Pas in the public service performance appraisal system

TOPIC: STAFF VALUES AND COMPETENCESFacilitator byGabriel LubalePhone: 0726 934 441, Web: http://www.gabriellubale.com

COURSE: PERFORMANCE MANAGEMENT

INTRODUCTION

�PAS is a critical component of overall human resource management function in the public service.

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in the public service.

� It is founded upon the principle of work planning, setting of agreed performance targets, feedback and reporting.

PAS MAIN OBJECTIVE

�To manage and improve performance of the public service by enabling a higher level of staff participation

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higher level of staff participation and involvement in planning, delivery and evaluation of work performance.

PAS Specific Objectives

1. Link individual performance with organizational performance.

2. Enable supervisors and appraisees to continuously asses work progress.

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asses work progress.

3. Asses the learning and development needs of staff on a timely basis.

4. Promote accountability in the public service.

PAS Specific Objectives … contd

5. Promote communication and encourage continuous feedback between appraisee and supervisor.

6. Set the basis on which officer’s performance is monitored and evaluated as stipulated in the

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monitored and evaluated as stipulated in the individual work plan.

7. Improve the quality of work through better planning.

8. Provide information for decision making on administrative and HR issues.

PERFORMANCE APPRAISAL

� Performance appraisal reflects the summation of the year’s performance.

� This includes:

�On-going performance (performance reporting) -

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�On-going performance (performance reporting) -Quarterly.

�Mid-year performance review.

� End of year appraisal

Performance Reporting

� PA is an on-going process throughout the performance period

� Milestones over the review period should be documented and maintained in the appraisee’s

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documented and maintained in the appraisee’s personal file.

Performance Reporting.. contd

� This calls for:

�Individuals keeping a record of what they do on daily basis for use in quarterly report preparation.

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quarterly report preparation.

�All supervisors should keep record of assignments given out.

�Individuals must submit quarterly reports to their supervisors

FEATURES OF GP 247 A

� This is an instrument to be used by officers from JG “H” and above in the civil service For Officers on Job Group ‘H’ and above in the Civil Service and Equivalent in the County Governments, Judicial Service, SAGAs.

The form is completed in duplicate where one copy is

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� The form is completed in duplicate where one copy is retained by the appraisee while the other is put in the staff’s confidential file.

� Appraisees will be required to provide performance indicators to support achievements.

� The rating scale.

FEATURES OF GP 247 A … contd

�Comments by the supervisor and the appraisee on the appraisee’sperformance are required.

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performance are required.

�Second supervisor’s comments on whether the targets set by both the supervisor and appraisee are SMART is provided.


� Core values and competences are included.

� In section 6 (b) a column of performance indicators is included and guidelines on how to appraise one on transfer, promotion, redeployment or assignment

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on transfer, promotion, redeployment or assignment of other duties than those agreed are given.

� In section 7 (iv) the appraisee is accorded a chance to comment on his/her supervisor’s contribution to his/her performance.


� Section 9 is on recommended rewards or sanctions. This will depend on how one has performed.

� The ministerial performance management committee will give appropriate recommendations to the

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will give appropriate recommendations to the authorized officer.


� Core values include cooperation which is critical in enhancing teamwork.

� Core competences for these officers include proper use of resources which takes into account the nature

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use of resources which takes into account the nature of the tasks they perform for example photocopying, cleaning and duplicating of mail.

PERFROMANCE APPRAISAL

PROCESS

� The PAS process consists of the following:

1. Work planning and setting of performance targets

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2. Values and competences assessment

3. Monitoring and evaluation

4. End of year evaluation

5. Rewards and sanctions

WORK PLANNING & SETTING OF PERFORMANCE TARGETS

� A work plan translates the strategic objectives of an organisation into specific activities and tasks to be undertaken by an individual or a team over a given period.

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� It indicates what is to be achieved at different stages of the plan implementation period given available resources.

WORK PLANNING & SETTING OF PERFORMANCE TARGETS .. contd

Advantages of Work Plans

� Breaks activities into tasks to be performed by individual staff.

Indicates when specific tasks are to be

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� Indicates when specific tasks are to be undertaken.

� Indicates specific resource requirements.

� Enables open and objective appraisal/evaluation to be undertaken.

WORK PLANNING & SETTING OF PERFORMANCE TARGETS .. Contd

Linkage in work planning

1. Kenya Vision 2030

2. National Goals (medium Term Plans)

3. Ministry mandate

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3. Ministry mandate

4. Strategic plan

5. Performance contract

6. Annual work plan

7. Departmental performance contract

8. Departmental work plan


Linkage in work planning … contd

9. Individual work plan

10. Individual performance agreement (target setting)

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10. Individual performance agreement (target setting)

11. Quarterly reports

12. Evaluation

13. Rewards/sanctions/other interventions


SETTING OF PERFORMANCE TARGETS

� Performance targets are generated from individual work plans

� A target are specifics in an overall objective to be achieved

� The overall purpose can be broken down into the things that can be done in order to achieve it

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can be done in order to achieve it

� They are shorter and definitive time horizon and/or some measurable element (SMARTER or SMARTEL).

