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Improving Individual Performance Systems: Effective Performance Management Systems for Small States Rosemund R. Warrington CARICAD November 3, 2009.

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Presentation on theme: "Improving Individual Performance Systems: Effective Performance Management Systems for Small States Rosemund R. Warrington CARICAD November 3, 2009."— Presentation transcript:

1 Improving Individual Performance Systems: Effective Performance Management Systems for Small States Rosemund R. Warrington CARICAD November 3, 2009

2 The Context and framework for Performance Management The Case for Change The Performance Management Cycle Problems with PM systems in the Caribbean CARICAD’s model Requirements for Success

3 Doing Business in the OECS

4 The Context for Change: Globalization Shrinking Resources Universality of Public Sector Reform Demographics & Skills Enterprising Internal Processes Increasing Use of Technology Public Services Changing Citizen Expectations Government Agenda New Technology External pressures for change Internal pressures for change

5 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 Source: Kari Grenade Economist, Eastern Caribbean Central Bank, 2009

6 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)

7 Government Performance Organization Performance Unit Performance Leadership Performance Programme Performance Team Performance Individual Performance Performance Model - Organizational and individual Performance Interdependence ? ? Ref: Denis Ives, CAPAM 2005

8 STRATEGIC HRM MODEL: A Strategic Fit UNIT PLAN ORGANISATIONAL PLAN NATIONAL PLAN INDIVIDUAL PLAN Training &Dev. Training &Dev. Performance Mgmt Performance Mgmt Rec.& Selection Rec.& Selection Employee Relations Employee Relations HR Planning / ICT HR Planning / ICT Compens- ation Compens- ation Health & Safety Health & Safety Guides Strategy and Policy Influences Performance R. Warrington, CARICAD

9 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

10 More than 30% of employees in organizations are disengaged Disengaged employees are disinterested and unproductive D

11 COMPLEXITY OF PERFORMANCE MANAGEMENT Administrative Interpersonal Aspects Technical Aspects Developmental Feedback Design of an Appraisal System Appraisal Interviews Promotion, Pay

12 Performance Management Cycle Planning Reviewing Managing

13 Performance Management Cycle Planning Set Goals Establish and communicate elements and standards

14 Performance Management Cycle Managing/Developing Measure performance Provide feedback Conduct progress review Address poor performance Improve good performance

15 Performance Management Cycle Reviewing Summarize performance Assign the rating of record Recognize and reward good performance

16 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

17 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

18 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, 2000Public Personnel Management

19 From my personal knowledge of how it works… 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.

20 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.

21 Structure AND Culture 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

22 Leadership and Management  Lack of Respect  Lack of Fairness & Consistency of Treatment  Power by Position  Command & Control…

23 WHAT EMPLOYEES SAY WILL IMPROVE THEIR JOB PERFORMANCE Source: Dr. Kwame R. Charles Quality Consultants Limited, Trinidad & Tobago

24 A NEW MODEL FOR PERFORMANCE MANAGEMENT AT CARICAD Competency based Performance Management Considers the HOW of performance Qualitative assessment Oriented to the future and focused on development

25 Integral HR

26 CARICAD’S MODEL OF CPM 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

27 Competency Matrix for CARICAD CompetenceDescription Quality of WorkWork is consistent, thorough and complete Drive for ResultsDeadlines are consistently met and results are demonstrable Job KnowledgeUnderstands the job requirements and has specific content knowledge where appropriate Learning Ability, Initiative and Flexibility Is able to adjust to new methods and procedures, and learn new tasks and duties and use initiative

28 CompetenceDescription Communication and Teamwork Communicates effectively. Is a positive contributor to teams Attitude and ServiceCommunicates effectively. Is a positive contributor to teams LeadershipThe ability to work with people to build high morale and group commitment to goals and objectives

29 Future Performance Management Issues How do we move from “silos to systems”? How can we inform and influence initiatives to improve performance of public services?

30 What’s the Transformation? A systems-wide scope that is more balanced, targeting competence, capacity, process and outcomes

31 TOWARDS A MORE EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM Sensitivity + Reliability + Acceptability + Practicality SUCCESS =

32 Requirements for Success 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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