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OVERVIEW OF THE PERFORMANCE REVIEW AND DEVELOPMENT SYSTEM (PRDS) Prepared By The PRDS Unit

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OVERVIEW OF THE PERFORMANCE REVIEW AND DEVELOPMENT SYSTEM (PRDS) Prepared By The PRDS Unit Objectives * Benefits (cont/d.) * SOME BENEFITS OF THE PRDS Offers improved ... – PowerPoint PPT presentation

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Title: OVERVIEW OF THE PERFORMANCE REVIEW AND DEVELOPMENT SYSTEM (PRDS) Prepared By The PRDS Unit


1
OVERVIEW OF THE PERFORMANCE REVIEW AND
DEVELOPMENT SYSTEM (PRDS) Prepared By The PRDS
Unit
2
OBJECTIVES
  • Upon completion of this session you
  • will be able to
  •  Define performance management and discuss its
    rationale
  • Define the Performance Review and Development
    System (PRDS)
  •  Discuss the objectives and benefits of the PRDS

3
OBJECTIVES (cont/d.)
  •  Identify the steps in the process/cycle of
    the PRDS.

4
(No Transcript)
5
RATIONALE FOR THE PERFORMANCE REVIEW AND
DEVELOPMENT SYSTEM
  • It is an initiative of the public sector
  • reform effort
  • The White Paper on Public Sector Reform
    identified the development of an effective
    performance appraisal system as a critical
    element of our public sector reform effort.

6
RATIONALE (CONT.)
  • A review by the Ministry of the Civil Service
  • exposed a number of inadequacies
  • High levels of subjectivity displayed by some
    reporting officers when conducting and completing
    the annual appraisal
  • Submission of incomplete information on appraisal
    forms
  • Appraisals were not done on a continuous basis

7
RATIONALE (CONT.)
  • That the period of a year was too long for a
    meaningful assessment to be made, especially when
    supervisors and staff often are changed during
    that time
  • Performance appraisal was perceived at times as a
    chore, to be disposed of quickly or as a threat,
    to be carried out at the opportune time against
    the employee and

8
RATIONALE (CONT.)
  • The perception that the previous appraisal
    system was used for punitive, rather than for
    developmental purposes.

9
PERFORMANCE MANAGEMENT
  • DEFINITION
  • A planned system designed to
  • assess employee performance by
  • providing continuous feedback on
  • actual performance, in relation to
  • agreed and clearly defined
  • performance standards.

10
PERFORMANCE MANAGEMENT RATIONALE
  • Staff should know ..
  • The performance standards expected of them
  • How they are performing
  • What assistance is available to help them attain
    the expected performance standard

11
PERFORMANCE MANAGEMENT RATIONALE (contd)
  • The rewards for attaining and exceeding the
    performance standards and
  • The sanctions for continuous
  • poor performance.

12
Features of a Good Performance Management System
  • A good performance system should
  • be
  • Transparent
  • Non-discriminatory
  • Based on measuring important job elements, rather
    than traits /
  • behaviours that are irrelevant to job
    performance

13
FUNCTIONS OF A PERFORMANCE MANAGEMENT SYSTEM
  • It .
  • ensures employees know and are committed to
    achieving individual and team performance goals
  • assists employees in developing their on-the-job
    skills and abilities through constructive
    feedback, coaching and training

14
FUNCTIONS OF A PERFORMANCE MANAGEMENT SYSTEM
(cont/d.)
  • It
  • improves communication among managerial,
    supervisory and operational staff
  • improves managements knowledge of employees
    capabilities and training needs.

15
HOW IS THE PERFORMANCE APPRAISAL MEETING
CONDUCTED?
  • It should be conducted in a private setting
    between the supervisor and the employee and
    should be done on a consistent basis, for
    example, quarterly.
  • It involves..
  • two way communication between these parties.
  • It is a formal assessment of how the employees
    are performing their jobs.

16
THE PRDS
  • is a means of measuring an employees work
    performance.
  • is an annual cycle of planning, objective
    setting, coaching, review and feedback.

17
THE PRDS APPROACHES
  • The PRDS features
  • a strategy for assessing the performance of staff
    below the level of Deputy Head of Department and
  • the 360-degree feedback method, for staff from
    the level of Deputy Head of Department to
    Permanent Secretary and officers of related
    grades.

18
PRDS AIM
  • to develop a culture of renewed
    professionalism in the Public Service by

19
  • PRDS OBJECTIVES
  • OBJECTIVES
  • (a) Linking individual performance to the key
    tasks and key results for each
    Ministry/Department
  • (b) Improving work planning
  • (c) Clarifying authority, responsibility and
    reporting relationships in order to ensure
    accountability and transparency

20
  • PRDS OBJECTIVES (cont/d.)
  • (d) Identifying employee competencies and
    allowing the prioritising of training and
    development needs
  • (e) Providing opportunities for improved
    dialogue between managers/supervisors and
    employees
  • (f) Identifying unsatisfactory performance and
    developing employee performance improvement
    plans

21
PRDS OBJECTIVES (cont/d.)
  • (g) Recognising and rewarding good performance
    through incentives and opportunities for career
    development and
  • (h) Appraising the performance of all employees
    in an open, objective, fair and consistent manner.

