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NATO PERFORMANCE MANAGEMENT. Intensive HRM Training Day Dr. Eric Welch Head, Talent Management and Organizational Development NATO HQ. Human Resource Management Process. Strategy and Requirements. Performance (Organizational and personal). Performance Review and Development (PRD). Why

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Nato performance management


Intensive HRM Training Day

Dr. Eric Welch

Head, Talent Management and Organizational Development


Human resource management process
Human Resource Management Process

Strategy and Requirements

Performance (Organizational and personal)

Performance review and development prd
Performance Review and Development (PRD)

  • Why

  • History

  • What we’re doing

  • How it works

  • Current challenges

Why prd
Why PRD?

  • Ensure managers communicate with staff about how they are performing

  • Provide a basis for effective HR decision-making (e.g., step increases, contract decisions, recruitment)

  • Improve and standardize management practices across the Organization

  • Promote and support individual development

  • Help ensure strategic objectives are met

Prd history
PRD History

  • 2005 – Performance Management

  • 2009 – discontinued electronic system

  • 2010 – PRD creation and launch

Prd ongoing goals
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 explicit understanding of how their objectives and efforts are consistent with Organizational priorities

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

Prd cycle overview
PRD Cycle Overview

  • Starts following the successful completion of the probationary period

  • Phase 1: Objective setting

  • Phase 2: Mid-term review

  • Phase 3: Annual review

    • Objectives, competencies, overall performance

    • Calibration

  • Performance Improvement Program (PIP)

How phase 1 objective setting
How: 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 job description


  • 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?

Smart objectives
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

Example objectives assistant
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.


1. Advertise the conference in January 2013 and draft list of potential speakers for review by Divisional leadership before end-April 2013.

2. Contract signed with conference centre by June 2013.

3. Coordinate preparations and logistics leading up to Sep 2013 conference.

4. Participate in lessons-learned discussions in Oct 2013.

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.


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.

Example objectives officer
Example objectives: Officer

Description of objective:

Develop financial plans that superiors consider useful for making decisions.


1. Prepare and submit financial plan for XYZ project by March 2013.

2. Revise as necessary following feedback.

3. Submit final version to committee in June 2013.

Description of objective:

Engage in identifying and implementing strategies to improve productivity.


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.

How phase 2 midterm review
How: Phase 2: Midterm 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)

How phase 3 annual review
How: Phase 3: Annual Review

  • Two steps: Performance review + calibration

  • Formal opportunity

  • Progress the staff member has made towards:

    • their individual objectives

    • competencies

  • Proposed rating

Performance review competencies
Performance review - Competencies

  • Behaviors that are required for successful performance in the job

  • PRD assesses the extent to which a staff member demonstrated the required competencies during the performance cycle


  • Exceptional – in a properly managed organization, only a handful of people earn this rating occasionally throughout their career

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

  • Very good –this is the rating used by organizations 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 organization. The most frequent one

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

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


  • To improve consistency and fairness

  • To make sure managers apply similar standards for all staff

  • To eliminate bias as much as possible

  • To promote discussion of performance expectations at all levels

  • To bring outstanding and poor performers to the attention of top management


2014 cycle

Objective Setting 2014

Annual Review 2014

Mid-term Review

Objective setting 2015

Annual Review 2013


January – Feb.

January – Feb.

June - July

You are here

Performance improvement program pip
Performance Improvement Program (PIP)

  • Why

    • To help staff get back on track

    • Provide framework for managers to address performance issues

  • Two phases

    • Preliminary phase

    • IP Program phase

1 preliminary phase
1. 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 an Improvement Monitoring Form

2 ip program phase
2. IP Program phase

  • 30-90 days (+ 30-90 day extension if needed)

  • After an unsuccessful Preliminary Phase, 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, leads to termination of contract

Nato performance management

Unsuccessful Preliminary phase

IP Program

“Unsatisfactory” rating in AR

Two consecutive ratings of “Fair” in AR

Training ?

Training ?

max. 1 x

IP Action Plan starts

IP file closed

Back to normal performance

Training ?



Un- satisfactoryresult


Ground for dismissal

Current challenges in prd
Current challenges in PRD

  • Expanding the PRD system NATO-wide

  • Developing a performance-based reward system

  • Implementation of new tools and workflows due to ERP

Nato performance management

Organizational Design and Development

Performance Review & Development

Objectives: I willset

them with my manager

NATO’s Objectives & Needs

Mid-term: wewill review progress

My Post Description

Annually: Iwill be evaluated on

my work and on ….



My Result Areas

My Languages

Because of different job families and work levels


And if I want OR I need, I can

further develop my



IT Training



Language Courses


Development Programme

NATO Executive

Development Programme

Training and Development

Pre-deployment training

Leadership Journey

Senior Circle

Nato performance management

Eric Welch, Ph.D.

North Atlantic Treaty Organization

+32 (0)2 707 3750

Staff skills database
Staff Skills Database

  • Purpose: mechanism to expand capabilities in times of crisis (Surge Capacity) using existing resources from other divisions

  • What it is: individual profiles completed and maintained by staff members – focus on the skills not used in the normal job

  • Where: HR Service Portal

  • Additional benefit: ad-hoc support for short-term help on other projects and initiatives

Identify skills
Identify skills

  • Inputs:

    • Education and Languages

    • Skill Categories, Areas, and Topics

    • Professional Interests

    • References

    • Career Goals and Expectations (HR eyes only)

    • Menus and free text

Meet needs
Meet needs

  • Structured + Free text search options

  • Production of CV-type reports

  • Open to all staff, on request

  • Result:180 unique visitors, 60 profiles, 70 searches within 30 days of implementation

  • Next steps: Increase usage, expand to other NATO bodies, create Surge Capacity Pool