Performance Management Presentation

PERFORMANCE MONITORING AND EVALUATION MASTER CLASS 26 November 2015

Individual Performance Management

Presented by LOMAVE MTHEMBU

SENIOR MANAGER: TALENT MANAGEMENT

What is Performance Management

Performance Management is about managing an Individual’s (or a Team’s) Performance within the organisation, in order to ensure that their actions take the organization closer to its goals.

OBJECTIVES OF MUNICIPALITIES

• Provide democratic and accountable government.

• Ensure the provision of services to communities.

• Promote social and economic development.

• Promote a safe and healthy environment.

• Encourage the involvement of communities.

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BUSINESS & LEGISLATIVE IMPERATIVES

• Municipal Systems Act.

• Backbone to business success.

• Focus on organizational goals.

• Impact on service delivery.

• Improvement on skills.

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LEGISLATIVE FRAMEWORK

THE MUNICIPAL SYSTEMS ACT

(Act no. 32 of 2000)

A Municipality must:

• Establish a performance management system that is

• Commensurate with its resources

• Best suited to its circumstances

• In line with the priorities, objectives, indicators and targets

contained in its IDP.

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CONT……

• A Municipality must promote a culture of performance management amongst its political structures and in its administration.

• Schedule 2 of the Act, requires staff members of a municipality to participate in the overall performance management system for the municipality, as well as the staff member’s individual performance appraisal and reward system (clause 3(e).

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UPDATE ON PMS IMPLEMENTATION

• Performance Management policy was adopted in 2007.

• Grades 14 to 18 = 850 employees on PMS from 01 July 2009.

• Grades 11-13 = 2600 employees on PMS from 01 July 2010.

• Grades 9-10 = 3100 employees on PMS from 01 July 2011.

• Grades 7-8 = 4200 employees on PMS from 01 July 2012.

• Grades 5-6 = 4500 employees on PMS from 01 July 2015.

• Total grades 7-18 currently on PMS = 15250.

• Team base approach introduced in July 2015.

• The roll out has now been completed.

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Cont...

• An electronic system linked to the HR Management Information

System (DRL) has been developed and implemented – all

performance plans, reviews and scores are mainly captured on this

system.

• Formal performance reviews are held twice a year i.e. January &

July.

• Notch adjustments are now based on performance assessments.

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PERFORMANCE MANAGEMENT AS A

PERFORMANCE IMPROVEMENT

TOOL

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WHAT IS PERFORMANCE MANAGEMENT ?

“Performance Management refers to the set of processes that have to

be carried out in order to make sure that what people do and work at

in the organization will obtain the results that the organization

desires”.

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WHOSE RESPONSIBILITY IS

PERFORMANCE MANAGEMENT ?

There is a dual responsibility

When fulfilling the Performance Agreement:

The Manager stipulates through this document the task and level of work the

organisation expect you to carry out in alignment with the greater organisational

strategy, the manager’s own PA and your Job description as the employee.

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WHOSE RESPONSIBILITY IS

PERFORMANCE MANAGEMENT ?

There is a dual responsibility Cont.

• This is articulated in your Key Performance Areas (KPA) and specified in you

Key Performance Indicators (KPI)

• Where the two of you identify developmental gaps you must agree on the

interventions that can be taken to address and close the gaps.

• The gaps could be skills related or exposure related. These gaps and

interventions are expressed within your PA in the Individual Performance Plan

section.

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WHOSE RESPONSIBILITY IS

PERFORMANCE MANAGEMENT ?

There is a dual responsibility Cont.

• Individual performance plan is developed after each formal performance review

showing what training and development activities are needed to help the

employee to improve performance.

• It is your responsibility that encourage the fulfilment of your IPP and you

manager must support these interventions.

• Performance management is not only an ongoing continuous process that

provides feedback, accountability, and documentation for performance outcomes.

• It also helps employees to channel their talents toward organizational goals.

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PERFORMANCE MANAGEMENT OBJECTIVES

• To achieve sustainable improvements in service delivery to the

community;

• To develop constructive and open relationships between

Managers/Supervisors and employees;

• To encourage and reward good performance;

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Cont….

• To enable individuals to develop their abilities, increase their job

satisfaction and achieve their full potential to the mutual benefit of

the employee and municipality;

• To create a climate for individuals to develop their abilities, increase

their job satisfaction and achieve full potential; and

• To fulfil the requirements of the Municipal Systems Act 32 of 2000.

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Cont….

• To manage and improve on, poor performance through counselling

and on- the- job coaching.

• To provide accountability.

• To link the IDP to team and individual performance.

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ORGANIZATIONAL PM AND

THE LINK TO INDIVIDUAL PM

Objectives Of The Municipality

Provide democratic and accountable government for local communities

Ensure the provision of services to communities in a sustainable manner

Promote social and economic development

Promote a safe and healthy environment

Encourage the involvement of the communities and community organisations in the

matters of local government.

