performance management and development system - pmds performance management in ireland the irish...
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Performance Management and Development System - PMDS
Performance Management in Ireland
The Irish Civil and Public Service
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
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
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!
Vertical Integration
Strategy Statement
Business Plan
Individual PM
Horizontal Integration?
PMDS
INCREMENTS
Salary
Career Development
PROMOTION
L&D
Talent Management
Distribution of Ratings 20112011 % of Rating Completion
0
10
20
30
40
50
60
70
PO AP AO HEO EO SO CO SERVICEOFFICER
SERVICEATTENDANT
OTHER
Grade
Rating 1
2
3
4
5
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
Performance Management
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
Conventional trends
Annual event Top down Owned by HR Annual appraisal
oriented Reliance on single
measurement Uses manager
feedback
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
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
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
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
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 www.per.gov.ie
Review effectiveness of PM and determine future direction
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