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Joachim Vollmuth, PhD

Joachim Vollmuth, PhD. Global Conference “Civil Service Personnel Management”. Session: “Methods and Technologies of Performance Appraisal of Civil Servants”. Instruments of Performance Evaluation. Performance Evaluation. Objective oriented evaluation. Criteria oriented evaluation.

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Joachim Vollmuth, PhD

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  1. Joachim Vollmuth, PhD Global Conference “Civil Service Personnel Management” Session: “Methods and Technologies of Performance Appraisal of Civil Servants”

  2. Instruments of Performance Evaluation Performance Evaluation • Objective oriented • evaluation Criteria oriented evaluation Objective Agreement Periodical common setting of objectives and evaluation of results Structured evaluation procedures Periodical evaluation of performance by means of performance criteria Combined procedures

  3. Basic orientation: Career based system • Selection of personnel: qualification re-quirements depend on career/career group • Remuneration: depends on grade/rank, no compulsory link to position • Career: promotion to higher grade/rank; progress possible without change of position • Performance Appraisal: no direct link to salary system; basis for promotion, capacity building • Capacity building: promoting measures for new professional knowledge and experiences needed (mobility, detachment etc.)

  4. Basic orientation: Position based system • Selection of personnel: qualification re-quirements depend on concrete position (tasks and functions). • Remuneration: follows the evaluation and classification of the position. • Career: change to higher position; progress not possible without change of position. • Performance appraisal: often direct link to salary system: performance premium, -step, -element. • Capacity building: enhancement of professional capacity necessarily gained by change of position.

  5. Country Case Germany I • Civil Servants and Public Employees on all levels and in all areas of public administration • Until 2008: countrywide uniform regulations; since 2009: regions flexible for salaries and career • Salary scales with 16 grades in 4 groups; steps: flexible and of varying duration • Positions classified by analytical method • Performance pay to limited extent; team bonus; flexible procedure • Recruitment for career group linked to education; 1st grade group, general category: studies in law.

  6. Country Case Germany II • Bi-annual appraisal, annual midterm review. • Catalogue with comprehensive performance criteria in 4 dimensions (see annex 1); 7 grades with quota for 2 best; „potential analysis“ as integrated part (annex 2). Procedure regulated in detail. • Selection of leading members within general career development, permeable for „late developers“; no time limit, but probationary period. • Enhancement of leadership qualification supported by 4-step-training-system including internship in private economy.

  7. Annex 1: Performance Appraisal Criteria • Professional compentece- Professional knowledge- Quality andvalidityofworkresults- Quantityofworkanddelivery in time- Appropriatenessofmeans • Methodsofwork- Planningandorganisation, settingofpriorities- Independence, initiative, ideas- Commitment, abilitytocopewithpressure- Expression oral and in writing • SocialcompetenceConductconcerningcommunicationandinformation Co-operation and team-orientedactionConduct in conflictsituations, abilitytoacceptcriticism • Management competenceAbilitytoguidestaff, abilitytodelegate, controlandassessAbilitytosetobjectivesamdtomotivateforperformance Assessment: A1/A2 = abovegoodaverage - B1/B2/B3 = goodaverage C1/C2 = belowgoodaverage: The compositionvarieswithregardtofunctionsandduties

  8. Annex 2: Potential Analysis Criteria • Professional competence - Willingness and ability to learn • Methodical competence- Planning and organisation, setting of priorities- Skills to negotiate- Service orientation, - Representation of the area of responsibility- Competence for conceptual work • Management competenceCompetence to guide staff and to enhance qualificationAbility to make decisions and to force through Evaluation:A = distinct to a particularly high extentB = highly distinct The composition varies with regard to functions and duties

  9. Country Case Great Britain I • Bulk of public servants under general labour law. Civil servants in ministries and affiliated agencies. • Employment regulations are delegated to organs, framework esp. in Civil Sevice Management Code. • 7 salary bands in 4 salary groups, each band includes 8-10 progression steps.= 3% increase. • Positions are classified by organs; „JEGS“ classi-fication system provides guideline. • Salary contains base pay and performance elements; progression steps are in principle performance related. • Recruitment for position (position based system); procedure and execution up to organ.

  10. Country Case Great Britain II • No formal strucure of ranks, no planned promotion, but individual development plans. • Annual appraisal follows Bichard Report principles: objective agreement, midterm-review, results in narrative form without marks. Ranking negotiated in „award pannels/pay committees“. • Senior Civil Service: special regulation by Cabinet Office; 4 salary bands, fixed quota, high level; perfor-mance pay after appraisal decided by SCS Pay Committee. • Reservoir for SCS: „Fast Stream“, selected in internal competitions for good graduates and best performers.

  11. Remarkable Features in EU Civil Services:Netherlands • Clear distribution of staff categories: in central government exclusively civil servants. • Salary scales with 18 grades in 6 groups, 10-15 steps each. Classification of all positions by standardized method FUWASYS. • No fixed periods for steps, advancement depends fully on appraisal, carried out annually in formalized Personal Interview. • High management group Senior Civil Service; access via competition; temporary assignment to leading positions 5-7 years, advancement to higher positions intended.

  12. Remarkable Features in EU Civil Services:Finland • Centralized basic regulations for civil servants (80%) and contractual staff (20%). Salaries are bargained with trade unions on central and administration level. . • Remuneration consists of - basic pay (dependend on classified tasks) - performance pay (up to 30% of total pay). • Personal pay is linked to annual appraisel by calcu-lation method: result of appraisal (calculated of 5 factors and 5 marks) corresponds to performance level (1-11), which corresponds again to percentage of basic pay (0-48%), which is the personal pay added.

  13. Finnish National Board of Patens and RegistrationIndividual pay component – salary table

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