Performance Appraisal in the Serbian Civil Service

Dr Aleksandra Rabrenovic

Objectives of Performance Appraisal

Serbian Civil Service Law recognizes the following performance appraisal objectives:

Identification and remedying shortcomings in civil servants’ performance

Motivating staff for better performance Creating conditions for decision-making on

promotion and pay increments and training needs

Who is appraised? All Civil Servants (in Ministries and

other civil service institutions) Exceptions:- civil servant who is a head of

institution- civil servant who worked less than 6

months- civil servant who has a temporary

position

What is appraised?

Two key categories of criteria:- Work objectives for appraisal

period which are agreed between superior and civil servant

- Other criteria based on civil servants’ competencies and qualities

Work objectives Objectives should be:- clear, concrete and detailed (with agreed

content)- in line with the job description and purpose- challenging- feasible and measurable- with realistic timelines for implementation- not more than 5 for the appraisal period

Other criteria (based on competences and qualities)

Scope of work Independence Creativity Initiative Precision and conscientiousness Level of Cooperation Other

When is appraisal conducted?

Overall performance appraisal is conducted once a year, by the end of February of the current year for the previous year

However, performance with regard to meeting work objectives is appraised quarterly

By whom is appraisal conducted? Appraisal is conducted by an evaluator:- usually the immediate supervisor of a

civil servant (group manager, head of section, division, department, sector etc.)

Important role in the appraisal process is given to ‘Counter Signer’:

- person to whom the evaluator reports and who provides a check to the appraisal report and counter singes it if he/she agrees with it

Possible types of grades Unsatisfactory (1) – failed to achieve

identified objectives Satisfactory (2) – achieved objectives

with minimum result Good (3) – achieved objectives with

average result Excellent (4) – achieved objectives with

above average result Exceptional (5) – achieved objectives

with the exceptional result

Performance appraisal procedure Agreement on work objectives at the

beginning of the appraisal period Quarterly appraisal of fulfillment of work

objectives Preparation of performance appraisal report by

a superior at the end of appraisal period Superior and employee conduct an interview

to discuss the report and include civil servant’s comments

Working objectives and tasks are discussed in the first part

Promotion and development actions in the second part

Performance appraisal procedure

Civil Servant’s superior informs his/her superior (counter singer) that appraisal interview was conducted

Counter signer resolves possible disputes and counter singes the report

Copy of results of the report/interview is forwarded to human resource department and head of organization

What decisions are made on the basis of performance appraisal? Proposals for civil servants training and

professional development Decision on promotion - If there is an available post, civil servant who is appraised

with grade “Exceptional” for two consecutive years can be promoted to a higher position

- If there is an available posts, civil servants who is appraised with grade “Excellent” for four consecutive years can be promoted to a higher positions

Decision on pay increments - civil servant who is appraised with grade "Exceptional"

for two consecutive years is promoted by two pay steps; - if appraised as "Exceptional" or ''Excellent'‘ and

“Exceptional” for two consecutive years is promoted by one pay step;

- if appraised as ''Good'' or as ''Excellent'' and “Good” for three consecutive years is promoted by one pay step.

What decisions are made on the basis of performance appraisal?

If quarterly performance appraisal is negative extraordinary appraisal is conducted

Consequences of extraordinary appraisal:- ‘Mild’ consequences: demotion to a lower rank demotion to a lower pay step- ‘Hard’ consequences:- Termination of employment

Pay system and performance appraisal consequencesRanks Pay

levelPay steps

A. group I I 9,00

A. g. II II 8,00

A. g. III III 7,11

A. g. IV IV 6,32

A. g. V V 5,62

Sen advisor

VI 3,96 4,15 4,36 4,58 4,81 5,05 5,30 5,57

In. Advisor VII 3,16 3,32 3,49 3,66 3,85 4,04 4,24 4,45

Advisor VIII 2,53 2,66 2,79 2,93 3,08 3,23 3,39 3,56

Junior Adv IX 2,03 2,13 2,23 2,34 2,46 2,58 2,71 2,85

Associate X 1,62 1,70 1,79 1,88 1,97 2,07 2,17 2,28

Junior As. XI 1,35 1,42 1,49 1,56 1,64 1,72 1,81 1,90

Clerk XII 1,13 1,18 1,24 1,30 1,37 1,44 1,51 1,58

Jun. clerk XIII 1,00 1,05 1,10 1,16 1,22 1,28 1,34 1,41

Main challenges are problems How to determine work objectives? How to change work objectives? How to avoid subjectivity and inflated

appraisals? How to measure differences between

exceptional, excellent, good and satisfactory performance?

Lack of linking organisational and individual performance

Solutions which are applied and are considered to be applied Introduction of effective performance appraisal

requires a major programme of work:- extensive training of managers and staff and the

commitment of senior management across the civil service;

- strengthening of capacities of HR units in civil service institutions.

There is a consideration of introduction of ‘quotas’ and introduction of disciplinary responsibility for

lack of compliance with performance appraisal provisions

THANK YOU FOR YOUR ATTENTIONTHANK YOU FOR YOUR ATTENTION