Improving Individual Performance: Effective Performance Management for Small States

1. Improving Public Service Performance in the OECS in Times of Crisis November 02 - 03, 2009 (St. Lucia) Improving Individual Performance:Effective Performance Management for Small States Presented by Curt P. Wellington

2. A Performance Management System is a “framework of policies and practices” established for “planning, monitoring, developing, evaluating and rewarding both individual and organizational performance and for using performance information in making personnel decisions.” • Title V of the US Code of Federal Regulations (CFR)

3. Why implement a Performance Management System? • The process is intended to clarify what employees are expected to accomplish and to help them understand how their efforts contribute to the organization’s mission. • Secondly, when the performance dimensions are job specific, it gives an employee and his or her supervisor a basis for objectively discussing performance for coaching, and for modifying performance plans as circumstances change. • Risher, Howard and Fay Charles H.Managing for Better Performance: Enhancing Federal Performance Management Practices

4. “If done well, performance management can assist in communicating organizational goals and employee expectations, identifying developmental and training needs, and assisting with the retention of good employees.” • Neil E. Reichenberg, Executive Director, IPMA-HR.

5. The practice of performance management is developed on a framework of … • Planned goals • Performance standards • Competency frameworks

6. Framework used in Botswana • At the Ministerial level • Development of strategic plans tied to the country’s Vision 2016 developmental plan • Development of annual performance plans • Mid-year progress reports reviewed by committee headed by country’s vice-president

7. Competency Framework Target Groups • Senior Managers (grades: D.2, D.1, F.2, F.2, F.0) • Middle Managers (grades: C.2, C.1, D.4, D.3) • Supervisors (grades: C.4, C.3) • Non-Managers (grades-A.3, A.2, A.1, B.5, 4,3,2, B.1 )

8. Senior Managers Target Positions • Snr. Asst Directors • Asst Directors • Director • CEO/ General Manager • Pvt. Secretary • Perm Secretary • Deputy P. S • Under Secretary Competency Clusters • Change Leadership Skills • Relationship Management Skills • Strategic Thinking, Planning and Leadership • Resource Management Skills • Performance Management Skills • Personal Effectiveness

9. Middle Managers • Professional Staff • General Administrative Staff • Technical Staff • Artisan Staff Competency Clusters • Strategic Management and Leadership Skills • Communication Skills • Interpersonal Skills • Information Technology Skills • Research and Statistical Skills • Managerial Skills • Personal Effectiveness

10. Developing Performance Standards • Performance standards should be written in terms of specific measures that will be used to appraise performance in (and for) your Ministries. • e.g. Quantity, Quality, Time, Cost-effectiveness • They should answer the question, “How will the employee and the performance manager know when the employee is meeting or exceeding expectations for his/her position?”

11. Performance Appraisals vs. Performance Management • Performance appraisals focus on the year-end rating made by a manager of an employee who reports directly to him or her. Performance appraisals are based on judgment. They are an “event,” generally “conducted” once a year. And they are backward looking. They are not designed to improve performance.

12. Performance management is a broader, more comprehensive process that is future-oriented. • It starts with performance planning discussions and focuses on planned performance, with a goal of improvement over the prior year • Managing for Better Performance: Enhancing Federal Performance Management Practices • Risher,, Howard and Fay Charles H.

13. Remember … • A Performance Management System is a tool that can be used by managers to improve their effectiveness. • It is NOT a form that should be completed only at the end of a year. • Its output should reflect the ongoing performance conversations that managers must have with their staff • Performance goals should reflect the alignment between individual and departmental or Ministerial goals. • Performance standards should be aligned across similar functions in the Ministry.

14. While your ultimate goal may be effective service delivery, let your immediate concerns be the development of your staff. • Use the competency frameworks to identify and subsequently, to address the performance gaps. • Above all, COMMUNICATE, COMMUNICATE, COMMUNICATE.

15. Thank You Very Much