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Improving Individual Performance Effective Performance

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					   Improving Individual Performance:
Effective Performance Management for
              Small States

            Presented by
          Curt P. Wellington
• 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)
      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
• “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.
• The practice of performance management is
  developed on a framework of …
  – Planned goals
  – Performance standards
  – Competency frameworks
       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
             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 )
                Senior Managers
Target Positions           Competency Clusters
•   Snr. Asst Directors    • Change Leadership Skills
•   Asst Directors         • Relationship Management
•   Director                 Skills
•   CEO/ General Manager   • Strategic Thinking, Planning
•   Pvt. Secretary           and Leadership
•   Perm Secretary         • Resource Management
                             Skills
•   Deputy P. S
                           • Performance Management
•   Under Secretary          Skills
                           • Personal Effectiveness
             Middle Managers
• Professional Staff       Competency Clusters
• General Administrative   • Strategic Management and
  Staff                      Leadership Skills
• Technical Staff          • Communication Skills
• Artisan Staff            • Interpersonal Skills
                           • Information Technology
                             Skills
                           • Research and Statistical
                             Skills
                           • Managerial Skills
                           • Personal Effectiveness
    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?”
            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.
• 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.
                      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.
• 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.
• Thank You Very Much

				
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