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New Senior Area and International Staff Performance Management Policies and Tool (ePer)

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UNRWA New Senior Area and International Staff Performance Management Policies and Tool (ePer) Department of Human Resources 25 April 2012 UNRWA * 11 Performance ... – PowerPoint PPT presentation

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Title: New Senior Area and International Staff Performance Management Policies and Tool (ePer)


1
UNRWA
  • New Senior Area and International Staff
    Performance Management Policies and Tool (ePer)
  • Department of Human Resources

2
Agenda
  • Why have performance management?
  • Whats new in the policy and the new performance
    management cycle?
  • Performance Ratings
  • OTI process
  • Rebuttal process
  • Supervisor / staff member role
  • Role plays on different aspects of Performance
    Management meetings
  • Role plays
  • End of cycle
  • Seeking support from a supervisor
  • Oversight panel
  • Rewards and recognition

UNRWA
2
3
Why Performance Management?
  • What is the purpose of Performance Management?
  • Why is it important?

UNRWA
3
25 April 2012
4
Workshop Objective
  • Provide staff members with comprehensive training
    in new performance management policy with the
    objective
  • to ensure proficiency in this new initiative
  • to prepare for application within the department

25 April 2012
UNRWA
4
5
UNRWA PM
  • Background
  • Principles
  • Continuous Dialogue
  • Rating
  • Managing underperformance
  • Rebuttal
  • Oversight and Talent Management
  • Reward and recognition

UNRWA
5
25 April 2012
6
Why have a Performance Management System?
  • Fosters a culture of high performance and
    continuous learning and development
  • creates a strong working relationships
  • Increases dialogue between staff and supervisors
  • Assists managers in managing performance
  • People do better when they know what is expected
  • Focuses on accountability
  • Recognises successful performance
  • Addresses performance gaps

25 April 2012
7
TALENT MANAGEMENT
  • Performance management is an integral part of the
    Agencys overall approach to Talent Management
    i.e. the proactive management of UNRWAs
    leadership, talent, and workforce to keep it
    closely aligned with the organisational goals and
    strategies.

29 July 2015
7
UNRWA
8
Status today
  • Pilot guidelines issued in March 2012, after
    testing in Gaza in the Education Department for
    school years 2008 and 2009.
  • At this point
  • 15,000 teachers have been evaluated for the
    school year 2010 2011, now evaluated for the
    second time.
  • AHT, HT, ES, doctors and nurses have started the
    performance year in the new system.
  • Workshops for HR staff in HQ and Field Offices,
    senior area and international staff are being
    conducted.
  • By the end of 2013, it is foreseen that all staff
    have been evaluated at least once in the ePer.
  • Approach that will become more sophisticated over
    the years, as a performance culture is developed
    in UNRWA

UNRWA
8
25 April 2012
9
APPLICABILITY AND EFFECTIVE DATE
  • This Directive takes effect from 1st April 2012.
  • What about PD/A/14?
  • Fixed term contract?
  • Temporary indefinite contracts?
  • Staff under probation?
  • Performance problems and behavioural misconduct?

29 July 2015
9
UNRWA
10
UNRWA PM
  • Background
  • Principles
  • Continuous Dialogue
  • Rating
  • Managing underperformance
  • Rebuttal
  • Oversight and Talent Management
  • Reward and recognition

UNRWA
10
25 April 2012
11
PERFORMANCE CYCLE 

29 July 2015
UNRWA
11
12
PERFORMANCE CYCLE
29 July 2015
UNRWA
12
13
Role of the Staff member
  • Section I Personal Information
  • Section II Objectives and
  • Training Requirements
  • Section III Mid-Point Review
  • Section IV End of Cycle Review
  • Key achievements
  • Supervisors Assessment
  • Overall Rating
  • Final Sign off
  • HR Office
  • Immediate Supervisor and SM
  • Immediate Supervisor and SM
  • Immediate Supervisor and SM
  • SM
  • Supervisor and SM
  • Supervisor and SM
  • SM

UNRWA
13
25 April 2012
14
Managers Responsibility
  • Managing performance of both highly and poorly
    performing staff
  • Building a supportive environment
  • Continually monitor performance
  • Provide guidance and feedback - Regular,
    positive feedback can be a powerful tool to
    motivate and enhance performance.
  • Ensure that there are no surprises.

UNRWA
14
25 April 2012
15
Other Changes to the ePer
  • Addition of Development Objectives
  • Focussed on improving performance and preparing
    staff for greater responsibilities
  • Confirmation subject to management review and
    availability of funding
  • Addition of Career Development
  • Staff to list their personal career objectives
    and development needs to achieve these objectives

UNRWA
15
25 April 2012
16
Other Changes to the ePer (continued)
  • UNRWA post interests
  • Staff member can indicate their interest for next
    area of assignment along with timeframe.

