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
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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

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OBJECTIVES (cont/d.)

•  Identify the steps in the process/cycle of
  the PRDS.

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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.

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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

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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

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RATIONALE (CONT.)

• The perception that the previous appraisal
  system was used for punitive, rather than for
  developmental purposes.

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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.

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PERFORMANCE MANAGEMENTRATIONALE

• 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

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PERFORMANCE MANAGEMENTRATIONALE (contd)

• The rewards for attaining and exceeding the
  performance standards and
• The sanctions for continuous
• poor performance.

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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

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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

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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.

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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.

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THE PRDS

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

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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.

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PRDS AIM

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

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• 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

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• 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

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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.

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• HOW
• IS
• THE PRDS SUPPORTED?

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PRE-REQUISITES

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

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HOW DOES THE PRDS WORK???

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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.

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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.

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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.

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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.

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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

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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.

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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

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DEVELOPING THE PIP

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

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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

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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.

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REWARDS AND THE PRDS

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

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ASSISTANCE TO IMPROVE PERFORMANCE

• Assistance includes
• Performance Improvement Plan
• Coaching and mentoring
• Counselling (EAP) and
• Training.

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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.

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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.

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UPDATES
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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)

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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.

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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.

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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.

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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

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THANK YOU!