1. Performance Assessment in the Member States of the EU Results of DG Study in a nutshell Prof Dr Christoph Demmke HRM-Group 7 May 2007

2. Greater importance of systems Stronger link with pay, job security, promotion, career planning, training, communication Stronger link with pay, job security, promotion, career planning, training, communication

3. Trend towards Decentralisation and Individualisation instead of Standardisation Trend away from detailled and standardised performance assessment systems Trend away from detailled and standardised performance assessment systems Trend towards individual performance agreements, contracts, objectives etc. Trend towards individual performance agreements, contracts, objectives etc. Trend towards decentralisation of responsibilities to managers Trend towards decentralisation of responsibilities to managers

4. Better management of systems More information distributed on how to carry out appraisals More information distributed on how to carry out appraisals Appraisals are carried out more systematic and more frequently Appraisals are carried out more systematic and more frequently More categories of staff are evaluated More categories of staff are evaluated More training on appraisals More training on appraisals More pressure for more communication between superior and employee More pressure for more communication between superior and employee

5. Do you think the workload of those involved in carrying out appraisals is increasing or decreasing?

6. More workload - What Managers are expected to do ? UK-Survey (2007) Managers should assess both performance against objectives and what behaviours are being demonstrated Managers should assess both performance against objectives and what behaviours are being demonstrated Managers should discuss leadership and people management abilities Managers should discuss leadership and people management abilities Managers and jobholders should discuss the objectives agreed and whether they should be revised Managers and jobholders should discuss the objectives agreed and whether they should be revised Managers should review priorities Managers should review priorities Managers should give and record feedback Managers should give and record feedback Managers should improve people management Managers should improve people management Managers need to make time to discuss development needs, longer term career aspirations and options Managers need to make time to discuss development needs, longer term career aspirations and options

7. Generally speaking, would you agree that the introduction of new appraisal systems will produce more or less bureaucracy?

8. What does „bureaucracy“ mean? – three representative answers Case Slovenia: „It demands a lot of time and intellectual efforts to set objectives, to transform them into concrete tasks, to discuss them with employees. Afterwards the work must be checked and evaluated...“ Case Slovenia: „It demands a lot of time and intellectual efforts to set objectives, to transform them into concrete tasks, to discuss them with employees. Afterwards the work must be checked and evaluated...“ Case Austria: 2Though annual staff appraisals are a useful instrument, they result of course in an increasing workload; all appraisals have to be prepared carefully and the specific interests and skills of each member as well as options for carerr development have to be discussed“ Case Austria: 2Though annual staff appraisals are a useful instrument, they result of course in an increasing workload; all appraisals have to be prepared carefully and the specific interests and skills of each member as well as options for carerr development have to be discussed“ Frankreich“ More bureaucracy s´il faut entendre par là une plus grande individualisation du management et un meilleur suivi des agents...“ Frankreich“ More bureaucracy s´il faut entendre par là une plus grande individualisation du management et un meilleur suivi des agents...“

9. Ability to measure performance Availability of performance information Simplification of systems Motivation of superiors Motivation of staff Separation of hard and soft objectives Informing about the danger of subjectivity Avoid ratings that are too high Management issues Ability to set objectives Ability to measure performance Never 1234 Frequently Informing and training staff Convincing staff Training managers Time resources of managers 56 Judging by the experience in your administration, what are the most important challenges in the daily management of the personnel appraisal system?

10. The Leadership challenge Leaders need better incentives to carry out appraisals more professionally Leaders need better incentives to carry out appraisals more professionally Too little motivation to carry out a proper appraisal. Too little motivation to carry out a proper appraisal. Often, appraisals on top of work, no time, too little training Often, appraisals on top of work, no time, too little training Superiors overestimate their capacities in carrying out appraisals. Superiors overestimate their capacities in carrying out appraisals. How can superiors and employees be better motivated to carry out appraisals in more professional ways? How can superiors and employees be better motivated to carry out appraisals in more professional ways?

11. Evaluation on the basis of Performance contracts, annual objectives etc More and more civil servants are evaluated on the basis of agreed performance contracts and annual objectives (SMART). More and more civil servants are evaluated on the basis of agreed performance contracts and annual objectives (SMART). Another problem is that objectives are changing very frequently. Work is continously influenced by political and external changes Another problem is that objectives are changing very frequently. Work is continously influenced by political and external changes Finally indiv. performance is influenced by many external factors. Finally indiv. performance is influenced by many external factors. How to compare indivdual performance? How to compare indivdual performance?

12. Ability to measure performance Workload is too high No experience in setting objectives No training in the setting of objectives Culture is based on the principle of hierarchy Not important 1234 Very important Tasks and obligations changing rapidly Lack of trust between superiors/employees Continuous political influence on work No motivation on both sides 56 What are the most important challenges in setting and agreeing upon annual objectives (between employees and their superiors)?

13. Performance contracts, annual objectives Agreeing on perf. objectives requires a trustful working relationship with the superior, cooperative relations, time and trust, clear and realistic objectives, knowledge of the work place etc. Agreeing on perf. objectives requires a trustful working relationship with the superior, cooperative relations, time and trust, clear and realistic objectives, knowledge of the work place etc. However: Often, work takes place in a hierarchical and bureaucratic atmosphere. Work plans and objectives are NOT set in a cooperative process – can bring negative effects on motivation However: Often, work takes place in a hierarchical and bureaucratic atmosphere. Work plans and objectives are NOT set in a cooperative process – can bring negative effects on motivation

14. Other challenges Discrimination Discrimination Acceptance of systems – different depending on staff category Acceptance of systems – different depending on staff category

15. Ability to measure performance Women People with disabilities Never 1234 Frequently Top officials Older employees Ethnic minorities Part-time employees 56 Do you think the following groups are – unintentionally – evaluated (rated) differently?

16. Europeanisation but no Convergence Comparable experiences with PA Comparable experiences with PA Many similar reform trends Many similar reform trends Similar reform results Similar reform results But: Member States reform systems within their own contexts But: Member States reform systems within their own contexts New PA systems and PM systems are linked to national system and national organisational structures New PA systems and PM systems are linked to national system and national organisational structures PA systems in career systems are more designed towards promotion whereas in position systems towards pay PA systems in career systems are more designed towards promotion whereas in position systems towards pay High degree of decentralisation allows for many different approaches (as regards notes, objectives, forms, assessment methods and criteria etc.) High degree of decentralisation allows for many different approaches (as regards notes, objectives, forms, assessment methods and criteria etc.) Systems become more different the more the analysis concerns detailed issues..... Systems become more different the more the analysis concerns detailed issues.....