Day2 Panel2 Beresford Riley

8/7/2019 Day2 Panel2 Beresford Riley

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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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Day2 Panel2 Beresford Riley

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