n Training and Research Centre in Administration for Development المركز الا فريقي و البحث الا داري للتدريب للا نماء Centre in de Formation et de Recherche Administratives pour le Développement CAFRAD/ACBF Workshop on Performance Measurement and Enhancement in Public Sector Hosted and co-organised by Government The Gambia Banjul, The Gambia 26-30 May 2003 Improving Performance Management in South n Public 1
OVERVIEW OF PRESENTATION 1: WHAT IS PERFORMANCE MANAGEMENT 2: NEW APPROACH TO PERFORMANCE MGT 3: PERFORMANCE AGREEMENTS 2
Performance management is based on principle management by agreement rar than management by command...... providing a more integrated and continuous approach to management performance than was provided by previous more isolated and ten inadequate merit ratings or performance appraisal schemes [Armstrong (1995.) A HANDBOOK OF PERSONNEL MANAGEMENT PRACTICE] 3
COMPONENT PARTS OF PERFORMANCE MANAGEMENT The new approach to performance management in public service will include: Performance planning Performance observation Performance feedback Performance evaluation/appraisal Career and personal development / planning Management good and poor performance 4
WHAT ARE THE OBJECTIVES OF PERFORMANCE MANAGEMENT? To establish a performance culture in public service (links individuals performance to an organisation s overall strategic plan) To make it clear to employees what is expected m To promote contact and interaction about performance between employees and ir supervisors and provide for regular feedback. 5
OBJECTIVES (continued) To evaluate performance fairly and objectively To identify and manage employees training needs 6
THE NEW MANDATES Constitution RSA, 1996 Public Laws Amendment Act, 1997 Public Regulations, 1999 Collective Agreements 7
MANDATES FOR PERFORMANCE MANAGEMENT WHITE PAPERS CONSTITUTION LEGISLATION GEAR MTEF COLLECTIVE AGREEMENTS TRANSFORMATION; SERVICE DELIVERY; HRM; AA; TRAINING & EDUCATION PUBLIC SERVICE; LABOUR RELATIONS; SAQA; SKILLS DEVELOPMENT; EMPLOY- MENT EQUITY ACTS. PERFORMANCE AGREEMENTS; BENEFITS AND ALLOWANCES PUBLIC SERVICE REGULATIONS PERFORMANCE MANAGEMENT 8
THE CONSTITUTION, 1996 Sets out nine principles, including: cultivation good human resource management and career development practices to maximise human potential. 9
PUBLIC SERVICE LAWS AMENDMENT ACT, 1997 Devolves power for effective performance management to executing authorities who may delegate it to Heads Department. 10
COLLECTIVE AGREEMENTS From 1 July 1999 new public service management framework and hence all departmental activities are informed not only by legislation such as Public Act, 1994, as amended, and Public Regulations, 1999, but also by collective agreements concluded by bargaining councils in public service. 11
COLLECTIVE AGREEMENTS (continued) The Public Co-ordinating Bargaining Council (PSCBC) is bargaining council for public service as a whole. The PSCBC has adopted various collective agreements that inform aspects performance management, and se include: Resolution 13/1998 on Performance Agreements Resolution 2/1999 on Benefits and Allowances 12
THE PUBLIC SERVICE REGULATIONS, 1999 To operationalise new policy framework, Regulations : establish parameters for performance management with a view to control bias and support communications; require Managers to conduct a formal annual assessment for employees; 13
THE NEW PSR s (continued) allow Heads Department to select and develop performance management systems in accordance with ir organisations needs; clearly identify parties to performance management and clearly defines ir respective roles 14
PARTIES TO PERFORMANCE MANAGEMENT Executing Authority Head Department/Director-General Head Human Resource Management/ Corporate s/personnel Practitioners Supervisor Employee 15
WHAT THE REGULATIONS, 1999 SAY ABOUT PERFORMANCE MANAGEMENT PRINCIPLES OF PERFORMANCE MANAGEMENT Departments shall manage performance in a consultative, supportive and non-discriminatory manner in order to enhance organisational efficiency, effectiveness and accountability for use resources and achievement results. Performance management processes shall link to broad and consistent plans for staff development and align with department s strategic goals. 16
PRINCIPLES (continued) The primary orientation performance management shall be developmental but shall allow for effective response to consistent inadequate performance and for recognising outstanding performance. Performance management procedures should minimise administrative burden on supervisors while maintaining transparency and administrative justice. 17
SYSTEMS FOR PERFORMANCE MANAGEMENT AND DEVELOPMENT In terms Regulation VIII B.1, each executing authority shall henceforth designate a system for performance management and development for her/his department, consistent with principles in regulation VIII A. 18
SYSTEMS (Continued) Before utilising selected performance management system, to make an assessment affecting decisions on career an employee, an executing authority shall pilot system on groups employees in all occupational classes sufficient to enable reasonable validity; and shall consult with employee organisations in her or his department. 19
ASSESSMENT AND FEEDBACK For each employee, an executing authority must designate - (a) an annual date for written assessment performance; and (b) a supervisor responsible for performance management. 20
ASSESSMENT AND FEEDBACK (Continued) An executing authority must require a supervisor designated to manage an employee s performance, as far as possible, to meet on a regular basis with employee to discuss basic objectives her or his component and its success or failure in achieving m; to explain performance assessment procedure to employee before assessment cycle commences or within one month after appointment or promotion to a post; and to inform employee criteria used for her or his performance assessment. 21
ASSESSMENT INSTRUMENTS Assessment instruments are no longer prescribed, as performance management system selected for a department will dictate nature assessment and criteria. An executing authority may, however, provide for separate assessment instruments for different occupational categories or levels work; but shall designate a single assessment instrument to assist in deciding on probation, rewards, promotion and skills development for an individual. Assessment shall be based on information contained in designated performance assessment instrument. 22
