PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM GOVERNMENT OF JAMAICA Public Sector Modernisation Division Cabinet Office

PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM

GOVERNMENT OF JAMAICA

Public Sector Modernisation DivisionCabinet Office

Public Sector Modernisation Division

PMAS OBJECTIVES

1. Institutionalise the principles of service, output and outcome oriented operations

Create systems and processes to support delivery of services in a more efficient and effective manner

2. Increase motivation of staffclearly define contribution to the organisation

reward high performance and achievement

3. Higher levels of productivity


PMAS =CULTURE CHANGE

New performance culture with greater emphasis on:

development of human resources optimum utilisation of human resourcesclient focused and results oriented Public Service


Guiding Principles/Values

Effective Communication

Objectivity

Transparency

Fairness

Equitable Treatment

Mutual Respect


LINKAGE WITH THE CORPORATE/STRATEGIC AND OPERATIONAL PLANNING PROCESSES

GOVERNMENT OF JAMAICA PRIORITIES(Key Government Objectives)

MINISTRY’S STRATEGIC PLAN(Goals and objectives in line with Key Government Objectives)

BUDGET ALLOCATIONS(Prioritised resources in line with government objectives – estimated initially and known

thereafter)

DEPARTMENT’S OPERATIONAL PLAN AND ANNUAL BUDGET(Goals and objectives for a given Financial Year)

UNIT PLANS(How each unit within the Department will contribute to the implementation of the annual plan)

INDIVIDUAL WORK PLAN OBJECTIVES OR KEY TASKS(What each individual is expected to contribute towards the achievement of objectives)

(Includes performance measures/indicators/targets that indicate task completion/success)change in priorities/budget allocation will lead to revision of the operational and

individual work plans


How Is the New System Different?

Objective basis for the appraisal

Clarity in performance expectation and contribution by the individual

job contribution to the achievement of divisional and subsequently organisation’s objectivesperformance standards expected in delivering on outputs

Results of the appraisal provide useful informationperformance improvement, skills enhancementcareer development and/or succession planning


How Is the New System Different?

Improves communication between Manager/supervisor and direct reports

regular performance reviews, feedback and adjustmentsperformance reviewed against mutually agreed outputs and performance standardstraining and development needs identifiedfosters more open and participative environment

Provides for Recognition, Rewards and Sanctionsgood performance recognisedimprovement encouragedsanctions for performance below a minimum standard


Pre-requisites for PMAS Implementation: Leadership Elements

Top management must understand and support the objectives and guiding principles of the system

give active and consistent commitment, support and leadership to its development and implementation. responsible for Change Management

A functioning internal implementation management team appropriately constitutedTrainedhave specific responsibility for managing PMAS implementation and Change Management activities across the organisation.

A PMAS Core Project Team (headed by the Senior Director Human Resource Management)

trained in the writing of output focused job descriptions, performance standards and the development of work plansundertakes the actual implementation work.


Pre-requisites for PMAS Implementation: Organisational Elements

Change Management Plan importance of the PMAS is promoted

implementation actively supported by all the executives, managers and supervisors

anxiety minimised or avoided

Communication Planeveryone in the organisation has a clear understanding of

the change taking place

what is required of them



Strategic Plan or one into which it is linkedOperational and Divisional Plans must be linked to that Strategic Plan Gap Analysis related to the human resource management and planning systems to determine the Pre-PMAS implementation situation Written and approved Output focused Job descriptions that identify the accountabilities of each position in the organisationWork plans that indicate what is required of an individual in any given financial year



Managers and supervisors must have been trained in key management competencies such as

work plan development

coaching

mentoring

mediation

giving and receiving feedback

counselling techniques

conducting performance appraisals

KEY PLAYERS

ROLES AND RESPONSIBILITIES


Roles & Responsibilities:PS/Chief Officer

Clarify the organisation’s mandate and plan for the yearEnsure work environment is organised for optimum productivityEnsure policies and procedures support the desired culture changeProvide effective leadership, giving clear consistent directionFoster team spirit & cohesionRegularly discuss performance expectations, changing priorities and resource allocation with ManagersMonitor performance for corrective actionShare and discuss information on rewards and sanctions


