PERFORMANCE MANAGEMENT

Transcription

1 PERFORMANCE MANAGEMENT Presentation Outline Performance Management definition and rationale. The Performance Management Cycle. Overview of the JSC Performance Management System (PMS) Goal Setting and Performance Contracting Performance Review and Performance Feedback Discussions. PRESENTED BY: MR. M. CHINGOMBE HEAD OF HUMAN RESOURCES JSC Thursday 15 November 2018 at a Breakfast Crowne Plaza Hotel - Harare

2 PMS - Defined... a means of getting improved results from the organisation, its teams and individuals, by understanding and managing performance within an agreed framework of planned goals, objectives and standards. Source: 21st Century Group (Pty) Ltd system or framework through which organisations set work goals, determine performance standards, assign and evaluate work, provide performance feedback by means of performance appraisals or formal reviews, determine training and development needs and distribute rewards, Source: Bluen (2013, p115).

3 PMS Rationale The WHY Performance management is a critical process and, if done professionally, will be able to: Assist in the implementation of JSC strategies, Motivate performance of employees, Improve Communication Supervisor /Subordinate relationships, Help employees develop their skills, Build a performance culture, Assist Management in determining rewards & sanctions

4 PMS - Rationale The WHY cont.. Performance management establishes an organisation culture in which all employees take responsibility for the continuous improvement of their performance.

5 The Performance Management Cycle Strategic Plans Budgets Goal Setting & Development Planning Rewards; Development & Sanctions Decisions On-going coaching & Feedback Periodic reviews Year End Appraisal

6 PMS Implementation - Non-Negotiables Staff involvement in the development of an annual performance contract. On the job coaching to subordinates on a needs basis. Staff involvement in the periodic and final performance reviews. Agreed and signed off performance reviews. Agreed employee development/training needs.

7 JSC PERFORMANCE MANAGEMENT SYSTEM JSC PERFORMANCE MANAGEMENT SYSTEM 7

8 Key Sponsors Board of Commissioners Secretary 8

9 PMS A Business Approach Vision Mission Structure Systems & Process

10 Components of Our PMS Key Result Area (KRA) Broad area forming the core aspects of any job responsibility Goal Promise to deliver, which can be a product, service or process Key Performance Area (KPA) Steps under taken to achieve a goal. Key Performance Indicator (KPI) & Measure Puts the employee and manager in the picture as to how they will know that delivery met requirements. Measurement criteria may be based on time, quantities as well as qualitative measures.

11 MAGISRTRATE PERFORMANCE CONTRACT - Example Appraisee Key Result Areas Goal Key Performance Areas Court Output Quality of Court output Key Performance Indicators & Measures To reduce case backlog Cases completed Cases completed vs Cases received Maintain a high level of quality Court Work on all matters handled in Court. Case backlog Appeals Results Review Minutes Scrutiny No. of uncompleted cases beyond 360 days % of judgements upset on appeal. Clean review minutes without adverse comments. Nil adverse reports on scrutiny Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 June 2019 Self- Appraisa l Score Appraiser s Assessment Score Out of Court Duties Complaints Innovation TOTAL Efficient and effective management of Court records To provide efficient and satisfactory service to Court users Service Improvement Innovations Court Registers/Records Complaints received Innovation proposed and implemented 100% updated Court Registers/Records. No. of complaints received 1 Innovation that can be replicated in other courts/ work stations. AVERAGE OUT OF 5 11 PERFORMANCE GRADE

12 STATION PERFORMANCE CONTRACT - Example Appraisee Key Result Areas Goal Key Performance Areas Key Performance Indicators & Measures Station Work Court Output Management of Court Registers Staff Wellness Court Infrastructure Audit Findings Complaints Handling Innovation TOTAL AVERAGE OUT OF 5 12 PERFORMANCE GRADE Reduction of case backlog Cases completed in all Courts Case backlog in all Courts Efficient and effective management of court records. Improve employee wellness Maintenance of assets, property and equipment Compliance with financial regulations, policies & procedures and other statutory requirements. Provision of efficient and satisfactory service to Court Users Service Improvement Innovations Maintain updated registers for all filed cases. Meetings and resolution of issues raised in meetings. Court ambience and state of furniture and equipment. Implementation of Audit Report Complaints received Innovations proposed and implemented Cases completed vs Cases received No. of uncompleted cases beyond 360 days % updated court registers/records for all courts. Staff meetings and engagements. Survey Results. Court ambience and cleanliness. Audit Report No. of complaints received and their resolution. 1 Innovation that can be replicated in other courts/ work stations. Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 June 2019 Self- Appraisal Appraiser s Assessment Score Score

