1
Joachim Vollmuth, PhD
Global Conference Civil Service Personnel
Management

• Session
• Methods and Technologies of Performance
  Appraisal of Civil Servants

2
Instruments of Performance Evaluation
Performance Evaluation

• Objective oriented
• evaluation

Criteria oriented evaluation
Objective Agreement Periodical common setting of
objectives and evaluation of results
Structured evaluation procedures Periodical
evaluation of performance by means of performance
criteria
Combined procedures
3
Basic orientation Career based system

• Selection of personnel qualification
  re-quirements depend on career/career group
• Remuneration depends on grade/rank, no
  compulsory link to position
• Career promotion to higher grade/rank progress
  possible without change of position
• Performance Appraisal no direct link to salary
  system basis for promotion, capacity building
• Capacity building promoting measures for new
  professional knowledge and experiences needed
  (mobility, detachment etc.)

4
Basic orientation Position based system

• Selection of personnel qualification
  re-quirements depend on concrete position (tasks
  and functions).
• Remuneration follows the evaluation and
  classification of the position.
• Career change to higher position progress not
  possible without change of position.
• Performance appraisal often direct link to
  salary system performance premium, -step,
  -element.
• Capacity building enhancement of professional
  capacity necessarily gained by change of
  position.

5
Country Case Germany I

• Civil Servants and Public Employees on all levels
  and in all areas of public administration
• Until 2008 countrywide uniform regulations
  since 2009 regions flexible for salaries and
  career
• Salary scales with 16 grades in 4 groups steps
  flexible and of varying duration
• Positions classified by analytical method
• Performance pay to limited extent team bonus
  flexible procedure
• Recruitment for career group linked to education
  1st grade group, general category studies in
  law.

6
Country Case Germany II

• Bi-annual appraisal, annual midterm review.
• Catalogue with comprehensive performance
  criteria in 4 dimensions (see annex 1) 7 grades
  with quota for 2 best potential analysis as
  integrated part (annex 2). Procedure regulated in
  detail.
• Selection of leading members within general
  career development, permeable for late
  developers no time limit, but probationary
  period.
• Enhancement of leadership qualification supported
  by 4-step-training-system including internship in
  private economy.

7
Annex 1 Performance Appraisal Criteria

• Professional compentece - Professional
  knowledge- Quality and validity of work
  results- Quantity of work and delivery in
  time- Appropriateness of means
• Methods of work- Planning and organisation,
  setting of priorities- Independence,
  initiative, ideas- Commitment, ability to cope
  with pressure- Expression oral and in writing
• Social competence Conduct concerning
  communication and information Co-operation and
  team-oriented action Conduct in conflict
  situations, ability to accept criticism
• Management competenceAbility to guide staff,
  ability to delegate, control and assessAbility
  to set objectives amd to motivate for performance
• Assessment A1/A2 above good average -
  B1/B2/B3 good average C1/C2 below
  good average
• The composition varies with regard to functions
  and duties

8
Annex 2 Potential Analysis Criteria

• Professional competence - Willingness and
  ability to learn
• Methodical competence- Planning and
  organisation, setting of priorities- Skills to
  negotiate- Service orientation, -
  Representation of the area of responsibility-
  Competence for conceptual work
• Management competenceCompetence to guide staff
  and to enhance qualificationAbility to make
  decisions and to force through
• EvaluationA distinct to a particularly high
  extentB highly distinct
• The composition varies with regard to functions
  and duties

9
Country Case Great Britain I

• Bulk of public servants under general labour law.
  Civil servants in ministries and affiliated
  agencies.
• Employment regulations are delegated to organs,
  framework esp. in Civil Sevice Management Code.
• 7 salary bands in 4 salary groups, each band
  includes 8-10 progression steps. 3 increase.
• Positions are classified by organs JEGS
  classi-fication system provides guideline.
• Salary contains base pay and performance
  elements progression steps are in principle
  performance related.
• Recruitment for position (position based system)
  procedure and execution up to organ.

10
Country Case Great Britain II

• No formal strucure of ranks, no planned
  promotion, but individual development plans.
• Annual appraisal follows Bichard Report
  principles objective agreement, midterm-review,
  results in narrative form without marks. Ranking
  negotiated in award pannels/pay committees.
• Senior Civil Service special regulation by
  Cabinet Office 4 salary bands, fixed quota,
  high level perfor-mance pay after appraisal
  decided by SCS Pay Committee.
• Reservoir for SCS Fast Stream, selected in
  internal competitions for good graduates and best
  performers.

11
Remarkable Features in EU Civil
ServicesNetherlands

• Clear distribution of staff categories in
  central government exclusively civil servants.
• Salary scales with 18 grades in 6 groups, 10-15
  steps each. Classification of all positions by
  standardized method FUWASYS.
• No fixed periods for steps, advancement depends
  fully on appraisal, carried out annually in
  formalized Personal Interview.
• High management group Senior Civil Service
  access via competition temporary assignment to
  leading positions 5-7 years, advancement to
  higher positions intended.

12
Remarkable Features in EU Civil ServicesFinland

• Centralized basic regulations for civil servants
  (80) and contractual staff (20). Salaries are
  bargained with trade unions on central and
  administration level. .
• Remuneration consists of - basic pay (dependend
  on classified tasks) - performance pay (up to
  30 of total pay).
• Personal pay is linked to annual appraisel by
  calcu-lation method result of appraisal
  (calculated of 5 factors and 5 marks) corresponds
  to performance level (1-11), which corresponds
  again to percentage of basic pay (0-48), which
  is the personal pay added.

13
Finnish National Board of Patens and
RegistrationIndividual pay component salary
table
Performance points Performance level of job-specific pay
lt 1.95 1 0
1.95 2.24 2 4.8
2.25 2.54 3 9.6
2.55 2.84 4 14.4
2.85 3.14 5 19.2
2.85 3.14 6 24
3.45 3.74 7 28.8
3.75 4.04 8 33.6
4.05 4.34 9 38.4
4.35 4.64 10 43.2
gt 4.65 11 48