1. INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING
LIBRARY
19November 2010
INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING
Mpho Lerotholi
Given Moloto
Mpho Sepato 1

2. What is Performance Management
Systematic process of managing the cycle of events that ensure that organisations, teams, processes and individuals achieve predetermined outputs and results. The cycle has a series of activities that are linked in a systematic and integrated way to support performance achievement

3. Objectives of Performance Management at Unisa
To foster a culture of performance excellence, accountability and stewardship consonant with UNISA’s values, objectives, institutional identity and culture.
To link the day-to-day activities of every employee to UNISA’s operational needs and its long-term goals to ensure effective and sustained performance.
To build relationships of collegiality, openness and trust between employees, their colleagues and their line managers by incorporating mentoring, coaching and regular and honest performance conversations as key elements of performance management.
To enhance quality by engendering a culture of continuous learning and critical self-reflection.

4. Objectives of Performance Management at Unisa
To promote service excellence by inspiring employees to serve students, colleagues and other stakeholders with integrity and dedication.
To provide an environment conducive to performance by ensuring that employees receive the necessary resources and support to carry out their responsibilities and to correct performance shortfalls in a proactive manner.
To enable employees to showcase their individual contributions towards achieving UNISA’s goals and to receive recognition and acknowledgement for superior performance.

5. PERFORMANCE TARGETS & STANDARDS
UNISA’S
STRATEGY
STRATEGIC
OBJECTIVES
INSTITUTIONAL
MANDATE
KEY PERFORMANCE INDICATORS
UNIT GOALS
UNIT/
DEPARTMENTAL
BUSINESS PLAN
KEY PERFORMANCE AREAS
KEY PERFORMANCE INDICATORS
INDIVIDUAL
KPA’S
PERFORMANCE
MEASURES
PERFORMANCE
AGREEMENT
PERFORMANCE TARGETS & STANDARDS

6. DOING, REFLECTING & LEARNING – Ongoing
Harnessing potential through the performance management and development cycle
PHASE 1
PLANNING – December
What is expected from the employee for the next year in relation to performance and development?
What are the career aspirations of the employee and are they appropriate within the UNISA context.
PHASE 2
DOING, REFLECTING & LEARNING – Ongoing
How well is the employee progressing in relation to performance and development throughout the year?
Is the employee working towards the achievement of his/her career aspirations?
PHASE 4
ASSESSING – Nov / Dec
How well has the employee contributed to Unisa’s objectives and targets for the year?
What are the consequences i.t.o. development, reward, corrective action and career progression?
PHASE 3
REVIEWING – June / July
How well is the employee progressing with the targets in his/her agreement half-way through the annual cycle? What corrective actions need to be instituted to ensure achievement of targets?

7. IPMS Process Steps Plan – Perf planning Perf agreement
Act – Implementing; monitoring; mentoring and performance
Evaluate – Assess, Evaluate and Perform
Outcome – Performance Achievements, Outcomes and Development or Correction on Areas for improvement

8. Performance agreements template
KEY PERFORMANCE AREA (KPA)
WEIGHT
OBJECTIVES
ACTIONS
IOP
PERFORMANCE MEASURES
TARGETS AND STANDARDS
KPA 4
Effective implementation of IPMS Operational Plan
5% %
Establish a culture of performance, accountability and stewardship through the integrated performance management system (IPMS) aligned with corporate performance management
Quantity (e.g. Pass rate)
Quality (e.g. accreditation)
Timeliness / due date
Approval
Compliance (procedures)
Client feedback
According to plan
Ensure full and timely implementation of the IPMS cycle
Compliance
95% compliance
Submit IPMS Policy for approval
IPMS Policy approved by Council by November 2009
Configure the IPMS on Oracle
Progress according to plan
Attend to queries
Turnaround time
Within 24 hours
Provide effective training to enhance user skills and confidence in applying the IPMS
Number of training workshops
1 training workshop per department
Rating of 3 on a 5-point scale

9. Creating Performance Agreements
Performance Agreement is a documentation of Agreed deliverables, Performance Measures and indicators, demonstrated behaviour, values, attitudes and applied competencies
It enables one to answer the following questions
What should I do? (KPA)
Why am I doing it? (Objectives)
How should I be doing it? (Actions/Activities, targets and standards)
How will I be measured? (Performance Measures)

10. What should be in the Performance Agreement?
Descriptors: Name, Employee ID, Grade, Job Title etc
Purpose of the Job
Key Stakeholder (Receivers and contributors)
Key Performance Areas/Objectives/Outputs/Activities
Weightings
Standards and Measures
Behavioural Competencies and Indicators
Personal Development Plan

