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Performance Appraisal in Albania

Performance Appraisal in Albania. Chisinau, May 6, 2010 Prepared by Ansi Shundi. Contents. Objectives of the performance appraisal; What is appraised; Stakeholders involved; Cycle of performance appraisal; Effects of the appraisal; Links with institutional performance; Results up to now;

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Performance Appraisal in Albania

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  1. Performance Appraisal in Albania Chisinau, May 6, 2010 Prepared by Ansi Shundi

  2. Contents • Objectives of the performance appraisal; • What is appraised; • Stakeholders involved; • Cycle of performance appraisal; • Effects of the appraisal; • Links with institutional performance; • Results up to now; • Lessons learned.

  3. Objectives of the performance appraisal • Creation of a motivated environment at work; • Stimulate good performers and maximize the results; • Identify weakest links in the organization and address the issues; • Use the performance management to focus the training on specific required areas.

  4. What is appraised • Work objectives; • From 3-5, ranked according to the importance • Personal skills of civil servants: • Management skills, fair judgment, team work, resources management, initiative, creativity, self organization, written and verbal communication and quality of the service. • The same for all categories of civil servants. • If a skill is not used, it is not evaluated.

  5. Appraisal marks • 4 levels: very good, good, satisfactory and not-satisfactory; • Each objective and each personal skill is evaluated; • The final evaluation is an average of the individual evaluation; • The evaluator has a margin of discretion in determining the final evaluation

  6. Stakeholders – Civil servants • CS in Albania is 6-7% of public employment; • 3% in central administration, the rest in independent and local government institutions;

  7. Stakeholders - evaluators

  8. Appraisal process • Evaluator completes the evaluation form; • Evaluation interview discussing the performance and the objectives for next year; • Finalization of the evaluation form; • Confirmation of the evaluation by two higher levels; • Eventual complaints: • General secretary of the institution; • Civil Service Commission; • Courts

  9. Cycle of performance appraisal • Appraisal year: 1st of November – 31st of October; • Discussion of the objectives – September – October between the head of the institutions and other managers; • Appraisal period: 1 – 31 October; • Objectives’ setting: 1 – 31 October; • Complaints period: 1-30 November; • Distribution of bonuses: December; • Review of objectives and mid term evaluation: May-June

  10. Effects of performance appraisal • Confirmation of CS in probation period; • Good performance is considered an advantage for promotion; • Two consecutive negative appraisals lead to dismissal from CS; • Performance bonus at the end of the year; • Elaboration of training programs.

  11. Performance bonus • Very good – 100% of monthly salary • Good – 70% of monthly salary • Satisfactory – 50% of monthly salary Applied at the end of the year, not part of the salary.

  12. Links with institutional performance • Very weak links; • Only in few institutions the performance is evaluated in parallel: institutional and individual; • Institutional evaluation is considered “political issue”; • Few improvements with the full implementation of the Integrated Planning System and the Program Based Budgeting; • Expected better results in the future.

  13. Performance appraisal results (%)

  14. Issues influencing the system • Encouraging results till 2005 and creation of a debate in CS, but no further improvements; • Use of limited incentives: • Position based system in the CS – few incentives for career promotion; • Limited financial resources for end year bonuses: • Period till 2005; • Period from 2005 till now; • Application of unique bonus across the board; • Few studies for non-monetary incentives.

  15. Recruitment Promotion Salaries Performance Issues influencing the system – the process’ fairness Professional civil service

  16. Issues influencing the system • Management culture; • Lack of attention from top managers; • Strategic planning is under development - difficulties in setting objectives; • Evaluators have evaluated with high marks the CS, to be in their turn evaluated positively; • Extensive training is not the only solution!

  17. Next steps (according to the PAR Strategy) • Increase the incentives related to promotion; • Improve the understanding of top managers for the benefits of the system; • Increase the fairness of the CS system.

  18. Questions? THANK YOU! ansi@shundi.al

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