INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING

1. INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING LIBRARY 19November 2010 Mpho Lerotholi Given Moloto Mpho Sepato

2. What is Performance Management • Systematic process of managing the cycle of events that ensure that organisations, teams, processes and individuals achieve predetermined outputs and results. The cycle has a series of activities that are linked in a systematic and integrated way to support performance achievement

3. Objectivesof Performance Management at Unisa • To foster a culture of performance excellence, accountability and stewardship consonant with UNISA’s values, objectives, institutional identity and culture. • To link the day-to-day activities of every employee to UNISA’s operational needs and its long-term goals to ensure effective and sustained performance. • To build relationships of collegiality, openness and trust between employees, their colleagues and their line managers by incorporating mentoring, coaching and regular and honest performance conversations as key elements of performance management. • To enhance quality by engendering a culture of continuous learning and critical self-reflection.

4. Objectives of Performance Management at Unisa • To promote service excellence by inspiring employees to serve students, colleagues and other stakeholders with integrity and dedication. • To provide an environment conducive to performance by ensuring that employees receive the necessary resources and support to carry out their responsibilities and to correct performance shortfalls in a proactive manner. • To enable employees to showcase their individual contributions towards achieving UNISA’s goals and to receive recognition and acknowledgement for superior performance.

5. UNISA’S STRATEGY STRATEGIC OBJECTIVES INSTITUTIONAL MANDATE KEY PERFORMANCE INDICATORS UNIT GOALS UNIT/ DEPARTMENTAL BUSINESS PLAN KEY PERFORMANCE AREAS KEY PERFORMANCE INDICATORS INDIVIDUAL KPA’S PERFORMANCE MEASURES PERFORMANCE AGREEMENT PERFORMANCE TARGETS & STANDARDS

6. Harnessing potential through the performance management and development cycle PHASE 2 DOING, REFLECTING & LEARNING – Ongoing How well is the employee progressing in relation to performance and development throughout the year? Is the employee working towards the achievement of his/her career aspirations? PHASE 3 REVIEWING – June / July How well is the employee progressing with the targets in his/her agreement half-way through the annual cycle? What corrective actions need to be instituted to ensure achievement of targets? PHASE 4 ASSESSING – Nov / Dec How well has the employee contributed to Unisa’s objectives and targets for the year? What are the consequences i.t.o. development, reward, corrective action and career progression? PHASE 1 PLANNING – December What is expected from the employee for the next year in relation to performance and development? What are the career aspirations of the employee and are they appropriate within the UNISA context.

7. IPMS Process Steps • Plan – Perf planning Perf agreement • Act – Implementing; monitoring; mentoring and performance • Evaluate – Assess, Evaluate and Perform • Outcome – Performance Achievements, Outcomes and Development or Correction on Areas for improvement

8. Performance agreements template

9. Creating Performance Agreements • Performance Agreement is a documentation of Agreed deliverables, Performance Measures and indicators, demonstrated behaviour, values, attitudes and applied competencies • It enables one to answer the following questions • What should I do? (KPA) • Why am I doing it? (Objectives) • How should I be doing it? (Actions/Activities, targets and standards) • How will I be measured? (Performance Measures)

10. What should be in the Performance Agreement? • Descriptors: Name, Employee ID, Grade, Job Title etc • Purpose of the Job • Key Stakeholder (Receivers and contributors) • Key Performance Areas/Objectives/Outputs/Activities • Weightings • Standards and Measures • Behavioural Competencies and Indicators • Personal Development Plan

11. Develop your own Performance Agreement • Activities are: • Those steps or actions that must be completed in order to produce the outputs required by the specific KPA. • Directly related to “how” to achieve the objective

12. Develop your own Performance Agreement • Performance Measures • Category for which the achievement of the objectives and successful completion of the activities are measured. • Various methods of measuring performance such as • Reports • Evaluations • Student or participant feedback • If defined up front, it clarifies the deliverables required on agreed timelines for you and your manager

13. Develop your own Performance Agreement • Targets and standards are the levels of performance that are acceptable within the performance measures. • Targets are • the short term goals that • move as the organisation moves • defined on shorter timelines and will be reviewed more frequently. • Standards • Stable measures that evaluate the quality level of work to be delivered. These benchmark the performance.

