1. Performance Management and Development System - PMDS
Performance Management in Ireland
The Irish Civil and Public Service

2. Outline of Presentation
Overview of PM in the Irish Civil Service
Effectiveness of PM
Key Changes to PMDS for 2013
PM in the sectors
The managerial challenge

3. Overview of PM in the Irish Civil Service
Individual PM(PMDS) introduced in 2000 for all civil servants
Significant investment in training staff and managers with focus on:
formal setting of goals
ongoing management
formal appraisal
Committed to continuous and ongoing strengthening of PM system

4. Main elements of PMDS Goal setting (restricted to key goals)
Competencies included
5 point rating scale (linked to award of increments ie annual salary increase and eligibility to apply for promotion)
Focus on learning and development
Includes upward feedback
One size fits all with strong central input!

5. Vertical Integration
Strategy Statement
Business Plan
Individual PM

6. Horizontal Integration?
PMDS
Increments
Salary
Career Development
Promotion
L&D
Talent Management

7. Distribution of Ratings 2011

8. Effectiveness of PM in the Civil Service?
Main findings from our evaluation surveys and review of compliance carried out in 2010:
Underperformance is not being dealt with
The process is overly bureaucratic with emphasis on form filling
Lack of consistency and fairness of standards for performance and ratings i.e. too many high ratings
Developmental aspects are weak

9. Performance Management
Conventional trends
Annual event
Top down
Owned by HR
Annual appraisal oriented
Reliance on single measurement
Uses manager feedback
Evolution of performance management concepts
Contemporary trends
Strategic alignment of individual goals with business goals
Line manager driven (not HR)
Continual daily performance management
Multi-source measurement systems
Manager as coach
Emphasis on employee development & engagement
Use of competencies
Emerging trends
Knowledge management
Contributing added value
Self directed learning
Employee ownership of performance
Acquiring & retaining talent
Manager actively involved in career development
Integrated use of competency framework

10. Key Changes for 2013 Simplification Forms Automation Alignment –
Grade Based Competency Framework and Guidelines
Fairness and Consistency
New evaluations of performance – focusing on differentiation
Calibration of evaluations
Comprehensive review

11. Key Changes for 2013
‘Fully Achieved Expectations’ performance rating required for award of increment (i.e. has fully met all of the role requirements to required standard and performance is at a fully acceptable level)
Address Underperformance – guidelines agreed and training of HR Managers/Workshops delivered

12. PM in the Public Service
In all sectors – exception Education
Commitment in draft Public Service Agreement to strengthen PM
Introduce in all sectors
Managerial accountability
Procedures to deal with underperformance – including discipline
Introduction of management performance agreements

13. Challenges for PM in the Civil Service
Dealing with underperformance
Senior management engagement and customised PM
Engagement of line managers
Changes to pay and increments
Shift to employee engagement
ePMDS
Performance Metrics

14. Central role of DPER in PM
Design of system in consultation with management and unions
Development of forms and guidance notes
Updates on our website
Review effectiveness of PM and determine future direction