PERFORMANCE MANAGEMENT Presentation Outline Performance - - PowerPoint PPT Presentation

PERFORMANCE MANAGEMENT

Presentation Outline

• Performance Management definition and rationale.
• The Performance Management Cycle.
• Overview
• f

the JSC Performance Management System (PMS)

• Goal Setting and Performance Contracting
• Performance Review and Performance Feedback

Discussions. PRESENTED BY: MR. M. CHINGOMBE HEAD OF HUMAN RESOURCES – JSC Thursday 15 November 2018 at a Breakfast Meeting @ Crowne Plaza Hotel - Harare

“.... a means of getting improved results from the organisation, its teams and individuals, by understanding and managing performance within an agreed framework of planned goals, objectives and standards.” Source: 21st Century Group (Pty) Ltd” “… system or framework through which organisations set work goals, determine performance standards, assign and evaluate work, provide performance feedback by means of performance appraisals or formal reviews, determine training and development needs and distribute rewards”, Source: Bluen (2013, p115).

PMS - Defined

Performance management is a critical process and, if done professionally, will be able to:

• Assist in the implementation of JSC strategies,
• Motivate performance of employees,
• Improve Communication – Supervisor /Subordinate relationships,
• Help employees develop their skills,
• Build a performance culture,
• Assist Management in determining rewards & sanctions

PMS – Rationale – The WHY

• Performance management establishes an organisation culture

in which all employees take responsibility for the continuous improvement of their performance.

PMS - Rationale – The WHY cont..

Strategic Plans Budgets Periodic reviews Rewards; Development & Sanctions Decisions Year End Appraisal Goal Setting & Development Planning

On-going coaching & Feedback

The Performance Management Cycle

• Staff involvement in the development of an annual performance contract.
• On the job coaching to subordinates on a needs basis.
• Staff involvement in the periodic and final performance reviews.
• Agreed and signed off performance reviews.
• Agreed employee development/training needs.

PMS Implementation - Non-Negotiables

7

JSC PERFORMANCE MANAGEMENT SYSTEM JSC PERFORMANCE MANAGEMENT SYSTEM

• Board of Commissioners
• Secretary

8

Key Sponsors

PMS – A Business Approach

Vision Mission

Structure Systems & Process

Key Result Area (KRA) Broad area forming the core aspects of any job responsibility Goal Promise to deliver, which can be a product, service or process Key Performance Area (KPA) Steps under taken to achieve a goal . Key Performance Indicator (KPI) & Measure Puts the employee and manager in the picture as to how they will know that delivery met requirements. Measurement criteria may be based on time, quantities as well as qualitative measures.

Components of Our PMS

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MAGISRTRATE PERFORMANCE CONTRACT - Example

Appraisee Key Result Areas Goal Key Performance Areas Key Performance Indicators & Measures

Performance Assessment (To be completed at the end of the appraisal period)

Review Results as at 30 June 2019 Self- Appraisa l Appraiser’s Assessment Score Score Court Output To reduce case backlog Cases completed Cases completed vs Cases received Case backlog

• No. of uncompleted cases beyond

360 days Quality of Court output Maintain a high level of quality Court Work on all matters handled in Court. Appeals Results % of judgements upset on appeal. Review Minutes Clean review minutes without adverse comments. Scrutiny Nil adverse reports on scrutiny Out of Court Duties Efficient and effective management of Court records Court Registers/Records 100% updated Court Registers/Records. Complaints To provide efficient and satisfactory service to Court users Complaints received

• No. of complaints received

Innovation Service Improvement Innovations Innovation proposed and implemented 1 Innovation that can be replicated in other courts/ work stations. TOTAL AVERAGE OUT OF 5 PERFORMANCE GRADE

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STATION PERFORMANCE CONTRACT - Example

Appraisee Key Result Areas Goal Key Performance Areas Key Performance Indicators & Measures

Performance Assessment (To be completed at the end of the appraisal period)

Review Results as at 30 June 2019

Self- Appraisal Appraiser’s Assessment

Score Score Station Work Court Output Reduction of case backlog Cases completed in all Courts Cases completed vs Cases received Case backlog in all Courts

• No. of uncompleted cases beyond

360 days Management of Court Registers Efficient and effective management of court records. Maintain updated registers for all filed cases. % updated court registers/records for all courts. Staff Wellness Improve employee wellness Meetings and resolution of issues raised in meetings. Staff meetings and engagements. Survey Results. Court Infrastructure Maintenance of assets, property and equipment Court ambience and state

• f furniture and

equipment. Court ambience and cleanliness. Audit Findings Compliance with financial regulations, policies & procedures and other statutory requirements. Implementation of Audit Report Audit Report Complaints Handling Provision of efficient and satisfactory service to Court Users Complaints received

• No. of complaints received and

their resolution. Innovation Service Improvement Innovations Innovations proposed and implemented 1 Innovation that can be replicated in other courts/ work stations. TOTAL AVERAGE OUT OF 5 PERFORMANCE GRADE

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PROVINCE PERFORMANCE CONTRACT - Example

Appraisee Key Result Areas Goal Key Performance Areas Key Performance Indicators & Measures Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 June 2019 Self- Appraisal Appraiser’s Assessment Score Score Provincial Work Court Output Reduction of case backlog Cases completed in all Courts Cases completed vs Cases received Case backlog in all Courts

• No. of uncompleted cases beyond

360 days Management of Court Registers Efficient and effective management of court records. Maintain updated registers for all filed cases. 100% updated court registers/records for all courts. Staff Wellness Improve employee wellness Meetings and resolution of issues raised in meetings. Quarterly Staff meetings and

• engagements. Survey Results.

