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UNRWA

UNRWA. New Senior Area and International Staff Performance Management Policies and Tool (ePer) Department of Human Resources. Agenda. Why have performance management? What’s new in the policy and the new performance management cycle? Performance Ratings OTI process Rebuttal process

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UNRWA

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  1. UNRWA New Senior Area and International Staff Performance Management Policies and Tool (ePer) Department of Human Resources UNRWA

  2. Agenda Why have performance management? What’s new in the policy and the new performance management cycle? Performance Ratings OTI process Rebuttal process Supervisor / staff member role Role plays on different aspects of Performance Management meetings Role plays End of cycle Seeking support from a supervisor Oversight panel Rewards and recognition UNRWA 2

  3. Why Performance Management? What is the purpose of Performance Management? Why is it important? 25 April 2012 UNRWA 3

  4. Workshop Objective • Provide staff members with comprehensive training in new performance management policy with the objective: • to ensure proficiency in this new initiative • to prepare for application within the department 25 April 2012 UNRWA 4

  5. UNRWA PM Background Principles Continuous Dialogue Rating Managing underperformance Rebuttal Oversight and Talent Management Reward and recognition 25 April 2012 UNRWA 5

  6. Fosters a culture of high performance and continuous learning and development creates a strong working relationships Increases dialogue between staff and supervisors Assists managers in managing performance People do better when they know what is expected Focuses on accountability Recognises successful performance Addresses performance gaps Why have a Performance Management System? 25 April 2012 UNRWA

  7. TALENT MANAGEMENT • Performance management is an integral part of the Agency’s overall approach to Talent Management i.e. the proactive management of UNRWA’s leadership, talent, and workforce to keep it closely aligned with the organisational goals and strategies. 19 September 2014 UNRWA 7

  8. Status today Pilot guidelines issued in March 2012, after testing in Gaza in the Education Department for school years 2008 and 2009. At this point 15,000 teachers have been evaluated for the school year 2010 – 2011, now evaluated for the second time. AHT, HT, ES, doctors and nurses have started the performance year in the new system. Workshops for HR staff in HQ and Field Offices, senior area and international staff are being conducted. By the end of 2013, it is foreseen that all staff have been evaluated at least once in the ePer. Approach that will become more sophisticated over the years, as a performance culture is developed in UNRWA 25 April 2012 UNRWA 8

  9. APPLICABILITY AND EFFECTIVE DATE This Directive takes effect from 1st April 2012. What about PD/A/14? Fixed term contract? Temporary indefinite contracts? Staff under probation? Performance problems and behavioural misconduct? 19 September 2014 UNRWA 9

  10. UNRWA PM Background Principles Continuous Dialogue Rating Managing underperformance Rebuttal Oversight and Talent Management Reward and recognition 25 April 2012 UNRWA 10

  11. PERFORMANCE CYCLE 19 September 2014 UNRWA 11

  12. PERFORMANCE CYCLE 19 September 2014 UNRWA 12

  13. Role of the Staff member Section I: Personal Information Section II: Objectives and Training Requirements Section III: Mid-Point Review Section IV: End of Cycle Review Key achievements Supervisor’s Assessment Overall Rating Final Sign off HR Office Immediate Supervisor and SM Immediate Supervisor and SM Immediate Supervisor and SM SM Supervisor and SM Supervisor and SM SM 25 April 2012 UNRWA 13

  14. Managers’ Responsibility Managing performance of both highly and poorly performing staff; Building a supportive environment; Continually monitor performance Provide guidance and feedback - Regular, positive feedback can be a powerful tool to motivate and enhance performance. Ensure that there are no surprises. 25 April 2012 UNRWA 14

  15. Other Changes to the ePer Addition of Development Objectives: Focussed on improving performance and preparing staff for greater responsibilities Confirmation subject to management review and availability of funding Addition of Career Development Staff to list their personal career objectives and development needs to achieve these objectives 25 April 2012 UNRWA 15

  16. Other Changes to the ePer (continued) UNRWA post interests Staff member can indicate their interest for next area of assignment along with timeframe. 25 April 2012 UNRWA 16

  17. UNRWA PM Background Principles Continuous Dialogue Rating Distribution Managing underperformance Rebuttal Oversight and Talent Management Reward and recognition 25 April 2012 UNRWA 17

  18. Principles adopted in the policy 1 1 2 3 Rating distribution Best Performer Fully Meets Expectations Does not fully meet expectations A maximum of 30% of staff may be given “Best Performer” ratings. 25 April 2012 UNRWA 18

  19. Ratings Fully Meets Expectations ( about 70% of staff) Norm for the job. For staff who fully meet post requirements Successful performance in completing objectives and performing required work. 25 April 2012 UNRWA 19

  20. Rating: Best Performer (up to 30%) Achieved all targets, and exceeded outputs required, in at least 7 out of 11 dimensions for senior staff; Exceeded expectations despite unexpected circumstances making the achievement more difficult than expected; Performed special assignments, unplanned activities on top of agreed work, also performed to a very high standard; Performance has made a significant contribution to team results, recognised within the group as exceptional Comments from the immediate supervisor are required 25 April 2012 UNRWA 20

