1. Presenter: Beresford Riley, Government of
Improving individual performance: Effective Performance Management Systems for Small States
Regional Caribbean Conference on Improving Public Service Performance in the OECS in times of crisis
Rex Saint Lucian Hotel
November 2 – 3, 2009
Presenter: Beresford Riley, Government of
Trinidad and Tobago
Good afternoon ladies and gentlemen.
On behalf of the Government of Trinidad and Tobago, I am honoured to share with you today on the topic: Improving Individual Performance: Effective Performance Management Systems for Small States.
It is indeed a privilege to be part of this wonderful process of sharing and learning.

2. Agenda Managing Individual Performance : some perspectives
The experience of the Public Service of Trinidad and Tobago
Lessons for small states
In keeping with the terms of reference established for this panel, I wish to share some of the experiences of the Government of Trinidad and Tobago in the area of Managing Individual Performance. I wish also to touch on the perspectives of a few commentators on the topic of performance management. Most importantly, it is my intention to extract lessons from our experiences which may be of value to policy makers in the OECS as you seek to enhance your own systems in this area. Let us look first at the perspectives of some commentators.

3. Some theoretical perspectives

4. Performance
Performance refers to “outcomes, results or accomplishments”
Rothwell, 2005
Rothwell (2005) describes performance as, “outcomes, results or accomplishments.” This is a simple yet profound concept. When all has been said, the question that remains to be asked is, “What have we accomplished?” I want to suggest that a key facet of our role as managers and supervisors in the Public Service is to ensure that at the end of the day, some positive results have been accomplished, results that contribute to improving the lives of the average citizen.

5. Components of Performance
Four components of performance
A performer
Behaviour
Situation
Results
Morhman et al ,1989
Morhman et al (1989) identify four separate components of performance. They state that, “A performance consists of a performer engaging in behaviour in a situation to achieve results.” The authors indicate that most types of appraisal systems focus on the performer, the behaviour or results. They go on to classify the types of performance appraisal systems into four categories: Performer- oriented approaches; behaviour-oriented approaches; results-oriented approaches and comparison-oriented approaches.

6. Performance management
Performance management is,
“a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.” Aguinis, 2005
Aguinis (2005) defines performance management as, “a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.”

7. Performance management
“A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.”
Aguinis, 2005
He contends that, “a system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.” He describes this rather, as only a performance appraisal system.

8. Performance Appraisal
Performance appraisal is “the systematic description of an employee’s strengths and weaknesses.”
Aguinis, 2005
For Aguinis, performance appraisal is “the systematic description of an employee’s strengths and weaknesses.”

9. The experiences of the public service of trinidad and tobago

10. The T&T Experience
Establishment of the Performance Management and Appraisal system (PMAS)
Introduction of the Ministerial Performance Management Framework (MPMF)
Today’s presentation focuses on two major phases of Trinidad and Tobago’s journey, namely establishment of the Performance Management and Appraisal System (PMAS) and introduction of the Ministerial Performance Management Framework (MPMF).

11. Performance Management and Appraisal System (PMAS)
Replaced trait-based staff reporting system
Reduced reliance upon supervisor perception about whether employee possessed qualities such as loyalty
PMAS is a results-based appraisal system which has replaced the trait based-system of staff reporting. In the latter system, employees were appraised on the perceptions of their supervisors as to whether they possessed certain traits or qualities, such as: dependability and loyalty. Under PMAS, employees are appraised on the basis of meeting certain goals.

12. Characteristics of PMAS
Results -based
Built around a continuous process
Cycle involves Performance Planning; Performance Support; Performance Review
Linkage to strategic planning process
Developmental focus
Documentation critical

13. PMAS Process PLAN (Strategic, Operational Plans
PERFORMANCE
(Strategic, Operational Plans
Job Clarification) SUPPORTING
(Monitoring, Coaching, Feedback)
FINAL REVIEW OF
(Results vs. Expectations)

14. PMAS Documents PLAN (Position Description) MONITOR & SUPPORT
PERFORMANCE
(Position Description)
MONITOR & SUPPORT
(Appraisal Discussion
Record)
FINAL REVIEW OF
(Performance Appraisal Report)

15. PMAS Challenges
PMAS introduced before Organizational Performance Management System; performance culture is now being developed
In the context of a fledgling HR system, other activities often given priority over PMAS
Requirement to train 60,000 officers in new skills and behaviours

16. Ministerial Performance Management Framework (MPMF)
A home grown system for managing Ministry and Department performance
Developed by Permanent Secretaries and Heads of Departments in 2004, 2005

17. MPMF Policy Objectives
The objectives of the policy were to ensure the:
Success and institutionalisation of a results-based performance management culture
Achievement of the goals of Vision 2020 by linking individual and team performance to ministerial business plans

18. MPMF Policy Objectives Cont’d.-
Provision of a balanced approach for measuring performance results and competencies
Development of core competencies that reflect the values and skills that are necessary for individual and government success; and

19. MPMF Policy Objectives Cont’d.
Promotion of job satisfaction in a motivating environment, and the recognition and reward of good performance.

20. MPMF – Project Goal
To increase the performance and effectiveness of Ministries and Departments in the enhancement and delivery of quality public services as laid out in national and organisational strategic plans

21. MPMF - Components The five key components of the MPMF are:
Ministerial Performance
Management Team Performance
Service to Citizens
Employee Engagement
Achievement of Vision 2020 Goals

22. The MPMF model

23. Ministerial Self-Assessment
Four performance dimensions assessed:
Effectiveness
Efficiency
Relevance
Financial viability

24. Ministerial Self-Assessment Cont’d.
Two complementary steps
Developing the organisational profile
Conducting the organisational self-assessment

25. Assessment of Management Team Performance
Use of a multi-rater (360 degree) assessment process
Manager assessed against fourteen core competencies required by senior managers

26. The Competencies

27. Outputs of Assessment Confidential Individual report
Report on performance of management team
Development of individual action plan
Development of Management Team action plan

28. Lessons learnt

29. Lessons Learnt
Need for alignment of individual employee appraisal system with system for managing organization performance
Assess performance on a number of different dimensions
Need to develop systems to suit one’s particular context and needs

30. Lessons Learnt Cont’d.
Need to utilise competency-based management approach
Need for a systems perspective. One aspect of the system impacts another. E.g. Development of core competencies has implications for recruitment and selection, training

31. Lessons Learnt Cont’d.
Need to adopt a change management approach, inclusive of
Research on best practices
Involvement of key stakeholders
Assigning dedicated leadership to change
Review of existing processes, utilising new technology where appropriate

32. Lessons learnt Cont’d.
Need to adopt a change management approach, inclusive of:
Developing an appropriate communications strategy
Building the required knowledge, skills and attitudes
Developing the required tools

33. Lessons Learnt Cont’d.- Evolving Strategies in Meeting Challenges of PMAS
Training of Staff directly
Training of HR Practitioners
Coaching of HR Practitioners
Development of Training Tools:
PMAS Toolkit
Training Video, “Shaping Performance: Appraising Mr Paul”

34. The End
Thank You