UNRWA
16
25 April 2012
17
UNRWA PM
  • Background
  • Principles
  • Continuous Dialogue
  • Rating Distribution
  • Managing underperformance
  • Rebuttal
  • Oversight and Talent Management
  • Reward and recognition

UNRWA
17
25 April 2012
18
Principles adopted in the policy
  • Rating distribution
  • Best Performer
  • Fully Meets Expectations
  • Does not fully meet expectations
  • A maximum of 30 of staff may be given Best
  • Performer ratings.

1
1
2
3
UNRWA
18
25 April 2012
19
Ratings
  • Fully Meets Expectations ( about 70 of staff)
  • Norm for the job.
  • For staff who fully meet post requirements
  • Successful performance in completing objectives
    and performing required work.

UNRWA
19
25 April 2012
20
Rating Best Performer (up to 30)
  • Achieved all targets, and exceeded outputs
    required, in at least 7 out of 11 dimensions for
    senior staff
  • Exceeded expectations despite unexpected
    circumstances making the achievement more
    difficult than expected
  • Performed special assignments, unplanned
    activities on top of agreed work, also performed
    to a very high standard
  • Performance has made a significant contribution
    to team results, recognised within the group as
    exceptional
  • Comments from the immediate supervisor are
    required

UNRWA
20
25 April 2012
21
Rating Does not fully meet expectations
  • The staff has performed below the standards
    expected
  • Immediate supervisor is required
  • to state the reasons for this rating
  • to provide an outline of actions taken to ensure
    the staff member was given a formal opportunity
    to improve
  • Note Staff cannot be given an overall rating of
    Does not fully meet expectation unless they are
    in the OTI process at the end of the cycle or
    have failed to improve following a formal OTI
    process

UNRWA
21
25 April 2012
22
UNRWA PM
  • Background
  • Principles
  • Continuous Dialogue
  • Rating
  • Managing underperformance
  • Rebuttal
  • Oversight and Talent Management
  • Reward and recognition

UNRWA
22
25 April 2012
23
OTI Process
  • Allows the supervisor to formally document a
    staff members performance on a given set of
    deliverables over a specified time period after
    the informal process has failed to deliver
    improvements and a return to satisfactory
    performance.
  • Provides the staff members with a fair and
    transparent process for understanding how their
    work can be realigned with performance
    expectations.
  • It is important for teams morale to make a valid
    distinction between poor and good performance.

UNRWA
23
25 April 2012
24
OTI Process
Informal dialogue
Allow maximum 90 days for improving
Performance. Performance improved?
Initiate OTI In coordination with HR and 2nd
supervisor
Formally rejoins normal cycle
Yes
No
  1. Extend OTI for max 90 days
  2. Reassignment
  3. Separation.

Limited or no improvement
Formal period according to Performance
Improvement plan (90 days)
Good sign of improvement for 12 months
Removed from OTI, formally rejoins normal cycle
UNRWA
24
25 April 2012
25
Performance and Misconduct
  • Dealt with under different rules
  • Performance problems may exist alongside
    behaviours that could constitute misconduct
  • Consider the seriousness of the misconduct and
    take appropriate action
  • Recommend formal misconduct action.

UNRWA
25
25 April 2012
26
UNRWA PM
  • Background
  • Principles
  • Continuous Dialogue
  • Rating
  • Managing underperformance
  • Rebuttal
  • Oversight and Talent Management
  • Reward and recognition

UNRWA
26
25 April 2012
27
Principles adopted in the policy (3) (Will be
put in place at the end of the cycle)
  • Enhanced role of Senior Management in oversight
    and planning of human resources in their Field /
    Department.
  • Oversight PM Process gender, distribution etc
  • Linkage of PM to TM initiatives
  • Trends and issues e.g. Learning, Succession
    planning
  • Reward and recognition

25 April 2012
28
Principles adopted in the policy (3)
  • Reward and recognition
  • Non monetary Reward and recognition
  • Day to Day Recognition
  • Recognition scheme (decentralized to Fields / HQ)
  • Long service testimonials
  • Monetary reward and recognition
  • Annual Increment
  • Meritorious Increments (MI and DPA)