  21. Rating: Does not fully meet expectations The staff has performed below the standards expected Immediate supervisor is required to state the reasons for this rating to provide an outline of actions taken to ensure the staff member was given a formal ‘opportunity to improve’ *Note: Staff cannot be given an overall rating of ‘Does not fully meet expectation’ unless they are in the OTI process at the end of the cycle or have failed to improve following a formal OTI process 25 April 2012 UNRWA 21

  22. UNRWA PM Background Principles Continuous Dialogue Rating Managing underperformance Rebuttal Oversight and Talent Management Reward and recognition 25 April 2012 UNRWA 22

  23. OTI Process Allows the supervisor to formally document a staff member’s performance on a given set of deliverables over a specified time period after the informal process has failed to deliver improvements and a return to satisfactory performance. Provides the staff members with a fair and transparent process for understanding how their work can be realigned with performance expectations. It is important for team’s morale to make a valid distinction between poor and good performance. 25 April 2012 UNRWA 23

  24. OTI Process Informal dialogue Allow maximum 90 days for improving Performance. Performance improved? Initiate OTI In coordination with HR and 2nd supervisor Formally rejoins normal cycle No Yes Extend OTI for max 90 days Reassignment Separation. Limited or no improvement Formal period according to Performance Improvement plan (90 days) Good sign of improvement for 12 months Removed from OTI, formally rejoins normal cycle 25 April 2012 UNRWA 24

  25. Performance and Misconduct Dealt with under different rules; Performance problems may exist alongside behaviours that could constitute misconduct; Consider the seriousness of the misconduct and take appropriate action; Recommend formal misconduct action. 25 April 2012 UNRWA 25

  26. UNRWA PM Background Principles Continuous Dialogue Rating Managing underperformance Rebuttal Oversight and Talent Management Reward and recognition 25 April 2012 UNRWA 26

  27. Principles adopted in the policy (3) – (Will be put in place at the end of the cycle) Enhanced role of Senior Management in oversight and planning of human resources in their Field / Department. • Oversight PM Process – gender, distribution etc • Linkage of PM to TM initiatives • Trends and issues e.g. Learning, Succession planning • Reward and recognition 25 April 2012 UNRWA

  28. Principles adopted in the policy (3) Reward and recognition • Non monetary Reward and recognition • Day to Day Recognition • Recognition scheme (decentralized to Fields / HQ) • Long service testimonials • Monetary reward and recognition • Annual Increment • Meritorious Increments (MI and DPA) 19 September 2014 UNRWA 28

  29. Rebuttal process Only applicable to staff grade 16 and above if: Rating of “does not fully meet expectations” is given Cannot be resolved by both Immediate and second supervisor Staff member should: Indicate in part IX of the ePer, then make a submission to the Chair, Performance Management Rebuttal Committee (PMRC) within 30 days of final ePer sign off Immediate and second supervisor then: Need to submit justifications to the PMRC within 14 days 25 April 2012 UNRWA 29

  30. Rebuttal process Input will also be provided by Field director and department head, and other appropriate stakeholders as determined by the PMRC. Possible outcomes: dimension and/or overall grade(s) stand dimension and/or overall grade(s) be amended comments remain as written comments be amended to reflect the grade(s) awarded; OR a combination of the above. NOTE: Only Senior Area and International staff have access to the rebuttal process 25 April 2012 UNRWA 30

  31. Role Plays • Purpose: To practice some of the PM cycle meetings for select scenarios so to identify and reflect on challenges, approaches and techniques to use back in the workplace • 1. Giving informal negative feedback using the PIP form. • 2. Staff member seeking support from supervisor • 3. Use of PIP form and informal process was not successful, Supervisor to meet with the staff member to discuss the next steps. • Optional: • Mid term review • End of year 25 April 2012 UNRWA 31

  32. Role Play Instructions Allocate all role play scenarios, one to each group Each group to decide on two actors, other group members to assist in preparation. There should be a supervisor and staff member in each role. Use role play note and checklist for PM meetings to observe and provide feedback Time: approx 20 minutes preparation time, 10 minutes for role play + 5 minutes feedback per group 25 April 2012 UNRWA 32

  33. Role Plays Giving informal negative feedback using the PIP form. The staff member who commenced with the agency over 1 year ago has been performing below expectations. Meet and discuss this matter as part of the ongoing feedback process. 25 April 2012 UNRWA 33

  34. Role Plays • Staff member seeking support from supervisor • The staff member is having trouble with the work agreed upon in one particular objective and they are concerned this may lead to a rating of “does not meet expectations” 25 April 2012 UNRWA 34

  35. Role Plays Use of PIP form and informal process was not successful, Supervisor to meet with the staff member to discuss the next steps. The staff member has not responded sufficiently to the informal negative feedback and use of PIP form. A meeting needs to occur to discuss the initiation of the formal OTI process. 25 April 2012 UNRWA 35

