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Linking Performance, Development and Pay in the Danish Ministry of Finance

Linking Performance, Development and Pay in the Danish Ministry of Finance EUPAN HRWG, Dublin Castle, 5 April 2013. Background for introducing the PULS concept. Full use of employees’ potentials Clear link between performance, pay and development

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Linking Performance, Development and Pay in the Danish Ministry of Finance

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  1. Linking Performance, Development and Pay in the Danish Ministry of Finance EUPAN HRWG, Dublin Castle, 5 April 2013

  2. Background for introducing the PULS concept Full use of employees’ potentials Clear link between performance, pay and development Structured and clear feed back to individual employees on competences, results and goals and direction for their future development Basis for continuous dialogue between manager and employee on tasks and development Starting point for a cross organisational overview over competencies and development of the organisation

  3. The ’PULS’ concept Samtale (Dialogue) Performance Udvikling (Development) Løn (Pay)

  4. PULS (P) Performance: Assessment of the employee’s performance (U) Development: Identification of need for and drawing up a plan for development (L) Pay: pay negotiation (or dialogue on expectations) (S) Dialogue: manager gives employee feed back on performance as starting point for a dialogue on future development

  5. Timetable for implementing PULS Sept. 2012 HR Unit presents concept and guidelines for managers Oct. 2012 Workshop – training of managers Presentation of concept for employees, Q&As etc. Managers align performance assessments Nov. 2012 PULS with employees Dec. 2012 Promotions and payment of allowances Jan. 2013 PULS with managers Febr. 2013 Evaluation of concept and process May 2013 ’Mini-PULS’ (follow-up on development plans) Fall 2013 Second round of PULS in the Ministry of Finance

  6. Process for PULS Manager assesses employee Managers align performance assessments Employees evaluate themselves Dialogue between manager and employee Drawing up development plan

  7. Performance assessment – academic staff 1/3

  8. Performance assessment – academic staff 2/3

  9. Performance assessment – academic staff 3/3

  10. First experiences - managers A strong management tool Gives more structure to the dialogue Supports the communication of relevant messages Works best when pay negotiation is integrated part of dialogue

  11. First experiences - employees More structured and specific dialogue on performance and development Managers have been well prepared Coherence between performance assessment and development plan Works best when pay negotiation is integrated part of dialogue

  12. Lessons learned -points of attention for future PULS Communication, more communication… Training of managers essential Consider methods for cross follow up Nuancing performance assessments? Next step: consolidate or develop?

  13. Thank you for your attention ! For more information, contact: Ida Krarup, Senior Adviser: ida@modst.dk or +45 2247 5409

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