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Improving individual performance:Effective Performance Management
Systems for Small StatesRegional Caribbean Conference on Improving
Public Service Performance in the OECS intimes of crisis
Rex Saint Lucian HotelNovember 2 3, 2009
Presenter: Beresford Riley, Government of
Trinidad and Tobago
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Agenda Managing Individual Performance :
some perspectives
The experience of the Public Service ofTrinidad and Tobago
Lessons for small states
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SOME THEORETICALPERSPECTIVES
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Performance
Performance refers to outcomes, resultsor accomplishments
Rothwell, 2005
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Components of Performance Four components of performance
Aperformer
Behaviour
Situation
Results
Morhman et al ,1989
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Performance management Performance management is,
a continuous process of identifying,measuring and developing theperformance of individuals andteams and aligning performance
with the strategic goals of theorganization. Aguinis, 2005
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Performance managementA system that involves employeeevaluations once a year without anongoing effort to provide feedback andcoaching so that performance can beimproved is not a true performance
management system.
Aguinis, 2005
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Performance Appraisal Performance appraisal is the
systematic description of an employeesstrengths and weaknesses.
Aguinis, 2005
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THE EXPERIENCES OF THE
PUBLIC SERVICE OFTRINIDAD AND TOBAGO
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The T&T Experience
Establishment of the PerformanceManagement and Appraisal system(PMAS)
Introduction of the MinisterialPerformance Management Framework(MPMF)
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Performance Management and
Appraisal System (PMAS)
Replaced trait-based staff reportingsystem
Reduced reliance upon supervisorperception about whether employeepossessed qualities such as loyalty
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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
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PMAS Process
PLAN
PERFORMANCE
(Strategic, Operational Plans
Job Clarification) SUPPORTING
PERFORMANCE
(Monitoring,Coaching, Feedback)
FINAL REVIEW OF
PERFORMANCE
(Results vs. Expectations)
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PMAS Documents
PLAN
PERFORMANCE
(Position Description)
MONITOR &SUPPORTPERFORMANCE
(Appraisal DiscussionRecord)
FINAL REVIEW OF
PERFORMANCE(Performance Appraisal Report)
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PMAS Challenges PMAS introduced before Organizational
Performance Management System;
performance culture is now beingdeveloped
In the context of a fledgling HR system,other activities often given priority over
PMAS
Requirement to train 60,000 officers in newskills and behaviours
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Ministerial Performance
Management Framework(MPMF)
Ahome grown system for managingMinistry and Department performance
Developed by Permanent Secretariesand Heads of Departments in 2004,2005
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MPMF Policy Objectives The objectives of the policy were to
ensure the:
Success and institutionalisation of aresults-based performance managementculture
Achievement of the goals of Vision 2020 bylinking individual and team performance toministerial business plans
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MPMF Policy Objectives Contd.- Provision of a balanced approach for
measuring performance results andcompetencies
Development of core competencies thatreflect the values and skills that are
necessary for individual andgovernment success; and
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MPMF Policy Objectives Contd. Promotion of job satisfaction in a
motivating environment, and therecognition and reward of goodperformance.
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MPMF Project Goal
To increase the performance andeffectiveness of Ministries andDepartments in the enhancement anddelivery of quality public services as laid
out in national and organisational strategicplans
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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
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The MPMF model
Achievement of
Vision 2020
Goals
Ministerial
Performance
EmployeeEngagement
Management
TeamPerformance
Service toCitizens
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Ministerial Self-Assessment Four performance dimensions assessed:
Effectiveness
Efficiency
Relevance
Financial viability
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Ministerial Self-AssessmentContd.
Two complementary steps
Developing the organisational profile
Conducting the organisational self-assessment
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The CompetenciesCompetencies for Public Service Leaders
INTELLECTUAL
CognitiveCapacity
Creativity
RELATIONSHIP
InterpersonalRelations
Communication
FUTURE BUILDING
Visioning
MANAGEMENT
ActionManagement
OrganizationalAwareness
Teamwork Partnering
PERSONAL
Stamina / StressResistance
Ethicsand Values
PersonalityBehaviouralFlexibility
Self-Confidence
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Outputs ofAssessment Confidential Individual report
Report on performance of managementteam
Development of individual action plan
Development of Management Teamaction plan
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LESSONS LEARNT
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Lessons Learnt Need for alignment of individual
employee appraisal system with system
for managing organization performance
Assess performance on a number ofdifferent dimensions
Need to develop systems to suit onesparticular context and needs
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Lessons LearntContd.
Need to utilise competency-basedmanagement approach
Need for a systems perspective. Oneaspect of the system impacts another.
E.g. Development of core
competencies has implications forrecruitment and selection, training
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Lessons LearntContd. 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 newtechnology where appropriate
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Lessons learntContd. Need to adopt a change management
approach, inclusive of:
Developing an appropriate communicationsstrategy
Building the required knowledge, skills and
attitudes Developing the required tools
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Lessons LearntContd.- EvolvingStrategies 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
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