13 PROVINCE PERFORMANCE CONTRACT - Example Appraisee Key Result Areas Goal Key Performance Areas Provincial Work Court Output Management of Court Registers Staff Wellness Courts Infrastructure Audit Findings Complaints Handling Innovation TOTAL AVERAGE OUT OF 5 13 Reduction of case backlog Efficient and effective management of court records. Improve employee wellness Maintenance of assets, property and equipment Compliance with finance regulations, policies & procedures and other statutory requirements. Provision of efficient and satisfactory service to Court Users Service Improvement Innovations Cases completed in all Courts Case backlog in all Courts Maintain updated registers for all filed cases. Meetings and resolution of issues raised in meetings. Courts ambience and state of furniture and equipment. Implementation of Audit Report Complaints received Innovations proposed and implemented Key Performance Indicators & Measures Cases completed vs Cases received No. of uncompleted cases beyond 360 days 100% updated court registers/records for all courts. Quarterly Staff meetings and engagements. Survey Results. Courts ambience and cleanliness. Audit Report No. of complaints received and their resolution. 1 Innovation that can be replicated in other courts/ work stations. Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 June 2019 Self- Appraisal Appraiser s Assessment Score Score

14 HR Manager s Contract Cascaded Down - Example LEVEL ONE : HR Manager Goal - Implement a sound Performance Management System by 31 December LEVEL TWO Training & Development HR Officer KRA - Performance Management training Goal1.1 Facilitate Performance Management Training for all staff by 31 March 2019.

15 Performance Contract Training & Development HR Officer - Example KRA Goal Key Performance Areas Key Performance Indicators & Measures Performance Management Facilitate Performance Management Training for all staff by 31 March 2019 Produce a training plan for all staff 31 Jan 2019 Facilitate performance training for all staff 31 March 2019 Approved training plan 100% signed off attendance registers

16 PERFORMANCE REVIEWS Periodic Performance Reviews A Mandatory Process

17 Periodic Performance Review 1 The subordinate talks through his/her progress against goals. 2 The manager provides honest, fair and constructive feedback Should the employee s performance be rated as below expectation, the manager takes an opportunity to counsel the subordinate Should the employee s performance be rated as meeting or exceeding expectation, the manager takes an opportunity to encourage the subordinate & reinforce the behaviours The manager and subordinate discuss and agree on which goals have been achieved, ongoing, redefined & deferred. 6 After adjustments, the manager and subordinate complete a new Performance Contract Form, if necessary, and the revised form is signed and dated by both parties 7 The manager and subordinate sign the Periodic Performance Review Form

18 PERFORMANCE REVIEWS Final Performance Reviews Formal reviews of performance against goals Happen once a year in December Result in a Performance Rating

19 Final Performance Review Step 1 Step 2 Step 3 Quick planning for the performance review Employee and manager confirm agreed goals The focus is on outputs and how performance was delivered Preparation for Employee's Self-Review and Manager's Review Employee - Evaluates own performance against goals & Documents his/her self-review comments, with examples and evidence of performance Manager - Evaluates employee's performance against goals & Documents his/her review comments, with examples and evidence of performance Two-way Process The parties agree on areas for performance improvement Both parties document the performance review, Both parties formally comment and sign Signed documents passed on to Manager s Supervisor Manager and staff member to retain a copy each for reference

20 Performance Rating Scale RATING/SCORE PERFORMANCE DESCRIPTION PERFORMANCE GRADE 5 Far exceeds expectations Outstanding / A 4 Meets and exceeds some expectations Excellent / B Meets all expectations Very Good /C Meets most but not all expectations Good / D Meets few expectations Fair / E Does not meet any expectation Poor / F

21 Manager Rating Guidelines As you discuss with subordinate use the rating sentences, not the numbers. Seek consensus with subordinate on the rating through objective and constructive engagement consensus is inevitable. Avoid compromise rating. The manager is accountable for the rating. Uncertain??, adjourn and seek guidance from the HR Team. Avoid rating in the absence of the employee.

22 Training Needs Identification Current competences and career aspirations. Gap definition. Personal Development Plan.

23 What is Consequence Management? One-on-Ones Performance Reviews Performance Feedback Discussion Consequence Management Consequence Management Reinforcing Achievement Recognising & Rewarding Superior Achievement Managing Poor Performance Incapacity & Disciplinary Procedures Note: Performance reviews also provide important data for the career development process.

24 Incapacity Distinguishing Types Of Poor Performance Can do - Won t do No employee should be accused of misconduct or incapacity unless the employee was allowed the necessary resources to do the job.

25 Implementation Gantt DATE ACTIVITY RESPONSIBILITY 13 Nov 18 Meeting with Management Secretary 15 Nov 18 Breakfast Meeting: Performance Management Crowne Plaza hrs 1030hrs. HR Manager 16 Nov 6 Dec 18 Managers consult with their staff on PMS in general and the development of draft Key Result Areas (draft performance contracts) for each role. 7-8 Dec 18 Validation Workshop to be held with all Managers and other key personnel, venue tba. 9 Dec 18 Drafting of final performance contracts and sign off by all parties. 4 Jan Jan 19 Submission of signed contracts to HR at JSC Secretariat HODs HODs Secretary 7 18 Jan 19 Quality Checks on Submitted Performance Contracts HODs/ HR Manager Jan 19 Compilation of statistics for submitted contracts and sharing with all HODs HR Manager 25 Jan 19 Submission Statistics Report to Secretary HR Manager HODs 25

26 PMS Summary Goal Setting & Performance Contracting Year End Review PMS is a continuous all year round process Periodic Reviews 26

27 The end Thank you

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