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Performance measurement and management

Performance measurement and management. Presentation to the Portfolio Committee 12 March 2008. Presentation outline. Policy context for performance management Key questions Performance measurement and management Employee performance management Organisational performance measurement.

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Performance measurement and management

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  1. Performance measurement and management Presentation to the Portfolio Committee 12 March 2008

  2. Presentation outline • Policy context for performance management • Key questions • Performance measurement and management • Employee performance management • Organisational performance measurement

  3. Policy context for performance management (1) • White Paper on Human Resource Management: • Need for increased delegation of managerial responsibility and authority to departments and within departments • Decentralisation of HR • Centralised policy-making • Decentralised implementation • Recruitment, selection and appointment decentralised within national framework • Performance management systems and staff development decentralised to departmental level • Macro-organisation is centralised • Aspects of job evaluation, grading and compensation centralised but departments may develop some policies within national parameters • Policy framework came into force in 1999

  4. Policy context for performance management (2) • In terms of Public Service Regulations, 1999 departments required to – • Determine, within national defined parameters, their human resource management policies and practices • Ensure that there are adequate institutional and managerial mechanisms in place • Ensure that the departmental policies are communicated, understood and observed • Regarding performance management • Public Service Act devolves powers and duties regarding performance management to each executive authority (EA) • Public Service Regulations require each executive authority to determine a system for performance management and development of employees

  5. Policy context for performance management (3) • Baskin report in 2000 identified • High turnover rates and problems in recruiting and retaining skilled senior personnel • Poor levels of performance and skills among some senior staff • Under-developed performance management systems • Insufficient attention to training and development • SMS established 2001 • New chapter of Regulations and SMS Handbook • Handbook requires signing of performance agreements (PAs) • Need for a coherent, consistent SMS performance management and development system (PMDS) • SMS PMDS implemented from April 2002 • Public Service Commission administers an Evaluation Framework for HODs

  6. Key questions

  7. Why measure performance? • Performance measurement • provides performance information to stakeholders • improves internal and external accountability • supports strategic planning and goal setting • enhances decision making • clarifies and focuses long term goals and strategic objectives

  8. What is measured? • Effectiveness, which determines the relationship of an organisation's outputs to what an organisation is intended to do • Productivity, which quantifies the outputs and inputs of an organisation and expresses the two as a ratio. • Quality, which examines an output or the process by which an output is produced. Quality is indicated by attributes such as accuracy (or error rate), thoroughness, and complexity. • Timeliness, which evaluates the time involved producing an appropriate output • Employee performance by means of performance appraisal.

  9. Whose performance shouldbe measured? • The organisation (by measuring the sub-elements, programmes and sub-programmes) • The head of the organisation • Senior managers in the organisation • All other employees in the organisation

  10. Performance management and measurement

  11. Performance: measurement and management Organisational Organisational performance (Macro-org) Performance management (process) Employee performance (Behavioural) Organisational Individual Performance Measurement system Performance Management system Performance Appraisal System Individual

  12. Governance & Management Programme Performance Financial Performance Employee Performance Organisational Performance Perspectives Governance & Mgt Systems & Structures Strategic Planning & Processes Financial Planning & Processes Strategic Control Mechanisms Employee Performance Management and Appraisal Systems HoD SMS PMDS PMDS (1 – 12) Employee Performance Perspectives HoD Evaluation Framework SMS PMDS Appraisal Framework EPMDS Appraisal Framework Performance Agreement Performance Agreement Performance Agreement KRAs CMCs KRAs CMCs KRAs GAFs

  13. Employee performance management

  14. Employee performance management • Employee performance management is a continuous process of planning, managing & development to: • positively influence employee behaviour for the achievement of the organisation’s strategic goals; • determine the correct activities as well as the evaluation and recognition of the execution of tasks/duties with the aim of enhancing their efficiency and effectiveness; and • improve results from the Department, teams and individuals by understanding and managing performance within an agreed framework of planned goals, objectives, indicators and support incentives.

