3 Policy context for performance management (1) White Paper on Human Resource Management: Need for increased delegation of managerial responsibility and authority to departments and within departments Decentralisation of HR Centralised policy-making Decentralised implementation Recruitment, selection and appointment decentralised within national framework Performance management systems and staff development decentralised to departmental level Macro-organisation is centralised Aspects of job evaluation, grading and compensation centralised but departments may develop some policies within national parameters Policy framework came into force in 1999
4 Policy context for performance management (2) In terms of Public Service Regulations, 1999 departments required to – Determine, within national defined parameters, their human resource management policies and practices Ensure that there are adequate institutional and managerial mechanisms in place Ensure that the departmental policies are communicated, understood and observed Regarding performance management Public Service Act devolves powers and duties regarding performance management to each executive authority (EA) Public Service Regulations require each executive authority to determine a system for performance management and development of employees
5 Policy context for performance management (3) Baskin report in 2000 identified High turnover rates and problems in recruiting and retaining skilled senior personnel Poor levels of performance and skills among some senior staff Under-developed performance management systems Insufficient attention to training and development SMS established 2001 New chapter of Regulations and SMS Handbook Handbook requires signing of performance agreements (PAs) Need for a coherent, consistent SMS performance management and development system (PMDS) SMS PMDS implemented from April 2002 Public Service Commission administers an Evaluation Framework for HODs
7 Why measure performance? Performance measurement provides performance information to stakeholders improves internal and external accountability supports strategic planning and goal setting enhances decision making clarifies and focuses long term goals and strategic objectives
8 What is measured? Effectiveness, which determines the relationship of an organisation's outputs to what an organisation is intended to do Productivity, which quantifies the outputs and inputs of an organisation and expresses the two as a ratio. Quality, which examines an output or the process by which an output is produced. Quality is indicated by attributes such as accuracy (or error rate), thoroughness, and complexity. Timeliness, which evaluates the time involved producing an appropriate output Employee performance by means of performance appraisal.
9 Whose performance should be measured? The organisation (by measuring the sub-elements, programmes and sub-programmes) The head of the organisation Senior managers in the organisation All other employees in the organisation
14 Employee performance management Employee performance management is a continuous process of planning, managing & development to: positively influence employee behaviour for the achievement of the organisation’s strategic goals; determine the correct activities as well as the evaluation and recognition of the execution of tasks/duties with the aim of enhancing their efficiency and effectiveness; and improve results from the Department, teams and individuals by understanding and managing performance within an agreed framework of planned goals, objectives, indicators and support incentives.
15 Performance agreements (1) Objective of timeous submission of PAs is to ensure that early in the financial year EAs and HODs clarify performance expectations as well as development needs for the year PA a common reference point for the EA and HOD to monitor, review, account for and improve performance HOD’s PA is to be cascaded down to the PAs of the rest of the staff in the department – this makes the signing of the HOD’s PA critical
16 Performance agreements (2) PSC report on implementation of HOD Evaluation Framework (2006) Compliance rates unsatisfactory At the heart of the problem was failure to sign and submit performance agreements (PAs) Various reasons why PAs not entered into Some executive authorities (EAs) not performing their role as provided for in the framework In some cases there are disagreements which are not mediated and remain unresolved Key recommendation that steps be taken to ensure timeous signing of PAs as the critical first step
17 Performance agreements (3) DPSA report on the signing of PAs by HODs (October 2006) 85% of departments responded to the survey 78% of SMS from national departments had signed PAs 80% of SMS from provincial departments had signed PAs Reasons given for not signing PAs were in the process of being signed Members are on sick leave, maternity leave, unpaid leave, suspension or about to retire Establishment changed during the SMS cycle Disagreement with supervisors regarding KRAs Unavailability of supervisors to agree to and sign PAs Critical success factor was management’s ability to undertake people management
18 Performance agreements (4) Report on the filing of PAs for the 2007/08 FY compiled by the PSC (July 2007) Requirement that PAs must be filed with the OPSC by 30 June 2007 By this date 24% (31 out of 129) HODs had filed PAs with the OPSC 18 posts out of 147 were vacant EAs were urged to intervene urgently to ensure full compliance with the PMDS
19 Performance agreements (5) President Mbeki in State of the Nation Address enumerated 24 “APEX” projects Included Project 15, a response to the findings of the surveys The dpsa, OPSC and dplg are required to implement Project 15: To ensure that all currently vacant positions of DG/HOD, DDG, CFO and municipal managers are filled within six months, also taking into account demographic targets To ensure that by 30 June 2007 and by 31 May of every year thereafter all SMS members have submitted signed performance agreements Report on 2007 with policy recommendations to be submitted to Cabinet soon
21 Organisational performance Organisational performance is the ability of an organisation to use its resources efficiently, and to produce outputs that are consistent with its goals and objectives and relevant for its clients and stakeholders Organisational performance comprises the actual output or results of an organization as measured against its goals and objectives and intended outputs Of equal importance are the outcomes and impact of organisational performance – did the outputs (results) lead to the desired outcomes? Did they have the required impact?
23 Governance & Management Programme performance Employee performance Financial performance Elements of organisational performance
24 Focus areas and issues Greater emphasis is required on organisational performance as a system, with employee performance management (appraisal systems) as sub-systems or elements Greater emphasis is required on linkages between integrated planning, implementation and reporting - and performance management Greater emphasis is required on linkages between employee appraisal results and the state of organisational performance
25 Current initiatives in the public service (1) National Treasury: Framework for Managing Programme Performance, mainly targeted at provinces for planning, setting targets and reporting. Auditor-General: Performance auditing of departments, to promote good governance through accountability, to enhance good governance and effective service delivery. Public Service Commission: Piloting an organisational performance assessment template in selected national and provincial departments
26 Current initiatives in the public service (2) DPSA: Public Management Watch Transversal system within the GWM&E system The PMW is a indicator-focused initiative that diagnoses the working environment within the Public Service thereby enabling government to implement proactive measures Indicator framework based on readily available information Sources currently PERSAL, IYM and AG reports Quarterly strategic reports produced for decision-makers
27 Current initiatives in the public service (3) G&A Cluster project The dpsa is leading a project to develop an organisational performance management system for public service departments It will utilise the work that is already underway in central departments and the PSC Draft organisational performance assessment framework (submitted to July 2008 Cabinet Lekgotla) Organisational performance management system (to be developed by July 2009)