performance management presentation performance … monitoring and evaluation master...
TRANSCRIPT
Performance Management Presentation
PERFORMANCE MONITORING AND EVALUATION MASTER CLASS 26 November 2015
What is Performance Management
Performance Management is about managing an Individual’s (or a Team’s) Performance within the organisation, in order to ensure that their actions take the organization closer to its goals.
OBJECTIVES OF MUNICIPALITIES
• Provide democratic and accountable government.
• Ensure the provision of services to communities.
• Promote social and economic development.
• Promote a safe and healthy environment.
• Encourage the involvement of communities.
4
BUSINESS & LEGISLATIVE IMPERATIVES
• Municipal Systems Act.
• Backbone to business success.
• Focus on organizational goals.
• Impact on service delivery.
• Improvement on skills.
5
LEGISLATIVE FRAMEWORK
THE MUNICIPAL SYSTEMS ACT
(Act no. 32 of 2000)
A Municipality must:
• Establish a performance management system that is
• Commensurate with its resources
• Best suited to its circumstances
• In line with the priorities, objectives, indicators and targets
contained in its IDP.
6
CONT……
• A Municipality must promote a culture of performance management amongst its political structures and in its administration.
• Schedule 2 of the Act, requires staff members of a municipality to participate in the overall performance management system for the municipality, as well as the staff member’s individual performance appraisal and reward system (clause 3(e).
7
UPDATE ON PMS IMPLEMENTATION
• Performance Management policy was adopted in 2007.
• Grades 14 to 18 = 850 employees on PMS from 01 July 2009.
• Grades 11-13 = 2600 employees on PMS from 01 July 2010.
• Grades 9-10 = 3100 employees on PMS from 01 July 2011.
• Grades 7-8 = 4200 employees on PMS from 01 July 2012.
• Grades 5-6 = 4500 employees on PMS from 01 July 2015.
• Total grades 7-18 currently on PMS = 15250.
• Team base approach introduced in July 2015.
• The roll out has now been completed.
8
Cont...
• An electronic system linked to the HR Management Information
System (DRL) has been developed and implemented – all
performance plans, reviews and scores are mainly captured on this
system.
• Formal performance reviews are held twice a year i.e. January &
July.
• Notch adjustments are now based on performance assessments.
9
WHAT IS PERFORMANCE MANAGEMENT ?
“Performance Management refers to the set of processes that have to
be carried out in order to make sure that what people do and work at
in the organization will obtain the results that the organization
desires”.
11
WHOSE RESPONSIBILITY IS
PERFORMANCE MANAGEMENT ?
There is a dual responsibility
When fulfilling the Performance Agreement:
The Manager stipulates through this document the task and level of work the
organisation expect you to carry out in alignment with the greater organisational
strategy, the manager’s own PA and your Job description as the employee.
12
WHOSE RESPONSIBILITY IS
PERFORMANCE MANAGEMENT ?
There is a dual responsibility Cont.
• This is articulated in your Key Performance Areas (KPA) and specified in you
Key Performance Indicators (KPI)
• Where the two of you identify developmental gaps you must agree on the
interventions that can be taken to address and close the gaps.
• The gaps could be skills related or exposure related. These gaps and
interventions are expressed within your PA in the Individual Performance Plan
section.
13
WHOSE RESPONSIBILITY IS
PERFORMANCE MANAGEMENT ?
There is a dual responsibility Cont.
• Individual performance plan is developed after each formal performance review
showing what training and development activities are needed to help the
employee to improve performance.
• It is your responsibility that encourage the fulfilment of your IPP and you
manager must support these interventions.
• Performance management is not only an ongoing continuous process that
provides feedback, accountability, and documentation for performance outcomes.
• It also helps employees to channel their talents toward organizational goals.
14
PERFORMANCE MANAGEMENT OBJECTIVES
• To achieve sustainable improvements in service delivery to the
community;
• To develop constructive and open relationships between
Managers/Supervisors and employees;
• To encourage and reward good performance;
15
Cont….
• To enable individuals to develop their abilities, increase their job
satisfaction and achieve their full potential to the mutual benefit of
the employee and municipality;
• To create a climate for individuals to develop their abilities, increase
their job satisfaction and achieve full potential; and
• To fulfil the requirements of the Municipal Systems Act 32 of 2000.
16
Cont….
• To manage and improve on, poor performance through counselling
and on- the- job coaching.
• To provide accountability.
• To link the IDP to team and individual performance.
17
ORGANIZATIONAL PM AND
THE LINK TO INDIVIDUAL PM
Objectives Of The Municipality
Provide democratic and accountable government for local communities
Ensure the provision of services to communities in a sustainable manner
Promote social and economic development
Promote a safe and healthy environment
Encourage the involvement of the communities and community organisations in the
matters of local government.