The Integrated Development Plan and Organisational Performance Management

Cluster/Unit/Department Objectives/outputs

Individual Objectives and Individual Performance Management

Pla

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Pe

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PERFORMANCE MANAGEMENT PROCESSES

Performance Management Processes fall into four phases namely;

• Performance Planning

• Performance Development/ Coaching

• Performance Evaluation/ Reviewing

• Performance Rewarding

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MANAGING THE PERFORMANCE

MANAGEMENT PROCESSES

PLANNING COACHING REVIEWING REWARDING

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PERFORMANCE PLANNING

PL

AN

NIN

G

Consultation/Dialogue

Commitment

Openness and Transparency

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PERFORMANCE COACHING

CO

AC

HIN

G

Regular Feed-back, resulting in early detection

of poor performance

Development and management of the

Portfolio Of Evidence

Performance Monitoring, Coaching and Counseling

Development of Performance Improvement

Plans

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PERFORMANCE REVIEWING

RE

VIE

WIN

G

Formal reviewing of performance

Formal discussion with employees

Understanding of Rating Criteria

Honest and Open Communication

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PERFORMANCE REWARDING

RE

WA

RD

ING

Performance rewards are

earned and are not an entitlement

P M should not be used to address perceived salary

discrepancies

Performance rating scores should reflect actual

performance

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PERFORMANCE MANAGEMENT CYCLE

PHASE 1

PLANNING

Employee expected

to do this year?

PHASE 2

COACHING

How well is the

Employee doing

throughout the year?

PHASE 4

REWARDING

What recognition will

the Employee get

for outstanding performance?

PHASE 3

REVIEWING

How well has the

Employee done now

that it is mid-term and the end of

the year?

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ROLE OF HUMAN RESOURCES IN THE PMS

• To Champion Performance Management at Unit Level.

• Monitor implementation on an on-going basis.

• Performance Management as a standard agenda item at Unit

meetings.

• Conduct Refresher Trainings at Unit Level.

• Deal with Performance Management queries.

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ROLE OF HUMAN RESOURCES IN THE PMS

Cont…

• Collate information regarding agreements/assessments

• Draw reports on Monthly basis.

• Do quality assurance on agreements.

• Evaluate effectiveness of Performance Management System.

• Be involved!

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PM ALIGNMENT WITH OTHER SYSTEMS/PROCESSES

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Talent Attraction

Performance Management

Skills and Competency Development

Leadership Development

Succession pools

CHANGE MANAGEMENT

PM IMPLEMENTATION CHALLENGES

• Resistance from the Unions.

• Culture Shock.

• Weak support from the Leadership.

• Too much focus and emphasis on rewards.

• Compliance vs Commitment.

• Misalignment between KPA’s and KPI’s to the strategic objectives.

• Absence of comparative data.

• Qualitative vs Quantitative standards.

• Absence of standard guidelines at implementation.

• Mistrust 29

P = Purpose and values

E = Empowerment

R = Relationships and Communication

F = Flexibility

O = Optimal Performance

R = Recognition

M = Morale

(Adapted from “The one minute Manager : Builds High Performing

Teams: Increase satisfaction and productivity to achieve excellence” 30

PERFORMANCE MANAGEMENT :

POINTS TO PONDER

“What gets measured gets done

If you don’t measure results, you can’t tell success from failure

If you can’t see success, you can’t reward it

If you can’t reward success, you can’t learn from it

If you can’t recognize failure, you can’t correct it

If you demonstrate results, you can win public support”

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eTHEKWINI MUNICIPALITY

INDIVIDUAL PERFORMANCE AGREEMENT

The overall objective of the Municipality is to:

Provide democratic and accountable government for local

communities;

Ensure the provision of services to communities in a sustainable

manner:

Promote social and economic development:

Promote a safe and healthy environment:

Encourage the involvement of communities and community

organizations in the matters of local government

The overall objective of my department is:

The overall purpose of my job is:

OUTPUTS

Key Performance Area Performance Standards /

Indicators Weighting

Mid Term

Report

“Target

Rating” Score

Weighted

Score

25% 3 (weighting x

score)

Eg. 25% x 3 =

0.75

ASSESSMENT PERIOD: from…….......………..........…....………to……….......………..........……............………..

Cluster/Unit/Department.:________________________________________________________________________

Name of Employee: ________________________________ Service No.: _______________________________

Name of Manager/Supervisor: ________________________ Service No.: ______________________________

INPUTS

(SKILLS, KNOWLEDGE, BEHAVIOUIR & ATTRIBUTES)

Competency Performance

Standards

Remarks/

Achievements

Employee’s Signature:…………… Supervisor / Manager’s

Signature:……………….

INDIVIDUAL LEARNING PLAN eTHEKWINI MUNICIPALITY Employee name:____________ Service number:________ Designation:________________ Department/cluster:________ Supervisor/manager:____________ Date:___________________

Skills/

Performance

Gap

Outcomes

Expected

Suggested

Training and/ or

Development

Activity

Suggested

Mode of

Delivery

Suggested

Time Frames

Work

Opportunity

Created to

Practice Skill/

Development Area

Support Person

Thank You