14. How to Develop PA • Consult the strategic goals/objectives of your Business Unit and ensure that its contents are clear and that a direct link can be made to the individual job at hand • Define the focus of the job, identify and weight Key Performance Areas so that they are directly linked into the objectives of the Business Unit • Develop objectives / deliverables for each Key Performance Area and determine attached standards / targets. Specify any enablers or resources that are pre-requisites for success

15. How to Develop a PA • Clarify how the objectives are to be reviewed / measured - your sources of information and methods of measurement. • Review and update the Personal Development plan

16. How to Develop PA Weighting Process • Objective of Weighting is to give an indication of the priority of the objectives in terms of impact on job success • Weighting is determined by the importance of the area and objectives to job success, not by the amount of time spent on outputs falling into this category

17. CRITICAL SUCCESS FACTORS OF A PERFORMANCE AGREEMENT

19. Parties to creating the PA • Manager • Employee JOINT RESPONSIBILITY

20. Next steps • Discuss the PA with your Manager • Make adjustments • Finalize the agreement and commit to the agreed performance criteria • Your Manager will file the PA with HR

21. ACT

22. Performance Implementation • Planning (Activity plan, daily, weekly and monthly) • Organising (Resources relevant to activity) • Leading (Taking responsibility of own actions/activities, making right decisions at the right time, communicating and informing relevant stakeholders) • Controlling (Time and resources employed on the activity) • Monitoring (Check progress against plans and self evaluate performance)

23. Performance Monitoring • Observe key outputs against set standards • Record progress • Engage in arranged performance reviews • Identify performance gaps • Commit to corrective and or sustainability plans

24. Performance Tracking • Tracking is an ongoing process of information gathering to check whether performance is on target, and activities are achieving the set objectives.

25. Portfolio of Evidence • TRACK is used • To record as much detail about an event as possible to discuss comprehensively with your manager • Task or situation that you are involved in • Reason for your involvement • Action that you took; how you dealt with the situation • Consequences or results of the action • Kind of response you need to have and hope to receive from your manager

26. Portfolio of Evidence • A comprehensive and thoughtfully compiled self-assessment document that reflects ones achievements, areas of development, opportunities utilised and challenges experienced in executing designated tasks • POE’s must be relevant to your agreed PA objectives and how you have supported the achievement of the UNISA goals and objectives

27. EVALUATION

28. Roles and Responsibilities • Employee • Prepare for evaluation discussion • Actively participate in the discussion • Bring documents supporting performance achievement (your portfolio of evidence) • Bring along your Performance Agreement • Supervisor • Collect relevant assessment information and evidence • Assess the employee in a fair manner • Rate the performance of an employee against set standards and targets

29. Feedback • Feedback is an interactive process by which you communicate to another person how he or she is doing against specific objectives and performance standards. • Effective feedback is constructive in nature and answers the question “How am I doing”.

30. Feedback • Based on TRACK record • Hard and Soft information • Specific examples • No evidence = No feedback

31. Feedback Process • Investigate before giving feedback • State the rationale for the feedback • Use an appropriate style • Ask for feedback

32. Effective Feedback • Specific – What done and why it was effective or ineffective • Accurate – Checking sources for bias and fact • Timely – Soon after event or tracked accurately • Balanced – Mix of +ve and –ve feedback, not grouped • Given with Alternatives – Action plan or idea to improve • Relevant – focussed on agreed objectives and behaviours (If you SAT at a BAR, would you have a sad or a glad story to tell?)

33. Evaluation Frequency • Immediate • Monthly Feedback Sessions • 6 Monthly Performance Reviews • Annual Performance Appraisals • Special Circumstances • Closing a performance gap • New in a position, transfer or promotion • Area for development • New skill or growth area

34. 5-point rating scale

35. Resolution of Performance Review Disputes • Escalate one level up • Provide portfolio of evidence to the mediator • Attempt to reach consensus • If unable to resolve with the mediator, initiate the Dispute “Grievance” Procedure

36. OUTCOMES OF THE EVALUATION

37. Key Steps • Record performance assessment outcomes • Acknowledge performance • Correct under performance • Performance Improvement Plan • Review Personal Development Plan • Re-plan for new Performance Agreement

38. Immediate Outcomes • Frequent feedback and progress opportunities • Recognition of achievement • Amendments to deviations from performance objectives • Counseling and • Coaching • Training • Clarification/explanation • Disciplinary action • Work Environment Audits

40. UNISA Support • Each Department/Unit has been assigned a contact person in the OD department • Your support e-mail is: IPMSproject@unisa.ac.za