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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

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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

slide2

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
slide4

Changing Citizen Expectations

Universality of Public Sector Reform

External pressures for change

Shrinking Resources

New Technology

Globalization

Public Services

Demographics & Skills

Internal pressures for change

Enterprising Internal Processes

Increasing Use of Technology

Government Agenda

The Context for Change:

implications for hr management
Implications 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 development
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)
slide7

Performance Model -

Organizational and individual Performance Interdependence

Government

Performance

Organization

Performance

Unit

Performance

Leadership

Performance

?

Programme

Performance

?

Team

Performance

Individual

Performance

Ref: Denis Ives, CAPAM 2005

slide8

Global Environment

NATIONAL PLAN

ORGANISATIONAL PLAN

Guides Strategy and Policy

Influences Performance

Vertical Integration

UNIT PLAN

INDIVIDUAL PLAN

Horizontal Integration

Training

&Dev.

Performance

Mgmt

Rec.&

Selection

Employee

Relations

HR Planning /

ICT

Compens-

ation

Health &

Safety

HR Functions

STRATEGIC HRM MODEL: A Strategic Fit

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 disengaged
More than 30% of employees in organizations are disengaged
          • Disengaged employees are disinterested and unproductive
  • D
complexity of performance management
COMPLEXITY OF PERFORMANCE MANAGEMENT

Developmental

Feedback

Technical

Aspects

Design of an Appraisal System

Interpersonal

Aspects

Appraisal Interviews

Administrative

Promotion, Pay

performance management cycle1

Planning

Performance Management Cycle
  • Planning
  • Set Goals
  • Establish and communicate elements and standards
performance management cycle2

Managing/Developing

Performance Management Cycle
  • Managing/Developing
  • Measure performance
  • Provide feedback
  • Conduct progress review
  • Address poor performance
  • Improve good performance
performance management cycle3

Reviewing

Performance Management Cycle
  • Reviewing
  • Summarize performance
  • Assign the rating of record
  • Recognize and reward good
  • performance
slide16

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 caribbean
Problem 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
slide18

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

slide19

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.
slide20

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

STRUCTURE

  • Bureaucratic
  • Functional Silos
  • Chain of Command
  • Pyramidal

CULTURE

  • Weak Internal Communication
  • Poor Management/Employee Relations
  • High Mistrust of Management – Management/Employee Disconnect
  • Poor Human Resource Management Practices
  • Poor Leadership and Management Practices

Source: Dr. Kwame R. Charles

Quality Consultants Limited, Trinidad & Tobago

leadership and management
Leadership and Management
  • Lack of Respect
  • Lack of Fairness & Consistency of Treatment
  • Power by Position
  • Command & Control…
slide23

WHAT EMPLOYEES SAY WILL IMPROVE THEIR JOB PERFORMANCE

Source: Dr. Kwame R. Charles

Quality Consultants Limited, Trinidad & Tobago

a new model for performance management at caricad
A NEW MODEL FOR PERFORMANCE MANAGEMENT AT CARICAD

Competency based Performance Management

  • Considers the HOW of performance
  • Qualitative assessment
  • Oriented to the future and focused on development
caricad s model of cpm
CARICAD’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

future performance management issues
Future 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 performance management system
TOWARDS A MORE EFFECTIVE PERFORMANCEMANAGEMENT SYSTEM

SUCCESS =

Sensitivity

+

Reliability

+

Acceptability

+

Practicality

requirements for success
Requirements 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
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