Performance Assessment in UNESCO

Transcription

1 United Nations Educational, Scientific and Cultural Organization Performance Assessment in UNESCO Information Booklet April 2004

2 Performance Assessment in UNESCO Introduction Why a new system? The current performance assessment system was introduced in UNESCO in After 10 years of operation, it was felt that the system needed to be revised to provide a more objective and effective way of managing individual performance, to support individual development and to reinforce a results-based management culture across the Organization: by introducing a linkage between individual objectives and organizational priorities; by designing a process focused on expected results/ work assignments; by making learning and development (L&D) a central part of the performance assessment system (P.A.S.); by emphasizing the importance of continuous feedback and dialogue between the staff and the supervisor; by increasing the accountability of managers. Linkages of the performance assessment system (P.A.S.) with other human resources development initiatives CAREER DEVELOPMENT FRAMEWORK What are the main features of the P.A.S.? A two-year cycle (the biennium) Every staff member appraised at the same time Linkage between individual results and Sector s/bureau s operational workplans Expected results/work assignments identified and discussed at the beginning of the biennium between the supervisor and the staff member Learning and development objectives and actions identified and followed up Mid-term review after one year Managers appraised against managerial competencies Specific performance appraisal objective for supervisors Self-assessment by staff member Review of the performance reports by a Panel within each Sector/Bureau/Field Office Three ratings instead of five Specific process to deal with underperformance: performance improvement plan System supported by a user-friendly IT tool, PerfoWeb P. A. S. PROMOTION LEARNING & DEVELOPMENT (L&D) The P.A.S. applies to: ROTATION RECRUITMENT The performance assessment system supports the promotion, rotation, learning and development and recruitment processes. all staff members at Headquarters and in the Field, up to the D-2 level, excluding ADGs, Directors of Bureaux at Headquarters and Heads of Field Offices, who have a separate performance agreement with the DG.

3 How does the P.A.S. work? What do you need to do and when? Defining results/assignments In February March (first year of the biennium) you will discuss and agree with your supervisor the key expected results/work assignments for which you will be responsible for the next two years. They should be based on, and be consistent with, the work plans of your Division/Section. Normally, there should be a maximum of seven results/assignments. How to define key expected results/work assignments? Expected results should be SMART: specific, measurable, Examples of work assignments may be: to provide secretarial assistance such as scheduling meetings efficiently; to provide pertinent advice/information on administrative issues; achievable, realistic and time-bound, whereas work assignments are tasks of a continuous, ongoing nature. Both may represent individual contributions to a team result. Defining L&D objectives and actions At the same time, you will agree with your supervisor All results/assignments and L&D objectives/actions must be entered in PerfoWeb, the new performance assessment IT tool. the learning and development (L&D) objectives and actions for the biennium. How to define learning and development objectives and actions? L&D objectives and actions should be concrete and realistic and should be undertaken in the context of the L&D policy. They should support you in achieving your results/assignments during the biennium. They may also include actions that contribute to your career development aspirations in the longer run. Examples of results may be: the implementation of a project (or a part of it); the setting-up of partnerships in a given area; the development of a pilot initiative. Examples of L&D objectives and actions could be: to develop time management skills. Action: an e-learning course on time management; to familiarize yourself with SISTER. Action: a coaching session with the SISTER team. What are the competencies for senior managers? They consist of 11 managerial competencies such as developing a vision, managing people and making quality decisions. They represent key behaviours and skills expected from senior managers of UNESCO. The complete list of competencies with their performance indicators can be found in PerfoWeb. Mid-term review Towards the end of the first year of the biennium, a mid-term discussion between you and your supervisor will take place. The objective of this discussion is to review progress and give feedback. The results/assignments are reviewed to check that they are still relevant. Changes should be agreed upon and recorded in PerfoWeb. Self-assessment In preparation for the overall performance discussion, you are encouraged to assess your own performance during the biennium and identify your strengths and areas for development. Your supervisor will review your comments at the time of assessment. Overall performance discussion and assessment The overall assessment of performance will take place at the beginning of the next biennium (February March). During the performance discussion, your supervisor will go through the results/assignments and review the L&D objectives and actions. He or she will assess your performance over the whole biennium. Supervisors will also be assessed against their performance management responsibilities, which include management of the performance of their staff. In addition to expected results, senior managers will be assessed against key managerial competencies. In the same discussion, you will discuss and agree the results/work assignments and L&D objectives and actions for the next biennium. The date of the discussion should be recorded in PerfoWeb. Your selfassessment should be entered in PerfoWeb. As a supervisor, you should remember to fill in the performance assessment of each staff member under your supervision in PerfoWeb.

4 Performance Assessment in UNESCO Tips for supervisors How to assess overall performance? In assessing the performance of the staff member for the biennium, the supervisor should take into account what has been achieved and how it was achieved. It is also important to take into account any possible external constraints that may have affected the achievement of the results/assignments. It is essential that the supervisor makes objective and constructive comments on each result/work assignment and on the overall performance. He or she should also underline the staff member s strong points and indicate the possible development areas, if any. There are three ratings: Fully meets expectations = a consistently good performance; Partially meets expectations = a performance slightly lower than the expected level. A need for targeted improvement (performance improvement plan); Does not meet expectations = performance well below the expected level. If the supervisor wishes to underline some outstanding results/achievements of the staff member, he or she may provide additional comments in the appropriate box in the performance report. Panel Review At the end of the performance cycle, in April May of the first year in the following biennium, a panel set up within each Sector, Bureau and Field Office will review all the performance reports in order to ensure the quality, the consistency and the objectivity of the performance assessments. The Panel will also endorse (or not endorse) the overall assessment made by the supervisors and review the implementation of the learning and development plans as well as the performance improvement plans. The importance of feedback In addition to feedback through the mid-term review and the formal performance discussion, performance should be managed on a continuous basis throughout the biennium. Information, guidance and constructive feedback are essential for people to learn and to develop. Immediate feedback is usually the most effective. Tips for supervisors Preparing for and conducting the performance discussion The supervisor should schedule one-to-one meetings with his or her staff for the mid-term and end-of-cycle discussions. About one hour is normally needed in a place where a confidential discussion may occur. The purpose of these discussions is: to give feedback on the achievement of results/ assignments; to identify progress that has been made; to identify any constraints which have had an impact on results/assignments; to identify possible development areas and ways to address them. It is essential to bear in mind the importance of positive and honest feedback in inspiring and motivating staff. PerfoWeb Perfoweb is an easy-to-use IT system available to every staff member and every supervisor in the Intranet. The access to data is strictly limited: every staff member has access only to his or her own performance report(s). Every supervisor has access to the report(s) of his or her staff. The information about L&D objectives and actions will be shared with and used by the Training and Career Development Section (in HRM) to assist in the identification and planning of training actions.

5 Performance Assessment in UNESCO Additional Information You can find more detailed information on the performance assessment policy and process in Administrative Circular No from 23 March If you have questions concerning this policy, please contact the Training and Career Development Section in HRM/TCD by at: If you have questions concerning PerfoWeb, please contact the Applications Unit in ADM/DIT/APP by at:

6 United Nations Educational, Scientific and Cultural Organization Policy Coordination Section of the United Nations Educational, Scientific and Cultural Organization 7, place de Fontenoy, F PARIS 07 SP Tel: 33 (0) or 33 (0) Fax: 33 (0)