  36. Optional Role Plays Mid term review Supervisor and staff member meet to discuss the mid term review. The staff member’s work in 2 of the objectives has not progressed as per the work plan due to the changing priorities and work demands in the department. The staff member is aware of this, but the supervisor is not. This needs to be resolved. 25 April 2012 UNRWA 36

  37. Optional Role Plays End of year In the opinion of the supervisor, the staff members performance for the previous year only justifies a rating of “Fully Meets Expectations”, however the staff member believes they deserve a “Best Performer” rating. Meet and discuss this matter. 25 April 2012 UNRWA 37

  38. Summary – The three-way Relationship Organization Supervisor Individual 25 April 2012 UNRWA

  39. Summary - What’s new? Web based system that supports the following policy principles: Reinforcement of the principle of continuous dialogue through an annual ‘performance cycle’ Linkage between organizational results and individual objectives Elimination of over-stratification of staff ratings Linkage to initiatives to reward best performers and address under performers Enhanced Role of Senior Management in oversight and planning 25 April 2012 UNRWA 39

  40. What are objectives, related actions and success criteria? Objectives Objectives tell us what it is we are aiming to do, by when we are going to do it, and what the result will be. work objectives focus on specific outputs that must be achieved in the coming period Related actions What you will do to achieve the objective. Must contain “action verbs” Success criteria The aspects which will measure the achievement of your objective 25 April 2012 UNRWA 40

  41. For Area Staff Grades 8-15 Indicators are used instead of related actions and success criteria: Indicators tell us how the objective will be completed They are the activities you will undertake in order to achieve your goal Their objectives must also be linked to the UNRWA competencies: Service Delivery (2 objectives) Knowledge and innovation (1 objective) Attitude and Integrity (1 objective) Relationships (1 objective) Leadership and Management (1 objective) 25 April 2012 UNRWA 41

  42. 11 Performance Dimensions Professional / technical competence: knowledge, skills and experience the staff member applies in his/her work; demonstrated capacity to stay abreast of latest developments in relevant field. Quality of work accomplished: Quality of work produced and impact of work on overall goals and objectives of the unit/ division/ department/ organisation. Productivity and achievement of objectives: Level of productivity and extent to which work goals and objectives have been accomplished. 25 April 2012 UNRWA 42

  43. 11 Performance Dimensions (continued) 4. Planning and monitoring: Organisation of work of self and of others; effectiveness of plans, priorities and monitoring tools used to achieve set objectives; skilful use of time and resources to achieve maximum impact and efficiency 5. Initiative and innovation: Demonstrated aptitude to take initiatives without waiting for direction; ability to produce and to encourage others to produce new ideas and/or bring about constructive innovation. 6. Working with people: Effectiveness in working harmoniously with other staff members, and with people outside the organisation in official contacts. Client orientation; using tact and diplomacy. Respect for diversity. 7. Management: Effective as a manager and leader of people: ability to motivate, guide and develop staff; demonstrated capacity to manage staff performance. Appropriate level of delegation. 25 April 2012 UNRWA 43

  44. 11 Performance Dimensions (continued) 8. Problem solving skills: Demonstrated capacity to identify problems and to produce solutions; power of analysis and soundness of recommendations and decisions. 9. Communication: Effective in written and oral communication; ability to communicate in a clear, concise and effective manner. 10. Managing change: Innovative change agent in his/her area of work. Encourages the sharing of information to empower and engage staff under his/her supervision. • Gender: Shows support for the Agency’s gender policy and mainstreaming gender in all aspects of work; progress towards achieving gender balance in his/her area of responsibility. NOTE: Area staff Grades 8-15 are not assessed against these dimensions. 25 April 2012 UNRWA 44

  45. Performance Dimensions - Form 25 April 2012 UNRWA 45

  46. Why have objectives, related actions and success criteria? Objectives, related actions and success criteria are intended to support the alignment of individual work with the goals of the workgroup and the overall goals of UNRWA. This allows the organisation to plan, direct and delegate more effectively. Suitable objectives will also facilitate communication between staff members and their supervisors, improving both the performance and motivation of employees. 25 April 2012 UNRWA 46

  47. Objectives, Related Actions and Success Criteria 25 April 2012 UNRWA 47

  48. What makes an effective objective? Objectives must be SMART S – Specific M – Measurable A – Achievable R – Relevant T – Time bound 25 April 2012 UNRWA 48

  49. Writing objectives, related actions and success criteria Reading Read your Job/Post Description Read the Competencies and their definitions Read UNRWA’s strategic objectives, any relevant policy or other documents relating to your work group. Read your Department/Division/Section/Unit workplans Dialogue With your supervisor identify and agree on your work plan Understand what you need to do as part of the work plan Clarify yours and your manager’s expectations 25 April 2012 UNRWA 49

  50. Writing objectives, related actions and success criteria Formulation Use ‘action verbs’ in the present tense to describe the result you want to achieve, eg. Achieve, arrange, consult, coordinate, create deliver, design, reduce, develop, establish, execute, implement, lead, maintain, review, etc Avoid verbs such as ” help, assist, enhance, improve, support” as these verbs are general not specific and so objectives using these would be hard to measure. 25 April 2012 UNRWA 50

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