The Integrated Development Plan and Organisational Performance Management
Cluster/Unit/Department Objectives/outputs
Individual Objectives and Individual Performance Management
Pla
nn
ing
Pe
rfo
rma
nc
e
Me
as
urin
g P
erfo
rma
nc
e
18
PERFORMANCE MANAGEMENT PROCESSES
Performance Management Processes fall into four phases namely;
• Performance Planning
• Performance Development/ Coaching
• Performance Evaluation/ Reviewing
• Performance Rewarding
19
PERFORMANCE COACHING
CO
AC
HIN
G
Regular Feed-back, resulting in early detection
of poor performance
Development and management of the
Portfolio Of Evidence
Performance Monitoring, Coaching and Counseling
Development of Performance Improvement
Plans
22
PERFORMANCE REVIEWING
RE
VIE
WIN
G
Formal reviewing of performance
Formal discussion with employees
Understanding of Rating Criteria
Honest and Open Communication
23
PERFORMANCE REWARDING
RE
WA
RD
ING
Performance rewards are
earned and are not an entitlement
P M should not be used to address perceived salary
discrepancies
Performance rating scores should reflect actual
performance
24
PERFORMANCE MANAGEMENT CYCLE
PHASE 1
PLANNING
Employee expected
to do this year?
PHASE 2
COACHING
How well is the
Employee doing
throughout the year?
PHASE 4
REWARDING
What recognition will
the Employee get
for outstanding performance?
PHASE 3
REVIEWING
How well has the
Employee done now
that it is mid-term and the end of
the year?
25
ROLE OF HUMAN RESOURCES IN THE PMS
• To Champion Performance Management at Unit Level.
• Monitor implementation on an on-going basis.
• Performance Management as a standard agenda item at Unit
meetings.
• Conduct Refresher Trainings at Unit Level.
• Deal with Performance Management queries.
26
ROLE OF HUMAN RESOURCES IN THE PMS
Cont…
• Collate information regarding agreements/assessments
• Draw reports on Monthly basis.
• Do quality assurance on agreements.
• Evaluate effectiveness of Performance Management System.
• Be involved!
27
PM ALIGNMENT WITH OTHER SYSTEMS/PROCESSES
28
Talent Attraction
Performance Management
Skills and Competency Development
Leadership Development
Succession pools
CHANGE MANAGEMENT
PM IMPLEMENTATION CHALLENGES
• Resistance from the Unions.
• Culture Shock.
• Weak support from the Leadership.
• Too much focus and emphasis on rewards.
• Compliance vs Commitment.
• Misalignment between KPA’s and KPI’s to the strategic objectives.
• Absence of comparative data.
• Qualitative vs Quantitative standards.
• Absence of standard guidelines at implementation.
• Mistrust 29
P = Purpose and values
E = Empowerment
R = Relationships and Communication
F = Flexibility
O = Optimal Performance
R = Recognition
M = Morale
(Adapted from “The one minute Manager : Builds High Performing
Teams: Increase satisfaction and productivity to achieve excellence” 30
PERFORMANCE MANAGEMENT :
POINTS TO PONDER
“What gets measured gets done
If you don’t measure results, you can’t tell success from failure
If you can’t see success, you can’t reward it
If you can’t reward success, you can’t learn from it
If you can’t recognize failure, you can’t correct it
If you demonstrate results, you can win public support”
31
eTHEKWINI MUNICIPALITY
INDIVIDUAL PERFORMANCE AGREEMENT
The overall objective of the Municipality is to:
Provide democratic and accountable government for local
communities;
Ensure the provision of services to communities in a sustainable
manner:
Promote social and economic development:
Promote a safe and healthy environment:
Encourage the involvement of communities and community
organizations in the matters of local government
The overall objective of my department is:
The overall purpose of my job is:
OUTPUTS
Key Performance Area Performance Standards /
Indicators Weighting
Mid Term
Report
“Target
Rating” Score
Weighted
Score
25% 3 (weighting x
score)
Eg. 25% x 3 =
0.75
ASSESSMENT PERIOD: from…….......………..........…....………to……….......………..........……............………..
Cluster/Unit/Department.:________________________________________________________________________
Name of Employee: ________________________________ Service No.: _______________________________
Name of Manager/Supervisor: ________________________ Service No.: ______________________________
INPUTS
(SKILLS, KNOWLEDGE, BEHAVIOUIR & ATTRIBUTES)
Competency Performance
Standards
Remarks/
Achievements
Employee’s Signature:…………… Supervisor / Manager’s
Signature:……………….
INDIVIDUAL LEARNING PLAN eTHEKWINI MUNICIPALITY Employee name:____________ Service number:________ Designation:________________ Department/cluster:________ Supervisor/manager:____________ Date:___________________
Skills/
Performance
Gap
Outcomes
Expected
Suggested
Training and/ or
Development
Activity
Suggested
Mode of
Delivery
Suggested
Time Frames
Work
Opportunity
Created to
Practice Skill/
Development Area
Support Person