11. Develop your own Performance Agreement
Activities are:
Those steps or actions that must be completed in order to produce the outputs required by the specific KPA.
Directly related to “how” to achieve the objective

12. Develop your own Performance Agreement
Performance Measures
Category for which the achievement of the objectives and successful completion of the activities are measured.
Various methods of measuring performance such as
Reports
Evaluations
Student or participant feedback
If defined up front, it clarifies the deliverables required on agreed timelines for you and your manager

13. Develop your own Performance Agreement
Targets and standards are the levels of performance that are acceptable within the performance measures.
Targets are
the short term goals that
move as the organisation moves
defined on shorter timelines and will be reviewed more frequently.
Standards
Stable measures that evaluate the quality level of work to be delivered. These benchmark the performance.

14. How to Develop PA
Consult the strategic goals/objectives of your Business Unit and ensure that its contents are clear and that a direct link can be made to the individual job at hand
Define the focus of the job, identify and weight Key Performance Areas so that they are directly linked into the objectives of the Business Unit
Develop objectives / deliverables for each Key Performance Area and determine attached standards / targets. Specify any enablers or resources that are pre-requisites for success

15. How to Develop a PA
Clarify how the objectives are to be reviewed / measured - your sources of information and methods of measurement.
Review and update the Personal Development plan

16. How to Develop PA
Weighting Process
Objective of Weighting is to give an indication of the priority of the objectives in terms of impact on job success
Weighting is determined by the importance of the area and objectives to job success, not by the amount of time spent on outputs falling into this category

17. How to Develop a PA Weighting
Rank your Key Performance Areas in order of importance. This is determined by their impact on the achievement of the overall job purpose and contribution to the Operational plans.
No two Areas should have the same ranking; this is a forced ranking exercise.
Assign a percentage out of 100% to each of the Key Performance Areas. The highest ranked priority gets the highest percentage, the second the next, and so on. The total of all the Areas will add up to 100%
If the objectives within the Area differ significantly in priority, you can use the same process to weight all the objectives rather than just the Key Performance Areas.

18. CRITICAL SUCCESS FACTORS
OF A PERFORMANCE AGREEMENT

19. Specific
Describes, unambiguously, a single result that must be achieved, e.g. “Reduce debtors days”
Measurable
Can be given a standard that accurately measures the result, e.g. “... to within 45 days”. If they are not capable of quantification, the result must be observable and key indicators described so that it will be possible to know when the objective has been achieved
Achievable
While the objective and standards must be stretching, they must also be achievable, realistic and within the control of the individual. An element of development must underlie the expectations without making it the ‘impossible’ task
Relevant
The standards/targets support and will ensure achievement of the Strategic Objectives of the department / business unit
Time bound
Indicates the specific time frame in which the objective must be achieved, e.g. “By 31 October 2006", or milestones along the way if an annual objective. Not all objectives can be time bound

20. Parties to creating the PA
Manager
Employee
JOINT RESPONSIBILITY

21. Next steps Discuss the PA with your Manager Make adjustments
Finalize the agreement and commit to the agreed performance criteria
Your Manager will file the PA with HR
The objective here is to get individuals to accept their responsibility in ensuring that the process is completed correctly.

22. ACT

23. Performance Implementation
Planning (Activity plan, daily, weekly and monthly)
Organising (Resources relevant to activity)
Leading (Taking responsibility of own actions/activities, making right decisions at the right time, communicating and informing relevant stakeholders)
Controlling (Time and resources employed on the activity)
Monitoring (Check progress against plans and self evaluate performance)

24. Performance Monitoring
Observe key outputs against set standards
Record progress
Engage in arranged performance reviews
Identify performance gaps
Commit to corrective and or sustainability plans

25. Performance Tracking
Tracking is an ongoing process of information gathering to check whether performance is on target, and activities are achieving the set objectives.

26. Portfolio of Evidence TRACK is used
To record as much detail about an event as possible to discuss comprehensively with your manager
Task or situation that you are involved in
Reason for your involvement
Action that you took; how you dealt with the situation
Consequences or results of the action
Kind of response you need to have and hope to receive from your manager

27. Portfolio of Evidence
A comprehensive and thoughtfully compiled self-assessment document that reflects ones achievements, areas of development, opportunities utilised and challenges experienced in executing designated tasks
POE’s must be relevant to your agreed PA objectives and how you have supported the achievement of the UNISA goals and objectives

28. EVALUATION

29. Roles and Responsibilities
Employee
Prepare for evaluation discussion
Actively participate in the discussion
Bring documents supporting performance achievement (your portfolio of evidence)
Bring along your Performance Agreement
Supervisor
Collect relevant assessment information and evidence
Assess the employee in a fair manner
Rate the performance of an employee against set standards and targets

30. Feedback
Feedback is an interactive process by which you communicate to another person how he or she is doing against specific objectives and performance standards.
Effective feedback is constructive in nature and answers the question “How am I doing”.

