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Managing Performance i.e. Performance Appraisal in the Serbian Civil Service

Development of the management system by acting within public administration structures in terms of the performance appraisal of employees. Managing Performance i.e. Performance Appraisal in the Serbian Civil Service. Svetlana Tomic, Senior Advisor – career development of civil servants,

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Managing Performance i.e. Performance Appraisal in the Serbian Civil Service

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  1. Development of the management system by actingwithin public administration structures in terms of theperformance appraisal of employees Managing Performance i.e. Performance Appraisalin the Serbian Civil Service Svetlana Tomic, Senior Advisor – career development of civil servants, Sector for Selection and Development of Civil Servants Republic of Serbia Government Human Resources Management Service

  2. Purpose of appraisal • Improving the quality of servicesprovided to the citizens of Serbia by civil servants; • Creating a proper basis for deciding aboutstatus matters concerning civil servants (promotion, but also termination of employment); • Providing material for human resource management in a wider perspective (staff development, training/professional development programmes, etc).

  3. Legal framework • The Law on Civil Servants(in force since 1 July 2006) • The Regulation on the Appraisal of Civil Servants(in force since 1 July 2006) • The Law on Salaries of Civil Servants and General Service Employees (in force since 1 January 2007)

  4. Marks • What is appraised: • 1. results achieved in performing tasks of a post and meeting defined objectives (50%) • 2. independence, creativity, initiative, precision and diligence, quality of cooperation with others, additional criteria (50%) • By whom is the appraisal conducted: • immediate superior • Types of marks: • unsatisfactory, satisfactory, good, distinction, exceptional distinction

  5. Six main steps of the annual appraisal procedure • Setting work objectives (maximum 5) • Evaluator completes the Appraisal Report • Appraisal interview • Counter signature • Personnel unit prepares a proposal of a decision about the mark • Decision of the manager

  6. The consequences of the appraisal • Two types of consequences: • the “hard” ones: the possibility of promotion (to a higher grade or to a managerial post), pay rise (a higher pay step), termination of employment • the “soft” ones: measures for career development; training and professional development • Dealing with exceptional civil servants • Dealing with the “unsatisfactory” ones

  7. Technical support • Project: “Technical Assistance for the Preparation and Implementation of Administrative Legislation – Phases 1 and 2 – Republic of Serbia”, financed by the European Agency for Reconstruction • Regulation on the Appraisal of Civil Servants • Appraisal of Civil Servants Manual (with instructions on how to conduct the appraisal interview) • Training events for evaluators

  8. Training events for evaluators and personnel units • The purpose and meaning of appraisal • The link between individual work objectives and organizational objectives • Criteria (competencies) for appraisal and establishing standards in appraisal • Appraisal interview – dialogue between the evaluator and the appraisee • Planning relevant training activities

  9. The result of intensive training • The resistance to objective-based planning is constantly decreasing • Writing work objectives is easier and they are increasingly comprehensive • When possible, individual objectives are linked to strategic objectives • Providing evidence with marks for the other criteria is easier, the evidence being more meaningful • The number of people specifying necessary training events is growing and these events are increasingly aimed at improving the successfulness of individuals • Exceptional distinction: 20-25%, Distinction: 42-47%, Good: 25-30%

  10. There are still difficulties • in setting work objectives for tasks which do not depend on strategic objectives • in specifying indicators of behaviour which is appraised in relation to the requirements of a post • in corroborating marks with sufficiently strong evidence • tendency to give the highest marks

  11. New needs • Identifying competencies necessary for effective performance in a post • Planning the development of civil servants by means of targeted training events • Perceiving, planning and realizing the career path of civil servants (either horizontally or vertically) • Reviewing the meaningfulness of applying the same approach to appraisal to all types of posts

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