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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




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)


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


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 cycle

    Planning

    Managing

    Reviewing

    Performance Management Cycle


    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


    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


    • 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


    From my personal knowledge of how it works… level and changes were accordingly introduced in an ad hoc manner

    • 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.


    • 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 appraisals do not address their questions about skill development or career advancement

    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 appraisals do not address their questions about skill development or career advancement

    • Lack of Respect

    • Lack of Fairness & Consistency of Treatment

    • Power by Position

    • Command & Control…


    WHAT EMPLOYEES SAY WILL IMPROVE THEIR JOB PERFORMANCE appraisals do not address their questions about skill development or career advancement

    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 appraisals do not address their questions about skill development or career advancement

    Competency based Performance Management

    • Considers the HOW of performance

    • Qualitative assessment

    • Oriented to the future and focused on development


    Integral HR appraisals do not address their questions about skill development or career advancement


    Caricad s model of cpm
    CARICAD’S MODEL OF CPM appraisals do not address their questions about skill development or career advancement

    • 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


    Competency matrix for caricad
    Competency Matrix for CARICAD appraisals do not address their questions about skill development or career advancement


    Future performance management issues
    Future Performance Management Issues appraisals do not address their questions about skill development or career advancement

    • 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? appraisals do not address their questions about skill development or career advancement

    • 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 PERFORMANCE appraisals do not address their questions about skill development or career advancementMANAGEMENT SYSTEM

    SUCCESS =

    Sensitivity

    +

    Reliability

    +

    Acceptability

    +

    Practicality


    Requirements for success
    Requirements for Success appraisals do not address their questions about skill development or career advancement

    • 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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