� These are specifics to job holders in an organisation

VALUES AND COMPETENCES ASSESSMENT

� Achievement of performance targets will also depend on possession of certain specific competencies

� Results are also realized through the observance of

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� Results are also realized through the observance of certain well defined values and ethics

� Each competence and value should be discussed between the supervisor and the appraisee at the beginning of the appraisal period

VALUES AND COMPETENCES

ASSESSMENT .. contd

� Values are shared standards, ethics and principles which guide the actions and behavior of staff, they include:

� Integrity

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Integrity

� Respect for national/gender diversity

�Meritocracy

� Fairness

� confidentiality


ASSESSMENT .. contd

� Competences are skills, behaviour and work related attributes that are considered important for all staff regardless of their grades, they include:� Customer/citizen focus

� Professionalism

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� Professionalism

� Technical competency

� Communication

� Teamwork

� Time management

� Continuous learning and performance improvement


ASSESSMENT .. contd

� These are skills, behaviour and work related attributes that are considered essential for staff who have managerial and supervisory responsibilities, they include:

� Planning and organizing

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� Planning and organizing

� Training and development of staff

� Accountability in managing resources

� Risk management

� Judgment and objectivity

� Managing and evaluating performance

� Promoting use of information technology

MONITORING AND EVALUATION

� 1st Quarter – 1st July – 30th September each year

� 2nd Quarter – 1st October to 31st December of each year

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of each year

� 3rd Quarter – 1st January to 31st March of each year

� 4th Quarter – 1st April to 30th June of each year

MONITORING AND EVALUATION.. contd

� NOTE

� Reports to be submitted to supervisors by 3rd of the following month after every quarter.

�Quarterly reports should reflect cumulative

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achievements on agreed targets

� Report for the fourth quarter will be the end year report

� Ad hoc assignments and any constraints encountered should be recorded

MONITORING AND EVALUATION.. contd

� NOTE (…contd)

�Those who trained should give a report on what they learnt and the period

Period for leave taken should also be

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�Period for leave taken should also be indicated for accountability

�Any period of absence should form part of an appendix to the report

MONITORING AND EVALUATION.. Contd

Mid-Year Performance Review

� Mid year performance review sessions are mandatory

� Mid year staff performance appraisal must be

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� Mid year staff performance appraisal must be discussed between officer and supervisor

� The focus of discussion should be on targets as earlier set at the beginning of the appraisal year.

� Keeping record of activities/tasks done

MONITORING AND EVALUATION..

Contd

Purpose

� monitor the appraisee’s progress

� Gives opportunity for adding or including changed targets where necessary

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targets where necessary

� Take stock of achievements, any shortcomings in order to take remedial action early if required

MONITORING AND EVALUATION.. Contd

Purpose

NOTE

�Mid-year performance appraisal must be discussed between officer and supervisor

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between officer and supervisor

� The focus of discussion should be on targets

MONITORING AND

EVALUATION.. Contd

End of Year Evaluation

� During the end year appraisal, the guide to performance appraisal system GP 247 (Revised 2008) must be read and be used in the appraisal

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2008) must be read and be used in the appraisal session

� Appraisee should prepare a summary of achievements based on quarterly reports which should be supported by performance indicators before appraisal session takes place

MONITORING AND

EVALUATION.. Contd

End Year Appraisal

� The guide provides useful directions for values/staff competency appraisal

� During the appraisal session, the supervisor will use

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� During the appraisal session, the supervisor will use the following ratings:

MONITORING AND

EVALUATION.. ContdEnd Year Score Grading

� 101% - Excellent performance: All performance Appraisal consistently exceeded.

� 100% - Good performance: All performance targets fully met.

� 80% - 99% - Fair Performance: some performance targets fully met.

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� 70% - 79% - Poor Performance: Targets partially met.

� below 70% - Very Poor Performance: Targets not met

Officer should be warned through a letter of the risk through separation should the very poor performance recur in the following year

REWARDS AND SANCTIONS

Rewards

� Excellent performance attracts a bonus award of one month’s basic salary.

� Good performance will not attract any rewards.

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� Good performance will not attract any rewards.

REWARDS AND SANCTIONS ..

contd

Sanctions

� Fair performance will be exempted from sanctions, but will be alerted on the consequences of deterioration of performance.

� Poor performance will attract a cautionary letter for the

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� Poor performance will attract a cautionary letter for the first year.

� A warning letter in the second year and Separation in the third year.

� Very Poor will attract a warning letter in the 1st year and separation in the 2nd year.

Common Challenges

1. Lack of models and commitment by senior staff.

2. Over-delegation of PAS responsibilities.

Mindsets/resistance/lack of willingness to

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3. Mindsets/resistance/lack of willingness to embrace change.

4. Lack of clear job descriptions.

5. Inadequate funds to facilitate activities needed in the implementation of PAS.

Common Challenges ……contd

6. Understanding of Appraisal System as not all officers may not have comprehended it well.

7. Champions who are supposed to facilitate implementation of PAS in organisations are

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implementation of PAS in organisations are not taking responsibility seriously as set by appointing authority.

8. Difficulty in developing individual work-plans

9. Problems in setting SMARTER/SMARTEL performance targets.

Common Challenges ……contd

10. Failure to submit format in standardized format and in some cases failure by officers to submit quarterly reports at all.

11. Inadequate appraising skills.

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11. Inadequate appraising skills.

12. Non-availability of the necessary documents to inform on PAS e.g. lack strategic plans, performance contracts, departmental work plans and service charters.

Questions and Comments38

Parting Shot

“What gets measured gets done”.

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gets done”.

Pas in the public service performance appraisal system

Business

Transcript of Pas in the public service performance appraisal system