building capacity to open-up the staff appraisal in malawi: moving
TRANSCRIPT
Building Capacity to Open-up the Staff Appraisal in Malawi: Moving from a Confidential to an Open Performance Management System in the Public Sector
Hudson Nkunika, Human Resource & Policy Advisor, SSDI-Systems/Abt Associates – Malawi
pg 2
Authors
Hudson Nkunika, Senior Human Resources & Policy Advisor, SSDI-Systems/Abt Associates (Presenter)
Victoria Munthali, Human Resources Assistant, SSDI-Systems/Abt Associates
Salim Sumaisi, Director of Human Resource Department, Ministry of Health
Gillian Nkhalamba, Human Resource Planning Officer, Ministry of Health
Takondwa Mwase, Chief of Party/Health Financing Advisor, SSDI-Systems/Abt Associates
Bona Mjojo, Senior Human Resources for Health and Leadership and Management Central Level Advisor, SSDI-Systems/Abt Associates
pg 3
Outline of the Presentation
Background
Process
Pilot Results
Lessons learned
Recommendations
Conclusions
Background
pg 5
SSDI-Systems
USAID-funded, 5-year project
Provide technical assistance to Malawi’s Ministry of
Health (MOH) to help improve policies, management
and leadership, and fiscal responsibility
Work in partnership with ministry officials and
development partners to assist the MoH to
strengthen the country’s health care system
pg 6
What is Performance Management?
A participatory process between employees and
their supervisors that links the individual’s
performance to the overall strategic objectives of
the Ministry or Department
Helps management link an individual’s performance
to the organization’s goals and policies
Strengthens focus on results
Critical in developing the capabilities of teams and
individuals
pg 7
Public Sector Performance Management in Malawi
Public health service delivery generally viewed as inefficient and not result-oriented
1966 – Government instituted use of a confidential performance appraisal system
2008 – Government approved open performance-based management system to improve efficiency, productivity and accountability
– Moved from “confidential” to “open” performance appraisal system
2012 to 2014 – with SSDI-Systems’ assistance, open system rolled-out to staff at the zonal, district and facility level within MoH
pg 8
Confidential vs. Open System
• Supervisors not obligated to
discuss performance outcome
with supervisee – appraisals
submitted directly to central
MoH
• No performance goals were set
and agreed upon between
supervisors and supervisees
• No interaction between
supervisors and supervisee on
performance
• Lack of transparency for
rewards and sanctions
Confidential System
• Supervisors and supervisees
create individual performance
work plans
• Supervisors discuss individual’s
performance against agreed
upon work plans
• Supervisors provide feedback to
improve supervisee’s work
performance and requirements.
• Outlines rewards and sanctions
for good and poor performance
Open System
pg 9
Link between Staff Appraisal and Strengthened Health Service Delivery
Health workers’ performance is assessed based on annual work plans and indicators, aligned to MoH goals and agreed with their supervisors
Helps to identify managerial and clinical skills/capacity gaps
Encourages continuous performance improvement through routine one-on-one discussions between supervisor and supervisee
Aims to motivate health workers to strengthen performance in line with organizational goals
Promotes accountability through heightened transparency
Process
pg 11
System Roll-out Assistance to MoH
Develop roadmap for implementation of pre-approved Government guidelines
Identify eligible staff members/cadres
Pilot appraisal system in three districts
– Train DHMT members as trainers for cascaded trainings
– One-on-one coaching
– Follow-up visits and remote support
Assess pilot roll-out process
Adapt roll-out process based on assessment results and support continued roll-out
pg 12
One-on-one Coaching
pg 13
15 SSDI-Systems Supported Districts
• Chitipa
• Karonga
• Kasungu
• Nkotakota
• Dowa
• Salima
• Lilongwe Urban and Rural
• Mangochi
• Balaka
• Machinga
• Zomba
• Phalombe
• Mulanje
• Chikhawa
• Nsanje
pg 14
Quantifying the Assistance
153
118
95
167
122
183
1455
156
217
151
146
84
92
164
523
319
100
22
78
30
83
100
126
78
119
60
121
144
88
0 200 400 600 800 1000 1200 1400 1600
Balaka
Chikhwawa
Chitipa
Dowa
Karonga
Kasungu
Lilongwe (LL DHO, KCH, MoH hq)
Machinga
Mangochi
Mulanje
Nkhotakota
Nsanje
Phalombe
Salima
Zomba (ZA DHO, ZMH, ZCH)
Average
# of staff oriented on PMS per district # of staff eligible for PMS orientation
Pilot Results
pg 16
Use of the System During Pilot Phase
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Karonga Chikhwawa Machinga Average
Percent of staff that developed work plans and
completed their staff appraisals during the pilot phase
% of staff that developed work plans (2012/2013) % of staff that were appraised (2012/2013)
pg 17
Staff Feedback
Staff members appreciated the open-up staff appraisals because:
– They were viewed as being more transparent and provided room for continuous improvement due to the one-on-one interaction between supervisor-supervisee
– Individual work plans provided clear performance indicators, agreed upon with their supervisors
– They were motivated by the interaction with their supervisors
An officer in Machinga District said:
“…I was amazed to find my supervisor pointing out the things I did not even realize they notice about how I
work…… it’s good to know someone is watching and cares about how you work.”
Lessons Learned
pg 19
Lessons learned from the Pilot Sites
Most eligible health workers had outdated or no job
descriptions (JDs)
Some cadres had similar JDs, yet performed different jobs
and held different grades (i.e. District Health Officer and
District Medical Officer)
Some duplication of work plans (i.e. Nurses with 2 annual
performance work plans – one for appraisal system and one
for continuous professional development)
Structure and content of initial training of trainers inadequate
Training materials not cascaded in some districts
Rewards/sanctions are inconsistent from district to district
Donor funding/priorities influenced implementation of work
plans
Recommendations
pg 21
Process Recommendations and Actions
Do not rely on training cascade for roll-out
– Switched from ToT to cohort training/orientation
Clarify and communicate rewards for good
performance
– Developed Performance Management System Supervisor
Guide which lists government-approved rewards
Develop hybrid annual work plans for nurses, to
encompass both JDs responsibilities and CPD
activities
– Facilitating discussions between the MoH and the nurse
regulatory body
Link PMS to iHRIS
– Assisting the MoH to roll-out iHRIS
pg 22
Policy/Operational Recommendations
Review policies on health worker transfers—to avoid
frequent and avoidable transfers
Review impact of donor-funded activities on ability of
individuals to perform MoH job functions
Update MoH JDs for various cadres and job
assignments
Conclusions
pg 24
Conclusions
PMS is a tool for accountability
MoH staff have demonstrated enthusiasm
Rolling out the system through MoH structures has
been integral to success
Thank you
Hudson Nkunika, Human Resource & Policy Advisor, SSDI-Systems/Abt Associates – Malawi [email protected]