29 July 2015
28
UNRWA
29
Rebuttal process
  • Only applicable to staff grade 16 and above if
  • Rating of does not fully meet expectations is
    given
  • Cannot be resolved by both Immediate and second
    supervisor
  • Staff member should
  • Indicate in part IX of the ePer, then make a
    submission to the Chair, Performance Management
    Rebuttal Committee (PMRC) within 30 days of final
    ePer sign off
  • Immediate and second supervisor then
  • Need to submit justifications to the PMRC within
    14 days

UNRWA
29
25 April 2012
30
Rebuttal process
  • Input will also be provided by Field director and
    department head, and other appropriate
    stakeholders as determined by the PMRC.
  • Possible outcomes
  • dimension and/or overall grade(s) stand
  • dimension and/or overall grade(s) be amended
  • comments remain as written
  • comments be amended to reflect the grade(s)
    awarded OR
  • a combination of the above.
  • NOTE Only Senior Area and International staff
    have access to the rebuttal process

UNRWA
30
25 April 2012
31
Role Plays
  • Purpose To practice some of the PM cycle
    meetings for select scenarios so to identify and
    reflect on challenges, approaches and techniques
    to use back in the workplace
  • 1. Giving informal negative feedback using the
    PIP form.
  • 2. Staff member seeking support from supervisor
  • 3. Use of PIP form and informal process was not
    successful, Supervisor to meet with the staff
    member to discuss the next steps.
  • Optional
  • Mid term review
  • End of year

UNRWA
31
25 April 2012
32
Role Play Instructions
  • Allocate all role play scenarios, one to each
    group
  • Each group to decide on two actors, other group
    members to assist in preparation. There should be
    a supervisor and staff member in each role.
  • Use role play note and checklist for PM meetings
    to observe and provide feedback
  • Time approx 20 minutes preparation time, 10
    minutes for role play 5 minutes feedback per
    group

UNRWA
32
25 April 2012
33
Role Plays
  • Giving informal negative feedback using the PIP
    form.
  • The staff member who commenced with the agency
    over 1 year ago has been performing below
    expectations. Meet and discuss this matter as
    part of the ongoing feedback process.

UNRWA
33
25 April 2012
34
Role Plays
  • Staff member seeking support from supervisor
  • The staff member is having trouble with the work
    agreed upon in one particular objective and they
    are concerned this may lead to a rating of does
    not meet expectations

UNRWA
34
25 April 2012
35
Role Plays
Use of PIP form and informal process was not
successful, Supervisor to meet with the staff
member to discuss the next steps. The staff
member has not responded sufficiently to the
informal negative feedback and use of PIP form. A
meeting needs to occur to discuss the initiation
of the formal OTI process.
UNRWA
35
25 April 2012
36
Optional Role Plays
Mid term review Supervisor and staff member
meet to discuss the mid term review. The staff
members work in 2 of the objectives has not
progressed as per the work plan due to the
changing priorities and work demands in the
department. The staff member is aware of this,
but the supervisor is not. This needs to be
resolved.
UNRWA
36
25 April 2012
37
Optional Role Plays
End of year In the opinion of the supervisor,
the staff members performance for the previous
year only justifies a rating of Fully Meets
Expectations, however the staff member believes
they deserve a Best Performer rating. Meet and
discuss this matter.
UNRWA
37
25 April 2012
38
Summary The three-way Relationship
Organization
Supervisor
Individual
25 April 2012
39
Summary - Whats new?
  • Web based system that supports the following
    policy principles
  • Reinforcement of the principle of continuous
    dialogue through an annual performance cycle
  • Linkage between organizational results and
    individual objectives
  • Elimination of over-stratification of staff
    ratings
  • Linkage to initiatives to reward best performers
    and address under performers
  • Enhanced Role of Senior Management in oversight
    and planning

25 April 2012
UNRWA
39
40
What are objectives, related actions and success
criteria?
  • Objectives
  • Objectives tell us what it is we are aiming to
    do, by when we are going to do it, and what the
    result will be.
  • work objectives focus on specific outputs that
    must be achieved in the coming period
  • Related actions
  • What you will do to achieve the objective.
  • Must contain action verbs
  • Success criteria
  • The aspects which will measure the achievement of
    your objective

UNRWA
40
25 April 2012
41
For Area Staff Grades 8-15
  • Indicators are used instead of related actions
    and success criteria
  • Indicators tell us how the objective will be
    completed
  • They are the activities you will undertake in
    order to achieve your goal
  • Their objectives must also be linked to the UNRWA
    competencies
  • Service Delivery (2 objectives)
  • Knowledge and innovation (1 objective)
  • Attitude and Integrity (1 objective)
  • Relationships (1 objective)
  • Leadership and Management (1 objective)

UNRWA
41
25 April 2012
42
11 Performance Dimensions
  1. Professional / technical competence knowledge,
    skills and experience the staff member applies in
    his/her work demonstrated capacity to stay
    abreast of latest developments in relevant field.
  2. Quality of work accomplished Quality of work
    produced and impact of work on overall goals and
    objectives of the unit/ division/ department/
    organisation.
  3. Productivity and achievement of objectives Level
    of productivity and extent to which work goals
    and objectives have been accomplished.

