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Performance management system within the framework of human resources management for the leaders of the public education institutions in Szolnok County.

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Presentation on theme: "Performance management system within the framework of human resources management for the leaders of the public education institutions in Szolnok County."— Presentation transcript:

1 Performance management system within the framework of human resources management for the leaders of the public education institutions in Szolnok County Town, Hungary László Molnár Warsaw, September 2011 Session 3.3: Impact of leaders on installing a result-oriented culture

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3 Institutional policies/Management policies in Szolnok  The political and professional responsibilities of the town as a provider of services  Features of the public education system  Leaders as key players in the achievement of their institution’s excellence

4 The systematised support of the management efficiency of institution leaders: the Human Handbook The foundation of up-to-date human resources management on a municipal level  The personal qualities of institution leaders as a guarantee  Retaining and improving customer satisfaction with the public education system

5 Areas covered in the Human Handbook Human resources management Workforce management Workforce planning Operational workforce management Performance management Incentive system Personnel development Collaboration between employer and employee Training and education ”Committee of Public Sector Employees” Trade union Inner communication Human controlling integrated IT system Career development Participation in process development Development of organisational culture Organisational development Jobs / competencies

6 Performance management system (PMS)

7 The first element in the system: 360 degree feedback  its aim  its set of 16 criteria  the evaluators  time frames  SMART relations

8 The second element in the system: two-pronged evaluation 1. Developmental goals: PMS related to SMART goals  objectives  participants  three pillars  methodology  evaluation category  time frames 2. Standard responsibilities of institution leaders

9 Required professional competencies in PMS 1. strategic planning and implementation 2. operational management 3. „good landlord” 4. customer focus

10 Required personal competencies in PMS 1. Managerial skills  problem resolution  openness to new ideas  communication skills  team work 2. Motivation  performance-orientatedness  commitment 3. Attitude  responsibility  behaviour at workplace

11 Requirements for PMS  compliance with the law  „user-friendliness”  measurable outcomes  opportunities for development

12 HR methods in support of improved performance of institution leaders

13 Motivation  PMS relations  payment cannot decrease  must reflect performance and the complexity of the institution  rewards and sanctions  financial and non-financial incentives

14 Development of personal competencies  „knowledge club”  benchmarking  specialised library for institution leaders  coaching – training sessions  field trips

15 Selection of new institution leaders application, professional evaluation of candidates assessment of personal competencies consideration of stakeholders’ opinions decision made by the Council conscious integration

16 the creation of a performance-oriented culture Expected result:

17 „Most quality programs fail for one or two reasons. They have system without passion, or passion without system.” (Tom Peters)

18 Contact details: Dr. Mária Kállai Vice Mayor of Szolnok Phone: Mobile: Dr. Ildikó Sebestyén City Director of Szolnok Phone: Mobile: László Molnár Principal of Varga Katalin Secondary School, Szolnok Phone: Mobile:


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