Presentation on theme: "Performance Management System"— Presentation transcript:
1 Performance Management System Teacher Evaluation in SingaporeLee Ong KimNATIONAL INSTITUTE OF EDUCATIONNANYANG TECHNOLOGICAL UNIVERSITYSINGAPORE
2 PREMISE AND PURPOSE THE PMS IS A DEVELOPMENTAL TOOL, PROMOTING PERFORMANCE MANAGEMENT SYSTEMPREMISE AND PURPOSETHE PMS IS A DEVELOPMENTAL TOOL, PROMOTINGPROFESSIONAL DEVELOPMENT AND GROWTHALIGNED TO THE TEACHER CAREER TRACKS OF THEMINISTRY OF EDUCATIONTHE OVERALL PURPOSE OF THE PMS IS HUMANCAPACITY BUILDING FOR A RESILIENT EDUCATIONSYSTEM
3 PMS PREMISE AND PURPOSE PERFORMANCE MANAGEMENT SYSTEM QUALITY HUMAN RESOURCE(WORKFORCE)QUALITY OUTPUT OF SCHOOLSHIGHLY SKILLED ANDEFFECTIVE TEACHERSCAPABLE SCHOOL LEADERSHigh QualityTeacherPreparationLeadershipTrainingAPPRAISAL AND ADEQUATE SYSTEM OF REWARDS FOR QUALITY PERFORMANCEProfessional Development and SupportPMS
5 EFFECTS AND CHARACTERISTICS OF THE PMS PERFORMANCE MANAGEMENT SYSTEMEFFECTS AND CHARACTERISTICS OF THE PMSSYNERGISTIC FUNCTIONING BETWEEN THE VARIOUSDEPARTMENTS IN THE SCHOOLS1.JOB HOLDERS WILL HAVE GREATER CLARITY OF TASKSAND JOB FUNCTIONS AND THE COMPETENCIES REQUIREDBY ALL JOB HOLDERS2.GREATER OBJECTIVITY OF MEASUREMENT OF PERFORMANCE3.TOWARDS EQUITY, EFFECTIVENESS AND EFFICIENCY4.
6 EFFECTS AND CHARACTERISTICS OF THE PMS PERFORMANCE MANAGEMENT SYSTEMEFFECTS AND CHARACTERISTICS OF THE PMSPROFESSIONAL DEVELOPMENT IS AN ON-GOINGPROCESS TO SUSTAIN EXCELLENCE IN THE WORKFORCE5.IT APPLIES SIMULTANEOUSLY TO ALL ACADEMIC STAFF INSCHOOLS AND OFFICERS OF THE MINISTRY OF EDUCATION6.STAFF APPRAISAL INVOLVES PERFORMANCE PLANNING ANDAGREEMENT BETWEEN JOB HOLDER AND THE REPORTINGOFFICER, MID-TERM REVIEW AND FINAL APPRAISAL7.RAISES STAFF SKILLS IN WORKING TOWARDSEXCELLENCE BY FOSTERING A LEARNING CULTURE8.
7 COMPONENTS OF PMS PERFORMANCE MANAGEMENT SYSTEM ROLES AND FUNCTIONS PROFESSIONAL DEVELOPMENTCOMPETENCIESWORK REVIEWThis documents what roles each officer is expected to play so that they are clearly spelt out to be in the knowledge of both the officer and his or her reporting officerKnowledge, ability and skills required for the excellent performance of roles and functionsAppraisal and ratings of performanceTaking responsibility for self-developmentIdentification of areas of:ExcellenceRequired improvementProfessional development for capacity buildingIt is a reference material for the officer to make constant reference to in order to set realistic target on what to achieve for the year
8 AREAS OF ROLES AND FUNCTIONS – KEY RESULTS AREAS PERFORMANCE MANAGEMENT SYSTEMTEACHING TRACKAREAS OF ROLES AND FUNCTIONS – KEY RESULTS AREAS
9 COMPETENCIES - KNOWLEDGE AND SKILLS PERFORMANCE MANAGEMENT SYSTEMTEACHING TRACKCOMPETENCIES - KNOWLEDGE AND SKILLS
10 AREAS OF ROLES AND FUNCTIONS – KEY RESULTS AREAS PERFORMANCE MANAGEMENT SYSTEMLEADERSHIP TRACKAREAS OF ROLES AND FUNCTIONS – KEY RESULTS AREAS
11 COMPETENCIES – KNOWLEDGE AND SKILLS PERFORMANCE MANAGEMENT SYSTEMLEADERSHIP TRACKCOMPETENCIES – KNOWLEDGE AND SKILLS
13 COMPETENCIES FOR SPECIALISTS PERFORMANCE MANAGEMENT SYSTEMCOMPETENCIES FOR SPECIALISTSThere are nine areas of competencies for Specialists.For each area, there are different levels of competencies targeted at the different levels of Specialists.Professional Mastery: A drive to find out more and provide thought leadershipin one’s field of expertise.Drive for Improvement: A concern for proactively working well and taking actionto surpass a standard of excellence.Stakeholder Focus: The ability to provide professional advice and inputrelevant to the concerns of stakeholders.4. Intellectual Integrity: Acts with professional objectivity.