  15. Performance agreements (1) • Objective of timeous submission of PAs is to ensure that early in the financial year EAs and HODs clarify performance expectations as well as development needs for the year • PA a common reference point for the EA and HOD to monitor, review, account for and improve performance • HOD’s PA is to be cascaded down to the PAs of the rest of the staff in the department – this makes the signing of the HOD’s PA critical

  16. Performance agreements (2) • PSC report on implementation of HOD Evaluation Framework (2006) • Compliance rates unsatisfactory • At the heart of the problem was failure to sign and submit performance agreements (PAs) • Various reasons why PAs not entered into • Some executive authorities (EAs) not performing their role as provided for in the framework • In some cases there are disagreements which are not mediated and remain unresolved • Key recommendation that steps be taken to ensure timeous signing of PAs as the critical first step

  17. Performance agreements (3) • DPSA report on the signing of PAs by HODs (October 2006) • 85% of departments responded to the survey • 78% of SMS from national departments had signed PAs • 80% of SMS from provincial departments had signed PAs • Reasons given for not signing • PAs were in the process of being signed • Members are on sick leave, maternity leave, unpaid leave, suspension or about to retire • Establishment changed during the SMS cycle • Disagreement with supervisors regarding KRAs • Unavailability of supervisors to agree to and sign PAs • Critical success factor was management’s ability to undertake people management

  18. Performance agreements (4) • Report on the filing of PAs for the 2007/08 FY compiled by the PSC (July 2007) • Requirement that PAs must be filed with the OPSC by 30 June 2007 • By this date 24% (31 out of 129) HODs had filed PAs with the OPSC • 18 posts out of 147 were vacant • EAs were urged to intervene urgently to ensure full compliance with the PMDS

  19. Performance agreements (5) • President Mbeki in State of the Nation Address enumerated 24 “APEX” projects • Included Project 15, a response to the findings of the surveys • The dpsa, OPSC and dplg are required to implement Project 15: • To ensure that all currently vacant positions of DG/HOD, DDG, CFO and municipal managers are filled within six months, also taking into account demographic targets • To ensure that by 30 June 2007 and by 31 May of every year thereafter all SMS members have submitted signed performance agreements • Report on 2007 with policy recommendations to be submitted to Cabinet soon

  20. Organisational performance measurement

  21. Organisational performance • Organisational performance is the ability of an organisation to use its resources efficiently, and to produce outputs that are consistent with its goals and objectives and relevant for its clients and stakeholders • Organisational performance comprises the actual output or results of an organization as measured against its goals and objectives and intended outputs • Of equal importance are the outcomes and impact of organisational performance – did the outputs (results) lead to the desired outcomes? Did they have the required impact?

  22. Organisational performance Organisational processes Technology Individual performance

  23. Elements of organisational performance Governance & Management Financial performance Programme performance Employee performance

  24. Focus areas and issues • Greater emphasis is required on organisational performance as a system, with employee performance management (appraisal systems) as sub-systems or elements • Greater emphasis is required on linkages between integrated planning, implementation and reporting - and performance management • Greater emphasis is required on linkages between employee appraisal results and the state of organisational performance

  25. Current initiatives in the public service (1) • National Treasury: Framework for Managing Programme Performance, mainly targeted at provinces for planning, setting targets and reporting. • Auditor-General: Performance auditing of departments, to promote good governance through accountability, to enhance good governance and effective service delivery. • Public Service Commission: Piloting an organisational performance assessment template in selected national and provincial departments

  26. Current initiatives in the public service (2) • DPSA: • Public Management Watch • Transversal system within the GWM&E system • The PMW is a indicator-focused initiative that diagnoses the working environment within the Public Service thereby enabling government to implement proactive measures • Indicator framework based on readily available information • Sources currently PERSAL, IYM and AG reports • Quarterly strategic reports produced for decision-makers

  27. Current initiatives in the public service (3) • G&A Cluster project • The dpsa is leading a project to develop an organisational performance management system for public service departments • It will utilise the work that is already underway in central departments and the PSC • Draft organisational performance assessment framework (submitted to July 2008 Cabinet Lekgotla) • Organisational performance management system (to be developed by July 2009)

  28. Siyabonga

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