22
  • HOW
  • IS
  • THE PRDS SUPPORTED?

23
PRE-REQUISITES
  • Strategic Plan/Programme Budget Document
  • -Unit Plans
  • -Individual Work plans
  • Organisational Charts
  • Job descriptions and
  • Operational/Procedures Manuals

24
HOW DOES THE PRDS WORK???

25
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26
PRDS ANNUAL CYCLE
  • STAGE 1 March / April
  • PLANNING MEETING Development of the Individual
    Work Plan.
  • Supervisors and employees discuss,
  • agree on and set performance targets
  • or objectives for the appraisal period.

27
PRDS ANNUAL CYCLE
  • STAGE 2 July / August
  • FIRST PROGRESS MEETING Supervisor gives feed
    back on the work performance of the employee as
    he/she tries to attain the agreed objectives and
    rates performance.
  • Provide assistance as needed e.g. coaching,
    counselling, mentoring, training, etc.

28
PRDS ANNUAL CYCLE
  • STAGE 3 November / December
  • SECOND PROGRESS MEETING Supervisor gives feed
    back on the work performance of the employee as
    he/she tries to attain the agreed objectives and
    rates performance.
  • Provide assistance as needed e.g.
  • coaching, counselling, mentoring, training, etc.

29
PRDS ANNUAL CYCLE
  • STAGE 4 March the following year
  • EVALUATION AND ANNUAL APPRAISAL on the work
    performance agreed to at the beginning of the
    appraisal period. The final grade is given
    supervisor and employee signs the form.
    Necessary follow-up action is taken.

30
WHAT IS A PIP?
  • A Performance Improvement Plan
  • (PIP) is a
  • specific course of action developed jointly by
    the employee and the manager / supervisor to help
    the employee improve his/her work performance.
  • Please refer to page 12 of the PRDS Guidelines

31
WHAT IS A PIP? (CONT/D.)
  • . a programme of agreed actions describing what
    should be done, by whom and by when in an effort
    to help an employee improve his/her
  • work performance.

32
DEVELOPING THE PIP
  • In the appraisal interview
  • Jointly identify the area(s) to be improved by
    the employee
  • Determine the cause(s) of the problem(s)
  • Consider all possible solutions

33
DEVELOPING THE PIP
  • Agree on who will be responsible for what
    action(s)
  • Add time lines / deadline dates.

34
SOME BENEFITS OF THE PRDS
  • Offers improved communication, career planning
    and development
  • Acts as a framework for fair and open discussion
    between supervisor and employee
  • Identifies performance standards and key
    performance indicators

35
SOME BENEFITS OF THE PRDS (cont.)
  • Provides a basis for objective, fair and
    transparent performance appraisals in the Public
    Service of Barbados
  • Reviews actual performance against established
    objectives
  • Focuses on the expected results / performance and
    development and
  • Seeks to reward performance objectively.

36
REWARDS AND THE PRDS
  • The PRDS has now become the instrument by which
    ministries/departments identify those officers
    who merit performance related rewards.

37
ASSISTANCE TO IMPROVE PERFORMANCE
  • Assistance includes
  • Performance Improvement Plan
  • Coaching and mentoring
  • Counselling (EAP) and
  • Training.

38
COPING WITH CONTINUED POOR PERFORMANCE
  • Sanctions include
  • Reprimand
  • Discipline or
  • Dismissal.
  • Please refer to the Code of Discipline in the
    Public Service Act 2007-41.

39
WHAT IS YOUR PART IN THE PROCESS
  • Ensure that you know
  • The objectives of your organization
  • What your job requires you to do
  • What are your job performance standards and
  • Your targets for the appraisal period.

40
UPDATES
41
PRDS and the Public Service Act, 2007- 41
  • The Public Service Act, 2007- 41 has now
    afforded the Performance Review and Development
    system legal status within the Public Service
    (Section 10-A)

42
PRDS and the Public Service Act, 2007- 41
  • Section 10 (a) of the First Schedule
    (Recruitment and Employment Code) reads-
  • The Commission shall ensure that-
  • Effective performance review and development
    instruments for measuring competence, performance
    and productivity exist to facilitate appointment
    on merit.

43
PUBLIC SERVICE COMMISSIONS DIRECTIVE
  • With effect from April 2007, the Public Service
    Commission started using information gleaned from
    the PRDS forms, for human resource
    decision-making (i.e. appointments, promotions,
    transfers) in relation to the agencies that are
    using the PRDS.

44
IMPLEMENTATION STRATEGY
  • The system will be implemented in phases
    sequenced as follows
  • Sensitisation of officers
  • Training (ALL officers must be trained)
  • Senior Managers/ Managers/Supervisors
    Non-Supervisors/Training of Trainers
  • Preparation of prerequisites (technical
    assistance)
  • Implementation (progress meetings)
  • Monitoring and Evaluation.

45
CONTACT INFORMATION
  • For further information, please contact
  • The PRDS Unit, Personnel Administration Division
  • E. Humphrey Walcott Building
  • Cnr. Culloden Rd and Collymore Rock
  • St. Michael
  • Tel. nos.
  • 467-4500 (PBX)
  • PRDS Unit 467-4554/4555/4556/4557/4558
  • Fax. No. 429-5169

46
THANK YOU!
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