Roles & Responsibilities:Managers/Supervisors

Ensure knowledge of the organisation’s mandate and plan for the year

Provide effective leadership, giving clear consistent direction

Promote the culture change

Ensure work is organised

Foster team spirit & cohesion

Discuss performance expectations & assessment criteria (work plans)

Communicate changing priorities and resource allocation to staff

Give regular feedback on performance

Facilitate/Provide opportunities for training & development to enhance performance before and after formal performance review

Share and discuss information on rewards and sanctions


EPMAT (Employee Performance Management & Appraisal Team)

Develop a comprehensive Change Management Plan:plan of action for implementation of the PMAS across the organisationsensitisation of employees - rationale and benefits of the PMAS, opportunities for employees to discuss how the proposed changes will affect them

Attend the relevant training/briefing sessions and transfer knowledge gained into concerted actionParticipate in the conduct of PMAS Sensitisation sessions Identify and make available/seek to make available, the critical resources to ensure implementationHold regular monthly meetings (or more frequently as necessary) to monitor implementation against agreed targetsPrepare a monthly implementation status report against targetsMake recommendations with respect to changes thought necessary, post PMAS implementation

The EPMAT must operate as a cohesive whole and demonstrate commitment as it leads the performance culture change process in the organization


Roles & Responsibilities:Core Project Team

Undertake the following by working with all levels of staff:

draft output focused job descriptionsdiscuss drafts with incumbents and finalise them based on the approval of their respective Managers/Unit Heads

Guide/support managers and supervisors, through coaching and other mechanisms to:

Develop work plans with outputs and performance standards that are clearly linked to Unit Plans (which in turn are linked to the operational and corporate plans of the organisation)

Deliver in-house training and coaching sessions as necessary

Help promote the culture change

Give regular feedback to EPMAT on implementation issues


Role & Responsibilities:Employee

Maintain/improve knowledge & skillsMaintain awareness of operating environment & organisation’s mandateKnow & understand scope of responsibilities & dutiesGive feedback on performance expectations and assessment criteriaGive feedback on constraints to achieving targetsProduce & maintain high quality of output


Roles & Responsibilities:Reviewing Manager

Ensure equitable treatment

Help resolve any disagreement which may result from the assessment process


Roles & Responsibilities:Human Resource Manager

Ensure knowledge of the PMASFacilitate exercise of manger’s/supervisor’s responsibilitiesFacilitate employee developmentManage career and succession planningAct as resource for all staffEnsure employee performance appraisal records are kept and maintainedMonitor the systemEnsure appropriate follow-up action is taken


Step 1: March/April

Supervisor & Employee develop & agree on performance objectives/ targets

Step 2: June/July

Review performance in relation to targets & agree appropriate adjustments/ action

Step 3: September/October


Step 4: December/January


Step 5: March/April

Annual Review, Setting targets for new financial year, including those in relation to training & development



Step 1: The Employee & Direct Supervisor should try to resolve the issue

Step 2: The Employee, Direct Supervisor & Reviewing Manager should try to resolve the issue

Step 3: The intervention of the Senior Human Resource Manager should be sought

Step 4: If there is still no resolution, a Panel will be appointed to adjudicate the appeal

Step 5: The recommendation of the Panel will be presented to the Permanent Secretary for a final ruling.

Legal action may be pursued if there is a point of Law in question.


Early AprilNo surprisesBased on:

the latest revised work plan and performance against:

Targets agreed Competencies demonstrated

Overall score ≥ 75% the increment is paid≥ 80% recognition and/or rewards may be given

Improvement and Development needs identifiedAppraisal is reviewed by another senior manager (where applicable)

Documents

PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM GOVERNMENT OF JAMAICA Public Sector Modernisation Division Cabinet Office