact on job success
• Weighting is determined by the importance of the area and objectives to job success, not by the amount of time spent on outputs falling into this category
CRITICAL SUCCESS FACTORS
OF A PERFORMANCE AGREEMENT
Specific Describes, unambiguously, a single result that must be achieved, e.g. “Reduce debtors days”
Measurable Can be given a standard that accurately measures the result, e.g. “... to within 45 days”. If they are not capable of quantification, the result must be observable and key indicators described so that it will be possible to know when the objective has been achieved
Achievable While the objective and standards must be stretching, they must also be achievable, realistic and within the control of the individual. An element of development must underlie the expectations without making it the ‘impossible’ task
Relevant The standards/targets support and will ensure achievement of the Strategic Objectives of the department / business unit
Time bound Indicates the specific time frame in which the objective must be achieved, e.g. “By 31 October 2006", or milestones along the way if an annual objective. Not all objectives can be time bound
Parties to creating the PA
• Manager• Employee
JOINT RESPONSIBILITY
Next steps
• Discuss the PA with your Manager• Make adjustments• Finalize the agreement and commit to the
agreed performance criteria• Your Manager will file the PA with HR
ACT
Performance Implementation
• Planning (Activity plan, daily, weekly and monthly)• Organising (Resources relevant to activity)• Leading (Taking responsibility of own actions/activities,
making right decisions at the right time, communicating and informing relevant stakeholders)
• Controlling (Time and resources employed on the activity)
• Monitoring (Check progress against plans and self evaluate performance)
Performance Monitoring
• Observe key outputs against set standards• Record progress• Engage in arranged performance reviews• Identify performance gaps• Commit to corrective and or sustainability plans
Performance Tracking
• Tracking is an ongoing process of information gathering to check whether performance is on target, and activities are achieving the set objectives.
Portfolio of Evidence
• TRACK is used – To record as much detail about an event as possible
to discuss comprehensively with your manager– Task or situation that you are involved in– Reason for your involvement– Action that you took; how you dealt with the situation– Consequences or results of the action– Kind of response you need to have and hope to
receive from your manager
Portfolio of Evidence
• A comprehensive and thoughtfully compiled self-assessment document that reflects ones achievements, areas of development, opportunities utilised and challenges experienced in executing designated tasks
• POE’s must be relevant to your agreed PA objectives and how you have supported the achievement of the UNISA goals and objectives
EVALUATION
Roles and Responsibilities
• Employee• Prepare for evaluation discussion• Actively participate in the discussion• Bring documents supporting performance achievement (your
portfolio of evidence)• Bring along your Performance Agreement
• Supervisor• Collect relevant assessment information and evidence• Assess the employee in a fair manner• Rate the performance of an employee against set standards and
targets
Feedback
• Feedback is an interactive process by which you communicate to another person how he or she is doing against specific objectives and performance standards.
• Effective feedback is constructive in nature and answers the question “How am I doing”.
Feedback
• Based on TRACK record– Hard and Soft information– Specific examples
• No evidence = No feedback
Feedback Process
• Investigate before giving feedback• State the rationale for the feedback• Use an appropriate style• Ask for feedback
Effective Feedback• Specific – What done and why it was effective or ineffective• Accurate – Checking sources for bias and fact• Timely – Soon after event or tracked accurately• Balanced – Mix of +ve and –ve feedback, not grouped• Given with Alternatives – Action plan or idea to improve• Relevant – focussed on agreed objectives and behaviours
(If you SAT at a BAR, would you have a sad or a glad story to tell?)
Evaluation Frequency
• Immediate • Monthly Feedback Sessions• 6 Monthly Performance Reviews• Annual Performance Appraisals• Special Circumstances
– Closing a performance gap– New in a position, transfer or promotion– Area for development– New skill or growth area
STANDARD RATING SCALE
5 Outstanding Exceptional performance in all areas of responsibility. Planned objectives were achieved well above the established standards and accomplishments were achieved in unexpected areas.
4 Exceeds Expectations Consistently exceeds established standards in most areas of responsibility. All requirements were met and objectives were achieved above the established standards.
3 Meets Expectations All job requirements were met and planned objectives were accomplished within established standards. There were no critical areas where accomplishments were less than planned
2 Needs Improvement Performance in one or more critical areas does not meet expectations. Not all planned objectives were accomplished within the established standards and some responsibilities were not completely met
1 Does not meet minimum standards
Does not meet minimum job requirements. Performance is unacceptable. Responsibilities are not met and important objectives have not been accomplished. Needs immediate improvement
5-point rating scale
Resolution of Performance Review Disputes
• Escalate one level up• Provide portfolio of evidence to the mediator• Attempt to reach consensus• If unable to resolve with the mediator, initiate the
Dispute “Grievance” Procedure
OUTCOMES OF THE EVALUATION
Key Steps
• Record performance assessment outcomes• Acknowledge performance• Correct under performance • Performance Improvement Plan• Review Personal Development Plan• Re-plan for new Performance Agreement
Immediate Outcomes• Frequent feedback and progress opportunities• Recognition of achievement• Amendments to deviations from performance objectives
– Counseling and – Coaching– Training– Clarification/explanation– Disciplinary action– Work Environment Audits
2010 IPMS CALENDAR
PERIOD REQUIRED ACTIONS
February 2010 • Based on their department’s 2010 operational plan, staff members and their line managers finalise and sign their performance agreements and development plans on the required template.
• Line managers file hard copies of the signed agreements.• Line managers attach electronic copies of the agreements on the Appraisal
Management module of Oracle
February onwards
• The IPMS Division quality assures the performance agreements developed by staff members to assess the integrity of the agreement process.
February - June • Staff members and their supervisors track, monitor and develop their performance based on their performance agreements. The institutional Moderation Committee moderate the mid-year reviews of all staff members to assess the integrity of the process.
June - July • Line managers conduct formative mid-year performance reviews for all staff members reporting to them and put in place corrective actions.
July - November • Staff members and their supervisors track, monitor and develop their performance based on their performance agreements.
December • Line managers conduct summative year-end performance assessments for all staff members reporting to them and the outcomes inform staff members’ performance agreements and development plans for 2011.
January 2011 • The various Moderation Committees moderate the year-end performance assessments of all staff members to assess the integrity of the appraisal process.
UNISA Support
• Each Department/Unit has been assigned a contact person in the OD department
• Your support e-mail is:
INTERNAL CONSULTANT
CONTACT DETAILSORGANISATIONAL UNITS OR
OFFICIALS RESPONSIBLE FOR
Ms Botsile Kepadisa
Tel: (012) [email protected]
CSET Operations Portfolio Library
Ms Mpho LerotholiTel: (012) [email protected]
CAES Learner Support and Student
Affairs Portfolio Registrar’s Portfolio
Ms Given MolotoTel: (012) [email protected]
CEMS Pro-Vice Chancellor’s Office Academic & Research Portfolio
(Support departments) Finance & University Estates
Portfolio
Ms Mpho SepatoTel: (012) [email protected]
CHS CLAW Principal and Vice-Chancellor’s
Office Strategy, Planning and
Partnerships Portfolio
