PERFORMANCE MANAGEMENT Presentation Outline • Performance Management definition and rationale. The Performance Management Cycle. • Overview of 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
PMS - Defined “ .... 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 – Rationale – The WHY 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 cont.. • Performance management establishes an organisation culture in which all employees take responsibility for the continuous improvement of their performance.
The Performance Management Cycle Strategic Plans Budgets Goal Setting & Development Planning Periodic reviews Rewards; Development & On-going Sanctions Decisions coaching & Feedback Year End Appraisal
PMS Implementation - Non-Negotiables • 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.
JSC PERFORMANCE MANAGEMENT SYSTEM JSC PERFORMANCE MANAGEMENT SYSTEM 7
Key Sponsors • Board of Commissioners • Secretary 8
PMS – A Business Approach Vision Mission Structure Systems & Process
Components of Our PMS 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.
MAGISRTRATE PERFORMANCE CONTRACT - Example Performance Assessment (To be completed at the end of the appraisal period) Self- Appraiser’s Goal Key Performance Key Performance Indicators & Review Results as at 30 Appraisee Key Result Areas Appraisa Areas Measures Assessment June 2019 l Score Score Cases completed Cases completed vs Cases received To reduce case backlog Court Output Case backlog No. of uncompleted cases beyond 360 days Appeals Results % of judgements upset on appeal. Quality of Court output Maintain a high level of quality Court Work on all matters handled in Review Minutes Clean review minutes without Court. adverse comments. Scrutiny Nil adverse reports on scrutiny Out of Court Duties Efficient and effective Court 100% updated Court management of Court Registers/Records Registers/Records. records To provide efficient and Complaints received No. of complaints received Complaints satisfactory service to Court users Innovation Service Improvement Innovation proposed 1 Innovation that can be replicated Innovations and implemented in other courts/ work stations. TOTAL AVERAGE OUT OF 5 11 PERFORMANCE GRADE
STATION PERFORMANCE CONTRACT - Example Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 Self- Appraiser’s Goal Key Performance Areas Key Performance Indicators & Appraisee Key Result Areas Appraisal June 2019 Assessment Measures Score Score Reduction of case backlog Cases completed in all Cases completed vs Cases Station Work Court Output Courts received Case backlog in all Courts No. of uncompleted cases beyond 360 days Management of Court Registers Efficient and effective Maintain updated registers % updated court management of court for all filed cases. registers/records for all courts. records. Staff Wellness Improve employee Meetings and resolution of Staff meetings and engagements. wellness issues raised in meetings. Survey Results. Court Infrastructure Maintenance of assets, Court ambience and state Court ambience and cleanliness. property and equipment of furniture and equipment. Compliance with financial Implementation of Audit Audit Report Audit Findings regulations, policies & Report procedures and other statutory requirements. Complaints Handling Provision of efficient and Complaints received No. of complaints received and satisfactory service to their resolution. Court Users Innovation Service Improvement Innovations proposed and 1 Innovation that can be Innovations implemented replicated in other courts/ work stations. TOTAL AVERAGE OUT OF 5 12 PERFORMANCE GRADE
PROVINCE PERFORMANCE CONTRACT - Example Performance Assessment (To be completed at the end of the appraisal period) Review Results as at 30 Self- Appraisee Key Result Areas Goal Key Performance Key Performance Indicators & Appraiser’s June 2019 Appraisal Areas Measures Assessment Score Score Reduction of case Cases completed in all Cases completed vs Cases received Provincial Work Court Output backlog Courts Case backlog in all No. of uncompleted cases beyond Courts 360 days Management of Court Efficient and effective Maintain updated 100% updated court registers/records Registers management of court registers for all filed for all courts. records. cases. Staff Wellness Improve employee Meetings and Quarterly Staff meetings and wellness resolution of issues engagements. Survey Results. raised in meetings. Courts Infrastructure Maintenance of assets, Courts ambience and Courts ambience and cleanliness. property and equipment state of furniture and equipment. Compliance with finance Implementation of Audit Report Audit Findings regulations, policies & Audit Report procedures and other statutory requirements. Complaints Handling Provision of efficient and Complaints received No. of complaints received and their satisfactory service to resolution. Court Users Innovation Service Improvement Innovations proposed 1 Innovation that can be replicated Innovations and implemented in other courts/ work stations. TOTAL AVERAGE 13 OUT OF 5 PERFORMANCE GRADE
HR Manager’s Contract Cascaded Down - Example 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.
Performance Contract Training & Development HR Officer - Example KRA Goal Key Performance Areas Key Performance Indicators & Measures Performance Facilitate Produce a training plan for all staff Approved training plan Management Performance 31 Jan 2019 Management Training for all Facilitate performance training for all 100% signed off attendance staff by 31 March staff 31 March 2019 registers 2019
PERFORMANCE REVIEWS Periodic Performance Reviews A Mandatory Process
1 The subordinate talks through his/her progress against goals. Periodic Performance 2 The manager provides honest, fair and constructive feedback 3 Should the employee ’ s performance be rated as below expectation, the manager takes an Review opportunity to counsel the subordinate 4 Should the employee ’ s performance be rated as meeting or exceeding expectation, the manager takes an opportunity to encourage the subordinate & reinforce the behaviours 5 The manager and subordinate discuss and agree on which goals have been achieved, ongoing, redefined & deferred. 6 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 7 The manager and subordinate sign the Periodic Performance Review Form
PERFORMANCE REVIEWS Final Performance Reviews • Formal reviews of performance against goals • Happen once a year in December • Result in a Performance Rating
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