Performance Review and Development (PRD)

Eric WelchHead, Talent Management and Organizational Development

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Why PRD• Ensure managers communicate with staff about how they

are performing

• Provide a basis for objective, unbiased, effective HR decision-making

• Improve and standardise management practices across the Organization

• Promote and support individual development by providing feedback and development opportunities for competencies

• Help ensure strategic objectives are met2NATO UNCLASSIFIED

2012 cycle

January - MarchJanuary - March June - JulyJune - July

Objective Setting 2012

Objective Setting 2012 Mid-term

Review

Annual Review 2012

Annual Review 2012

Objective setting 2013

Objective setting 2013

Annual Review 2011

Annual Review 2011 CalibrationCalibration

Deadline 2 March : AR and OS

forms to HR

Deadline 23 March

calibration matrices to HR

January - MarchJanuary - March

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Phase 1: Objective setting• Set and discuss:

– the results to be achieved – how these will be measured– by when

• Consider:– Competencies– Development/training topics

• Review the post description

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Objectives• Cascade• Focus on:

– Goals or projects for the year, OR– Daily operational tasks based on result areas in the

job description • What are the most important things required in

the job?• What is the staff member expected to achieve in

these areas? • What behaviors (competencies) will the staff

member have to demonstrate?

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SMART Objectives• Specific: clear, unambiguous, straightforward,

understandable• Measurable: assesses quantity, quality, time,

budget, resources• Agreed: the meaning of the objective is agreed

between the parties• Realistic: challenging, but within the capabilities

of the staff member• Time-related: to be completed within an agreed

timescale

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Example objectives: Assistant

Description of objective: Coordinate the XYZ Conference to include advertising, supporting the conference center in the updating and organization of the program, liaising with Procurement on the contract, and liaising with NATO-wide and Partner contacts.

Measurement: 1. Advertise the conference in January 2012 and draft list of potential speakers for review by Divisional leadership before end-April 2012. 2. Contract signed with conference centre by June 2012. 3. Coordinate preparations and logistics leading up to Sep 2012 conference. 4. Participate in lessons-learned discussions in Oct 2012.

Description of objective: Support Head ABC in the daily management of his office, tasks and information flow, with focus in mid-year on the transition to new structure. Manage the section’s budget.

Measurement: 1. Queries and requests are dealt with as quickly as possible taking into account all necessary aspects - to the satisfaction of customers and Head ABC. 2. In the event of conflicting priorities, launch an automatic discussion of workload impact.

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Example objectives: Officer

Description of objective: Develop financial plans that

superiors consider useful for making decisions.

Measurement: 1. Prepare and submit financial plan for XYZ project by March 2012. 2. Revise as necessary following feedback. 3. Submit final version to committee in June 2012.

Description of objective: Engage in identifying and

implementing strategies to improve productivity.

Measurement: 1. Participate in the implementation of the ERP. 2. Following identification of the implementing consultant, coordinate efforts between Division staff and consultants for implementation. This is expected to happen in Q3 and Q4, and could require approximately 20% of the staff member’s time.

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Phase 2: Mid-Term Review

• Re-examination of objectives and training topics

• Confirmation of their continued relevance or need to change them, if necessary

• Opportunity for either party to raise any concerns about performance (if applicable)

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Phase 3: Annual Review

• Two steps: – performance assessment – calibration

• Formal opportunity • Progress the staff member has made towards:

– their individual objectives – Competencies

• Proposed rating

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Competencies

• Behaviours, ability to act in a given manner• Related to slotting (job family and work level)

which is established on the content and level of work

• Staff must be able to demonstrate those competencies associated with their post

• PRD assesses the extent to which a staff member can do this, one competency at a time

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Ratings• Exceptional – in a properly managed organisation, only a handful of people earn

this rating occasionally throughout their career

• Excellent – this rating is normally reserved in most organisations for just a small proportion of high performing staff

• Very good –this is the rating used by organisations for the significant amount of staff whose performance is clearly better than the standard one

• Good – this is the expected rating for everyone in a good organisation. The most frequent one

• Fair – this is the rating used by organisations for the small amount of staff whose performance is proficient but requires improvement

• Unsatisfactory – most organisations have some unsatisfactory performers, but they are a very small minority in most cases

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Calibration

• to improve consistency and fairness• to make sure managers apply similar standards for

all staff• to eliminate bias as much as possible• promotes discussion of performance expectations

at all levels• brings outstanding and poor performers to

attention of top management• Supplement to Annual Review (SAR)

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PRD ongoing goals• Provide information to the Organization to be able to make

personnel decisions based on performance• Motivate staff by providing appreciation for their efforts

and developmental feedback tailored to their situation and aspirations

• Motivate staff by providing them an explicit understanding of how their objectives contribute to those of the Organization

• Improve Organizational efficiency by ensuring that individual objectives and efforts are consistent with Organizational priorities

• Improve Organizational performance by providing mechanisms to deal with poor individual performance

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QUESTIONS?

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Performance Improvement Programme – Preliminary phase

• Whenever an aspect of performance needs improving, at any time during the year

• Or after a final rating of “Fair”• up to 180 days• use Improvement Monitoring Form

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PIP – formal IP Programme (IPP) phase

• 30-90 days (+ 30-90 day extension if needed)• after an unsuccessful Preliminary Phase• or after a final rating of “Unsatisfactory”• or after two consecutive final ratings of “Fair”• or any time a staff member is not working up to

requirements in a critical area• action plan established• if unsuccessful can lead to termination of

contract

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PIP – IPP

“Unsatisfactory” rating in AR

Two consecutive ratings of “Fair” in AR

Unsuccessful Preliminary phaseIP Programme

IP Action Plan starts

max. 1 x

Training ?Training ?

Training ?Training ?

DecisionUn-

satisfactory result

Un- satisfactory

result

Satisfactory results

Satisfactory results

IP file closed

Back to normal performance

Extension

Ground for dismissal

Training ?Training ?

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Managerial non-compliance

• When any event is incomplete or not completed within the timelines

• Completion is the responsibility of the manager

• Non-compliance will result in the manager being awarded either “Fair” or “Unsatisfactory” for his/her AR

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