31. Feedback Based on TRACK record No evidence = No feedback
Hard and Soft information
Specific examples
No evidence = No feedback

32. Feedback Process Investigate before giving feedback
State the rationale for the feedback
Use an appropriate style
Ask for feedback

33. would you have a sad or a glad story to tell?)
Effective Feedback
Specific – What done and why it was effective or ineffective
Accurate – Checking sources for bias and fact
Timely – Soon after event or tracked accurately
Balanced – Mix of +ve and –ve feedback, not grouped
Given with Alternatives – Action plan or idea to improve
Relevant – focussed on agreed objectives and behaviours
(If you SAT at a BAR,
would you have a sad or a glad story to tell?)

34. Evaluation Frequency Immediate Monthly Feedback Sessions
6 Monthly Performance Reviews
Annual Performance Appraisals
Special Circumstances
Closing a performance gap
New in a position, transfer or promotion
Area for development
New skill or growth area

35. 5-point rating scale 5 Outstanding
STANDARD RATING SCALE 5
Outstanding
Exceptional performance in all areas of responsibility. Planned objectives were achieved well above the established standards and accomplishments were achieved in unexpected areas. 4
Exceeds Expectations
Consistently exceeds established standards in most areas of responsibility. All requirements were met and objectives were achieved above the established standards. 3
Meets Expectations
All job requirements were met and planned objectives were accomplished within established standards. There were no critical areas where accomplishments were less than planned 2
Needs Improvement
Performance in one or more critical areas does not meet expectations. Not all planned objectives were accomplished within the established standards and some responsibilities were not completely met 1
Does not meet minimum standards
Does not meet minimum job requirements. Performance is unacceptable. Responsibilities are not met and important objectives have not been accomplished. Needs immediate improvement

36. Resolution of Performance Review Disputes
Escalate one level up
Provide portfolio of evidence to the mediator
Attempt to reach consensus
If unable to resolve with the mediator, initiate the Dispute “Grievance” Procedure

37. OUTCOMES OF THE EVALUATION

38. Key Steps Record performance assessment outcomes
Acknowledge performance
Correct under performance
Performance Improvement Plan
Review Personal Development Plan
Re-plan for new Performance Agreement

39. Immediate Outcomes Frequent feedback and progress opportunities
Recognition of achievement
Amendments to deviations from performance objectives
Counseling and
Coaching
Training
Clarification/explanation
Disciplinary action
Work Environment Audits

40. 2010 IPMS CALENDAR PERIOD REQUIRED ACTIONS February 2010
Based on their department’s 2010 operational plan, staff members and their line managers finalise and sign their performance agreements and development plans on the required template.
Line managers file hard copies of the signed agreements.
Line managers attach electronic copies of the agreements on the Appraisal Management module of Oracle
February onwards
The IPMS Division quality assures the performance agreements developed by staff members to assess the integrity of the agreement process.
February - June
Staff members and their supervisors track, monitor and develop their performance based on their performance agreements. The institutional Moderation Committee moderate the mid-year reviews of all staff members to assess the integrity of the process.
June - July
Line managers conduct formative mid-year performance reviews for all staff members reporting to them and put in place corrective actions.
July - November
Staff members and their supervisors track, monitor and develop their performance based on their performance agreements.
December
Line managers conduct summative year-end performance assessments for all staff members reporting to them and the outcomes inform staff members’ performance agreements and development plans for 2011.
January 2011
The various Moderation Committees moderate the year-end performance assessments of all staff members to assess the integrity of the appraisal process.

41. UNISA Support
Each Department/Unit has been assigned a contact person in the OD department
Your support is:

42. ORGANISATIONAL UNITS OR OFFICIALS RESPONSIBLE FOR
INTERNAL CONSULTANT
CONTACT DETAILS
ORGANISATIONAL UNITS OR OFFICIALS RESPONSIBLE FOR
Ms Botsile Kepadisa
Tel: (012)
CSET
Operations Portfolio
Library
Ms Mpho Lerotholi
Tel: (012)
CAES
Learner Support and Student Affairs Portfolio
Registrar’s Portfolio
Ms Given Moloto
Tel: (012)
CEMS
Pro-Vice Chancellor’s Office
Academic & Research Portfolio (Support departments)
Finance & University Estates Portfolio
Ms Mpho Sepato
Tel: (012)
CHS
CLAW
Principal and Vice-Chancellor’s Office
Strategy, Planning and Partnerships Portfolio