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Performance Appraisal in Albania

This report covers the objectives, stakeholders, cycle, and effects of performance appraisal in the Albanian civil service. It discusses what is appraised, the stakeholders involved, the appraisal process, and the results up to the present time, offering valuable lessons learned. The report delves into the links between individual and institutional performance evaluations, providing insights into the evaluation criteria and the impact on organizational outcomes. It also touches on issues affecting the appraisal system, suggestions for improvement, and the challenges faced by the professional civil service.

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Performance Appraisal in Albania

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  1. Performance Appraisal in Albania Chisinau, May 6, 2010 Prepared by Ansi Shundi

  2. Contents • Objectives of the performance appraisal; • What is appraised; • Stakeholders involved; • Cycle of performance appraisal; • Effects of the appraisal; • Links with institutional performance; • Results up to now; • Lessons learned.

  3. Objectives of the performance appraisal • Creation of a motivated environment at work; • Stimulate good performers and maximize the results; • Identify weakest links in the organization and address the issues; • Use the performance management to focus the training on specific required areas.

  4. What is appraised • Work objectives; • From 3-5, ranked according to the importance • Personal skills of civil servants: • Management skills, fair judgment, team work, resources management, initiative, creativity, self organization, written and verbal communication and quality of the service. • The same for all categories of civil servants. • If a skill is not used, it is not evaluated.

  5. Appraisal marks • 4 levels: very good, good, satisfactory and not-satisfactory; • Each objective and each personal skill is evaluated; • The final evaluation is an average of the individual evaluation; • The evaluator has a margin of discretion in determining the final evaluation

  6. Stakeholders – Civil servants • CS in Albania is 6-7% of public employment; • 3% in central administration, the rest in independent and local government institutions;

  7. Stakeholders - evaluators

  8. Appraisal process • Evaluator completes the evaluation form; • Evaluation interview discussing the performance and the objectives for next year; • Finalization of the evaluation form; • Confirmation of the evaluation by two higher levels; • Eventual complaints: • General secretary of the institution; • Civil Service Commission; • Courts

  9. Cycle of performance appraisal • Appraisal year: 1st of November – 31st of October; • Discussion of the objectives – September – October between the head of the institutions and other managers; • Appraisal period: 1 – 31 October; • Objectives’ setting: 1 – 31 October; • Complaints period: 1-30 November; • Distribution of bonuses: December; • Review of objectives and mid term evaluation: May-June

  10. Effects of performance appraisal • Confirmation of CS in probation period; • Good performance is considered an advantage for promotion; • Two consecutive negative appraisals lead to dismissal from CS; • Performance bonus at the end of the year; • Elaboration of training programs.

  11. Performance bonus • Very good – 100% of monthly salary • Good – 70% of monthly salary • Satisfactory – 50% of monthly salary Applied at the end of the year, not part of the salary.

  12. Links with institutional performance • Very weak links; • Only in few institutions the performance is evaluated in parallel: institutional and individual; • Institutional evaluation is considered “political issue”; • Few improvements with the full implementation of the Integrated Planning System and the Program Based Budgeting; • Expected better results in the future.

  13. Performance appraisal results (%)

  14. Issues influencing the system • Encouraging results till 2005 and creation of a debate in CS, but no further improvements; • Use of limited incentives: • Position based system in the CS – few incentives for career promotion; • Limited financial resources for end year bonuses: • Period till 2005; • Period from 2005 till now; • Application of unique bonus across the board; • Few studies for non-monetary incentives.

  15. Recruitment Promotion Salaries Performance Issues influencing the system – the process’ fairness Professional civil service

  16. Issues influencing the system • Management culture; • Lack of attention from top managers; • Strategic planning is under development - difficulties in setting objectives; • Evaluators have evaluated with high marks the CS, to be in their turn evaluated positively; • Extensive training is not the only solution!

  17. Next steps (according to the PAR Strategy) • Increase the incentives related to promotion; • Improve the understanding of top managers for the benefits of the system; • Increase the fairness of the CS system.

  18. Questions? THANK YOU! ansi@shundi.al

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