INCENTIVES FOR GOOD PERFORMANCE If departmental budget and MTEF provide adequate funds, an HOD may establish a financial incentive scheme for employees or for a category employees. To establish this scheme, an HOD shall record its nature, rules and control measures and communicate that to all employees; and ensure that employees who implement quality and quantity control measures do not manipulate scheme. 23
INCENTIVES (continued) If an employee makes a suggestion, improvement or invention exceptional value to department or public service, State shall have right use any such suggestion, improvement or invention. The executing authority may reward that employee through a non-monetary reward; and/or a non-pensionable cash award not exceeding 20% employee s pensionable annual salary, or with Minister s approval, a non-pensionable cash award in excess 20% employee s pensionable annual salary. 24
MANAGING POOR PERFORMANCE In case poor performance, employees must be informed in writing reasons for poor assessment; while route appeal against assessment must be identified. Employees must be permitted to bring a colleague or trade union representative to assist m during appeal. Poor performers must also be provided with remedial and systematic support to assist m to improve ir performance, while steps may be considered to discharge such individuals for unfitness or incapacity to carry out ir duties, if desired improvement cannot be effected. An employee is allowed to refuse to sign a performance assessment instrument. 25
ASSESSMENT AND DEVELOPMENT Performance management has a strong developmental focus, in particular for poor performers. In managing poor performance, managers should determine causes behind poor performance since this could be a symptom factors that are external to workplace, or employees not having a clear understanding roles and standards expected m. 26
DEVELOPMENT (continued) In process dealing with poor performance, following strategies may be considered, depending on source problem and requirements LRA: retrain personnel; defer increments; transfer personnel; take actions in relation to inefficiency; or dismissal from public service 27
DEVELOPMENT (continued) In process performance management, career and personal development/planning employees must also be attended to. The aim career and personal development/planning is to support individuals in ir career progress through : matching ir aspirations and organisation s developmental needs; providing means, information and support structures to determine priorities and career objectives; empowering managers to manage ir subordinates career planning and personal development. 28
PERFORMANCE AGREEMENTS IN THE RSA PUBLIC SERVICE The new approach to performance management provides for heads department and or senior managers to sign performance agreements. It also provides for or employees to enter into performance agreements, if departmental policies allow this. 29
PERFORMANCE AGREEMENTS AIM TO assist in aligning performance objectives senior managers with departmental strategic plan; assist senior managers to define key responsibilities and priorities, and provide measures for assessing success; encourage improved communication between senior managers and ir supervisors; and enable executing authority or superiors a senior manager to assess senior manager s work and provide appropriate support. 30
SOURCES OF MANDATES ❶ Public Act, 1994 ❷ Public Regulations, 1999 (PSR) ❸ PSCBC Collective Agreements 31
PUBLIC SERVICE LAWS AMENDMENT ACT, 1997 When amendments came into effect on 1 July 1999 it: assigned powers and duties on performance management in departments to its executing authority [s. 3(5)(c) ]. introduced performance agreements for heads department, to be agreed upon as part ir contract employment [section 12(3)(b) ]; 32
PUBLIC SERVICE REGULATIONS, 1997 A head department may enter into performance agreements with or employees in senior management service in accordance with relevant collective agreements, and with or employees in accordance with departmental policy. 33
PUBLIC SERVICE CO-ORDINATING BARGAINING COUNCIL (PSCBC) RESOLUTION 13 OF 1998 Agreement on Senior Management 1 Purpose This agreement sets framework for senior managers to agree to individual performance agreements that shall determine ir annual increments. 34
PSCBC RESOLUTION 13 This resolution defines a senior manager as an employee with a salary equivalent to minimum level 13 (Director) or higher. Resolution 13, however, excludes Pressionals from agreement. Departments may distinguish between Managers and Pressionals on basis various criteria. 35
SIGNING OF AGREEMENTS The collective agreement provides for signing performance agreements by senior managers from level 13 upwards. Those managers who are not HOD s, sign with ir heads department. 36
CONTENTS OF AGREEMENT Resolution 13/1998 determines following contents for performance agreements: definition a person s work according to her/his key duties and responsibilities; methods for assessing her/his performance in fulfilling those responsibilities; dates for quarterly assessment and, if necessary, revision; mechanisms for resolving disputes about assessment as described in paragraph 5.2 Resolution 13; and increment date. 37
FAST-TRACKING PROMOTION Legal framework: Constitution RSA, 1996 Public Act, 1994 Employment Equity Act, 1999 38
CONSTITUTION Section 195: Public administration must be broadly representative South n people, with employment and personnel management practices based on ability, objectivity, fairness and need to redress imbalances past to achieve broad representation 39
PUBLIC SERVICE Act Minister for Public and Administration has a policy responsibility regarding employment and or personnel practices, including promotion broad representivity as well as human resource management and training, in public service 40
EMPLOYMENT EQUITY Act Requires employers (including State as employer) to develop and implement employment equity plans that will enable m to achieve equity in workplace. 41