„LESSONS LEARNED FROM PERFORMANCE APPRAISAL OF CIVIL SERVANTS IN ESTONIA- 15 YEARS OF PRACTICE“

1. „LESSONS LEARNED FROM PERFORMANCE APPRAISAL OF CIVIL SERVANTS IN ESTONIA- 15 YEARS OF PRACTICE“ Reelika EinEstonian State Rescue BoardHead of theDevelopment Section (HRM)

2. I ESTONIAN PUBLIC SERVICE IN BRIEF • Decentralised public administration system • Public Service Act (PSA) came into force on 1 Jan 1996 • Open-position based public service system • Positions of state civil servants: • Higher/senior civil service • middle-grade civil service • Junior civil service Approx. 33100 civil servants, forming 5% of the total work-force of the country Police Board (6500), Rescue Board (2500)

3. I ESTONIAN PUBLIC SERVICE IN BRIEF • Decentralised HRM • General framework set by the PSA • Coordinating responsibility: The Ministry of Finance (HRM policy, strategic planning) Ministry of Justice (public law, public service legislation) Ministry of Internal Affairs (development of regional and local administration) Each agency and state board itself is responsible for carring out different functions of HRM

4. II PERFORMANCE APPRAISAL SYSTEM OF CIVIL SERVANTS • Performance evaluation is based on PSA and required in three cases: • upon appointment into office (when entering to the system); • at the end of the probationary period; • annual periodical performance evaluation in the form of the performance review interview. Every third year the performance evaluation is conducted by performance appraisal committee (PSA)

5. III OBJECTIVES • Evaluation of work results • Analysis of requirements of the position and work related behaviour of officials • Identifying the satisfaction with work • Feedback on the internal communication, remuneration, etc. Administrative agencies and boards have no restrictions in establishing objectives of the interviews G e n e r a l g o a l? …to improve the performance

6. Rescue Board´s experience • The annual performance review interview as an important management tool and also a communication instrument • The main goal is to understand the abilities of a person for further growth and development • Objectives: • to provide a feedback to employees regarding their performance; • to identify the strengths and weaknesses of employees; • to frame training policies and programmes;

7. IV LESSONS LEARNED from 15 years of experience • The role of the appraisal committees has degreased and in practice they do not function anymore • The ministries and agencies have a well functioning system of annual performance reviews (mainly in form of „development interviews“) • The focus of performance reviews has shifted from evaluation of the past to development and planning of the future • In changing situation or during unstable time, the conduction of annual interviews is even more important for maintaining stability and motivation

8. IV LESSONS LEARNED from 15 years of experience • New Public Service Act is going to be enforced in Estonia in 2013 …it will legally change the approach to performance evaluation …performance review interview is the main evaluation and management instrument of officials in Estonia The system of annual performance review interview can be considered a best practice

9. Thank you!