Improving individual performance: Effective Performance Management Systems for Small States

1. Improving individual performance: Effective Performance Management Systems for Small States Regional Caribbean Conference on Improving Public Service Performance in the OECS in times of crisis Rex Saint Lucian Hotel November 2 – 3, 2009 Presenter: Beresford Riley, Government of Trinidad and Tobago

2. Agenda • Managing Individual Performance : some perspectives • The experience of the Public Service of Trinidad and Tobago • Lessons for small states

3. Some theoretical perspectives

4. Performance • Performance refers to “outcomes, results or accomplishments” Rothwell, 2005

5. Components of Performance • Four components of performance • A performer • Behaviour • Situation • Results Morhman et al ,1989

6. Performance management • Performance management is, “a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.” Aguinis, 2005

7. Performance management “A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.” Aguinis, 2005

8. Performance Appraisal • Performance appraisal is “the systematic description of an employee’s strengths and weaknesses.” Aguinis, 2005

9. The experiences of the public service of trinidad and tobago

10. The T&T Experience • Establishment of the Performance Management and Appraisal system (PMAS) • Introduction of the Ministerial Performance Management Framework (MPMF)

11. Performance Management and Appraisal System (PMAS) • Replaced trait-based staff reporting system • Reduced reliance upon supervisor perception about whether employee possessed qualities such as loyalty

12. Characteristics of PMAS • Results -based • Built around a continuous process • Cycle involves Performance Planning; Performance Support; Performance Review • Linkage to strategic planning process • Developmental focus • Documentation critical

13. PMAS Process PLAN PERFORMANCE (Strategic, Operational Plans Job Clarification) SUPPORTING PERFORMANCE (Monitoring, Coaching, Feedback) FINALREVIEW OF PERFORMANCE (Results vs. Expectations)

14. PMAS Documents PLAN PERFORMANCE (Position Description) MONITOR & SUPPORT PERFORMANCE (Appraisal Discussion Record) FINALREVIEW OF PERFORMANCE (Performance Appraisal Report)

15. PMAS Challenges • PMAS introduced before Organizational Performance Management System; performance culture is now being developed • In the context of a fledgling HR system, other activities often given priority over PMAS • Requirement to train 60,000 officers in new skills and behaviours

16. Ministerial Performance Management Framework (MPMF) • A home grown system for managing Ministry and Department performance • Developed by Permanent Secretaries and Heads of Departments in 2004, 2005

17. MPMF Policy Objectives • The objectives of the policy were to ensure the: • Success and institutionalisation of a results-based performance management culture • Achievement of the goals of Vision 2020 by linking individual and team performance to ministerial business plans

18. MPMF Policy Objectives Cont’d.- • Provision of a balanced approach for measuring performance results and competencies • Development of core competencies that reflect the values and skills that are necessary for individual and government success; and

19. MPMF Policy Objectives Cont’d. • Promotion of job satisfaction in a motivating environment, and the recognition and reward of good performance.

20. MPMF – Project Goal • To increase the performance and effectiveness of Ministries and Departments in the enhancement and delivery of quality public services as laid out in national and organisational strategic plans

21. MPMF - Components • The five key components of the MPMF are: • Ministerial Performance • Management Team Performance • Service to Citizens • Employee Engagement • Achievement of Vision 2020 Goals

22. The MPMF model

23. Ministerial Self-Assessment • Four performance dimensions assessed: • Effectiveness • Efficiency • Relevance • Financial viability

24. Ministerial Self-Assessment Cont’d. • Two complementary steps • Developing the organisational profile • Conducting the organisational self-assessment

25. Assessment of Management Team Performance • Use of a multi-rater (360 degree) assessment process • Manager assessed against fourteen core competencies required by senior managers

26. The Competencies

27. Outputs of Assessment • Confidential Individual report • Report on performance of management team • Development of individual action plan • Development of Management Team action plan

28. Lessons learnt

29. Lessons Learnt • Need for alignment of individual employee appraisal system with system for managing organization performance • Assess performance on a number of different dimensions • Need to develop systems to suit one’s particular context and needs

30. Lessons Learnt Cont’d. • Need to utilise competency-based management approach • Need for a systems perspective. One aspect of the system impacts another. E.g. Development of core competencies has implications for recruitment and selection, training

31. Lessons Learnt Cont’d. • Need to adopt a change management approach, inclusive of • Research on best practices • Involvement of key stakeholders • Assigning dedicated leadership to change • Review of existing processes, utilising new technology where appropriate

32. Lessons learnt Cont’d. • Need to adopt a change management approach, inclusive of: • Developing an appropriate communications strategy • Building the required knowledge, skills and attitudes • Developing the required tools

33. Lessons Learnt Cont’d.- Evolving Strategies in Meeting Challenges of PMAS • Training of Staff directly • Training of HR Practitioners • Coaching of HR Practitioners • Development of Training Tools: • PMAS Toolkit • Training Video, “Shaping Performance: Appraising Mr Paul”

34. The End Thank You