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