UNRWA
42
25 April 2012
43
11 Performance Dimensions (continued)
  • 4. Planning and monitoring Organisation of work
    of self and of others effectiveness of plans,
    priorities and monitoring tools used to achieve
    set objectives skilful use of time and resources
    to achieve maximum impact and efficiency
  • 5. Initiative and innovation Demonstrated
    aptitude to take initiatives without waiting for
    direction ability to produce and to encourage
    others to produce new ideas and/or bring about
    constructive innovation.
  • 6. Working with people Effectiveness in working
    harmoniously with other staff members, and with
    people outside the organisation in official
    contacts. Client orientation using tact and
    diplomacy. Respect for diversity.
  • 7. Management Effective as a manager and leader
    of people ability to motivate, guide and develop
    staff demonstrated capacity to manage staff
    performance. Appropriate level of delegation.

25 April 2012
UNRWA
43
44
11 Performance Dimensions (continued)
  • 8. Problem solving skills Demonstrated capacity
    to identify problems and to produce solutions
    power of analysis and soundness of
    recommendations and decisions.
  • 9. Communication Effective in written and oral
    communication ability to communicate in a clear,
    concise and effective manner.
  • 10. Managing change Innovative change agent in
    his/her area of work. Encourages the sharing of
    information to empower and engage staff under
    his/her supervision.
  • Gender Shows support for the Agencys gender
    policy and mainstreaming gender in all aspects of
    work progress towards achieving gender balance
    in his/her area of responsibility.
  • NOTE Area staff Grades 8-15 are not assessed
    against these dimensions.

25 April 2012
UNRWA
44
45
Performance Dimensions - Form
25 April 2012
45
UNRWA
46
Why have objectives, related actions and success
criteria?
  • Objectives, related actions and success criteria
    are intended to support the alignment of
    individual work with the goals of the workgroup
    and the overall goals of UNRWA.
  • This allows the organisation to plan, direct and
    delegate more effectively.
  • Suitable objectives will also facilitate
    communication between staff members and their
    supervisors, improving both the performance and
    motivation of employees.

UNRWA
46
25 April 2012
47
Objectives, Related Actions and Success Criteria
25 April 2012
UNRWA
47
48
What makes an effective objective?
  • Objectives must be SMART
  • S Specific
  • M Measurable
  • A Achievable
  • R Relevant
  • T Time bound

UNRWA
48
25 April 2012
49
Writing objectives, related actions and success
criteria
  • Reading
  • Read your Job/Post Description
  • Read the Competencies and their definitions
  • Read UNRWAs strategic objectives, any relevant
    policy or other documents relating to your work
    group.
  • Read your Department/Division/Section/Unit
    workplans
  • Dialogue
  • With your supervisor identify and agree on your
    work plan
  • Understand what you need to do as part of the
    work plan
  • Clarify yours and your managers expectations

UNRWA
49
25 April 2012
50
Writing objectives, related actions and success
criteria
  • Formulation
  • Use action verbs in the present tense to
    describe the result you want to achieve, eg.
    Achieve, arrange, consult, coordinate, create
    deliver, design, reduce, develop, establish,
    execute, implement, lead, maintain, review, etc
  • Avoid verbs such as help, assist, enhance,
    improve, support as these verbs are general not
    specific and so objectives using these would be
    hard to measure.

UNRWA
50
25 April 2012
51
Writing objectives, related actions and success
criteria
  • Formulation
  • Make sure your objectives are
  • Specific,
  • Measurable,
  • Achievable,
  • Relevant and
  • Time-Bound.

UNRWA
51
25 April 2012
52
Exercise Writing objectives, related actions
and success criteria
  • Methodology
  • Supervisors and staff members get into teams
  • Read annex 2 of the guide to writing objectives,
    related actions and success criteria
  • Supervisor to clarify workplan with staff and
    ensure they know priority areas of work /
    assignments
  • Teams to work on drafting objectives and
    indicators
  • Note Objectives may be the same for team
    members in a similar work area or may also be
    different for individuals

UNRWA
52
25 April 2012
53
Conclusions
  • 1. Writing objectives, related actions and
    success criteria in teams
  • 2. Wrap up

UNRWA
53
25 April 2012
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