Courts Infrastructure Maintenance of assets, property and equipment Courts ambience and state of furniture and equipment. Courts ambience and cleanliness. Audit Findings Compliance with finance regulations, policies & procedures and other statutory requirements. Implementation of Audit Report Audit Report Complaints Handling Provision of efficient and satisfactory service to Court Users Complaints received

• No. of complaints received and their

resolution. Innovation Service Improvement Innovations Innovations proposed and implemented 1 Innovation that can be replicated in other courts/ work stations. TOTAL AVERAGE OUT OF 5 PERFORMANCE GRADE

LEVEL ONE : HR Manager Goal - Implement a sound Performance Management System by 31 December 2019. LEVEL TWO – Training & Development HR Officer KRA - Performance Management training Goal1.1 Facilitate Performance Management Training for all staff by 31 March 2019.

HR Manager’s Contract Cascaded Down - Example

KRA Goal Key Performance Areas Key Performance Indicators & Measures Performance Management Facilitate Performance Management Training for all staff by 31 March 2019 Produce a training plan for all staff 31 Jan 2019 Facilitate performance training for all staff 31 March 2019 Approved training plan 100% signed off attendance registers

Performance Contract Training & Development HR Officer - Example

Periodic Performance Reviews A Mandatory Process

PERFORMANCE REVIEWS

The subordinate talks through his/her progress against goals. The manager provides honest, fair and constructive feedback Should the employee’s performance be rated as below expectation, the manager takes an

• pportunity to counsel the subordinate

Should the employee’s performance be rated as meeting or exceeding expectation, the manager takes an opportunity to encourage the subordinate & reinforce the behaviours The manager and subordinate discuss and agree on which goals have been achieved,

• ngoing, redefined & deferred.

After adjustments, the manager and subordinate complete a new Performance Contract Form, if necessary, and the revised form is signed and dated by both parties The manager and subordinate sign the Periodic Performance Review Form

2 1 3 4 7 6 5

Periodic Performance Review

Final Performance Reviews

• Formal reviews of performance against goals
• Happen once a year in December
• Result in a Performance Rating

PERFORMANCE REVIEWS

Step 1

• Quick planning for the performance review
• Employee and manager confirm agreed goals
• The focus is on outputs and ‘how’ performance was delivered

Step 2

• Preparation for Employee's Self-Review and Manager's Review
• Employee - Evaluates own performance against goals & Documents his/her self-review comments, with examples and evidence
• f performance
• Manager - Evaluates employee's performance against goals & Documents his/her review comments, with examples and evidence
• f performance

Step 3

Two-way Process

The parties agree on areas for performance improvement Both parties document the performance review, Both parties formally comment and sign Signed documents passed on to Manager’s Supervisor Manager and staff member to retain a copy each for reference

Final Performance Review

Performance Rating Scale

RATING/SCORE PERFORMANCE DESCRIPTION PERFORMANCE GRADE

5

Far exceeds expectations Outstanding / A

4

Meets and exceeds some expectations Excellent / B

3

Meets all expectations Very Good /C

2

Meets most but not all expectations Good / D

1

Meets few expectations Fair / E Does not meet any expectation Poor / F

• As you discuss with subordinate use the rating sentences, not the numbers.
• Seek consensus with subordinate on the rating – through objective and

constructive engagement consensus is inevitable.

• Avoid compromise rating.
• The manager is accountable for the rating.
• Uncertain??, adjourn and seek guidance from the HR Team.
• Avoid rating in the absence of the employee.

Manager Rating Guidelines

• Current competences and career aspirations.
• Gap definition.
• Personal Development Plan.

Training Needs Identification

Performance Feedback Discussion Incapacity & Disciplinary Procedures Managing Poor Performance Consequence Management Recognising & Rewarding Superior Achievement

One-on-Ones Performance Reviews

Reinforcing Achievement

Consequence Management

Note: Performance reviews also provide important data

for the career development process.

What is Consequence Management?

Distinguishing Types Of Poor Performance

No employee should be accused of misconduct or incapacity unless the employee was allowed the necessary resources to do the job.

Can do - Won’t do

Incapacity

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Implementation Gantt

DATE ACTIVITY RESPONSIBILITY 13 Nov’18 Meeting with Management Secretary 15 Nov 18 Breakfast Meeting: Performance Management Presentation @ Crowne Plaza

• 0730hrs – 1030hrs.

HR Manager 16 Nov – 6 Dec 18 Managers consult with their staff on PMS in general and the development

• f draft Key Result Areas (draft performance contracts) for each role.

HODs 7-8 Dec 18 Validation Workshop to be held with all Managers and other key personnel, venue tba. Secretary 9 Dec’18 – 4 Jan’19 Drafting of final performance contracts and sign off by all parties. HODs 7-11 Jan’19 Submission of signed contracts to HR at JSC Secretariat HODs 7 – 18 Jan’19 Quality Checks on Submitted Performance Contracts HODs/ HR Manager 21-23 Jan’19 Compilation of statistics for submitted contracts and sharing with all HODs HR Manager 25 Jan’19 Submission Statistics Report to Secretary HR Manager

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PMS Summary

PMS is a continuous all year round process

Goal Setting & Performance Contracting Periodic Reviews Year End Review

The end Thank you