14 COMPETENCIES FOR SPECIALISTS PERFORMANCE MANAGEMENT SYSTEMCOMPETENCIES FOR SPECIALISTSThere are nine areas of competencies for Specialists.For each area, there are different levels of competencies targeted at the different levels of Specialists.5. Flexibility: The ability to adapt and work effectively with variousindividuals or groups in a variety of situations.Analytical Thinking: The ability to think logically break things down andrecognize cause and effect.Conceptual Thinking: The ability to see patterns, make connections and seethe big picture.8. Impact and Influence: The drive and ability to produce positive outcomes bypersuading, convincing and influencing others.9. Developing Others: The drive to develop the capabilities of others and help themrealize their full potential.
15 WORK REVIEW INVOLVES: PERFORMANCE MANAGEMENT SYSTEM SETTING OF WORK TARGETS AGREED TO BY STAFF ANDREPORTING OFFICERMID-TERM REVIEW AND POSSIBE ADJUSTMENTS TOTARGETSEND-OF-YEAR APPRAISAL ON KEY COMPETENCY DOMAINSRECOMMENDATION FOR PROFESSIONAL DEVELOPMENT
16 WORK REVIEW PERFORMANCE MANAGEMENT SYSTEM There are two sets of forms for teachers:Work Review FormDevelopment Form
17 WORK REVIEW PERFORMANCE MANAGEMENT SYSTEM SECTION 1: KEY RESULT AREAS (KRA)INSTRUCTIONS:(Instructions are given here on setting targets thorugh discussion with Reporting Officer).PERFORMANCE MANAGEMENT SYSTEMWORK REVIEW
19 DEVELOPMENT FORM PERFORMANCE MANAGEMENT SYSTEM SECTION 1: PERFORMANCE ASSESSMENTThe officer far exceeds requirements of his/her current grade in all areas of his/her work,and makes positive contributions in areas beyond his/her immediate responsibility.B. The officer exceeds requirements of his/her current grade in most areas of his/her work.The officer exceeds requirements of his/her current grade in some areas of his/her work.(Additional contributions are more than shortcomings)D. The officer is just able to meet requirements of his/her current grade in his/her work.(Additional contributions are balanced by shortcomings)E. The officer is unable to meet requirements of his/her current grade in his/her work.(Shortcomings are more than additional contributions)
20 DEVELOPMENT FORM PERFORMANCE MANAGEMENT SYSTEM SECTION 2: Career ManagementCompetencies: Ratings of highest observed competency.Long-Term Development Possibilities: Possible change of tracks.Potential: Possibility of position by age of 45 years.Key Appointment Likelihood: Probability of becoming a Master Teacher or Principal.Senior Specialist Potential: (If applicable).Career Development Recommendations: Recommendations of possible long or short-term career development directions (e.g. possible assignments, posting, etc.)SECTION 3: Recommendation for Promotion / Confirmation
21 Assignment of Current Estimated Potential PERFORMANCE MANAGEMENT SYSTEMAssignment of Current Estimated PotentialCEPGradeTeachingLeadershipSpecialistP3C, BDGEP4E, E1, DDirSnr Sp5P5G, F, EP/DD/SuptSnr Sp4P6ASEO1A2, H, GPSnr Sp3P6BSEO1A2Master Tr 2VPSnr Sp2SEO1A1Master Tr 1P7SEO1Snr TrHODSnr Sp1Snr Hd/ L HdP8GEO1A3/2A3TrGEO1A2/2A2P9GEO1A1/2A1GEO1/2
22 PERFORMANCE GRADING AND CEP PERFORMANCE MANAGEMENT SYSTEMPERFORMANCE GRADING AND CEPRules for Performance GradingSEO1 and above, A grade are given only if the CEP is at least 2 levels above present substantive grade while B grade is given only if the CEP is at least 1 level aboveGrade higher than C for those promoted in the previous year requires justificationIf substantive grade = CEP, maximum grade is C
23 PERFORMANCE GRADING AND CEP PERFORMANCE MANAGEMENT SYSTEMPERFORMANCE GRADING AND CEPRules for Performance GradingTop 25% of C graders for SEO1A2 and below can be promoted subject to the promoted grade being either the same as the job grade or lowerFor consideration on the Senior Specialist Track, B grade is a minimum requirement for the year of assessmentQuotas: 5% A, 30% B, 60% C and 5% DPromotion rate depends on lower of the last 3 years’ CEPNo adjustment to CEP after 45 years oldAnnual Performance bonus is tied to the grade.
24 PERFOMANCE RANKING FOR FINAL GRADES PERFORMANCE MANAGEMENT SYSTEMPERFOMANCE RANKING FOR FINAL GRADESAll Officers on all three tracks of the Teaching Workforce are ranked.First level of ranking of teachers is done at the department level.Second level is at the meeting between Heads of Departments and the Principal and Vice-Principal.Third level is at the Cluster level, done by Principals and the Cluster Superintendents.Final Grades are awarded after the ranking at all levels.Grades can be vetoed by the superintendent if teacher is know to have bad record of behavior.
25 PROMOTION CRITERIA PERFORMANCE MANAGEMENT SYSTEM Consistently Good PerformanceMinimum “2Bs and 1C” including “B” for latest yearDelay of 1 to 2 years for “C” gradersGEO1 cohort promotion to GEO1A1 – Need 3 “Cs”“D/E” graders not eligible for promotionCEP is higher than officer’s current substantive gradeMeet time norms – year in service and year in gradeThose with high CEPs of greater than or equal to P6A will be tracked. CEPs below P6A will not be tracked.CEP can be increased only one level at a time.