Introduction to PMAS-powerpoint

PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM

GOVERNMENT OF JAMAICA

Public Sector Modernisation Division

Cabinet Office


PMAS OBJECTIVES

1. Institutionalise the principles of service,

output and outcome oriented operations

Create systems and processes to support

delivery of services in a more efficient and

effective manner

2. Increase motivation of staff

clearly define contribution to the organisation

reward high performance and achievement

3. Higher levels of productivity


PMAS =CULTURE CHANGE

New performance culture with greater emphasis on:

development of human resources

optimum utilisationof human resources

client focused and results orientedPublic Service


Guiding Principles/Values

Effective Communication

Objectivity

Transparency

Fairness

Equitable Treatment

Mutual Respect


LINKAGE WITH THE CORPORATE/STRATEGIC AND

OPERATIONAL PLANNING PROCESSES

GOVERNMENT OF JAMAICA PRIORITIES

(Key Government Objectives)

MINISTRY’S STRATEGIC PLAN

(Goals and objectives in line with Key Government Objectives)

BUDGET ALLOCATIONS

(Prioritised resources in line with government objectives – estimated initially and known thereafter)

DEPARTMENT’S OPERATIONAL PLAN AND ANNUAL BUDGET

(Goals and objectives for a given Financial Year)

UNIT PLANS

(How each unit within the Department will contribute to the implementation of the annual plan)

INDIVIDUAL WORK PLAN OBJECTIVES OR KEY TASKS

(What each individual is expected to contribute towards the achievement of objectives)

(Includes performance measures/indicators/targets that indicate task completion/success)

change in priorities/budget allocation will lead to revision of the operational and individual work plans


How Is the New System

Different?

Objective basis for the appraisal

Clarity in performance expectation and contribution by the individual

job contribution to the achievement of divisional and subsequently organisation’s objectives

performance standards expected in delivering on outputs

Results of the appraisal provide useful informationperformance improvement, skills enhancement

career development and/or succession planning


How Is the New System

Different?

Improves communication between Manager/supervisor and direct reports

regular performance reviews, feedback and adjustments

performance reviewed against mutually agreed outputs and performance standards

training and development needs identified

fosters more open and participative environment

Provides for Recognition, Rewards and Sanctionsgood performance recognised

improvement encouraged

sanctions for performance below a minimum standard


Pre-requisites for PMAS Implementation:Leadership Elements

Top management must understand and support the objectives and guiding principles of the system

give active and consistent commitment, support and leadership to its development and implementation.

responsible for Change Management

A functioning internal implementation management team appropriately constituted

Trained

have specific responsibility for managing PMAS implementation and Change Management activities across the organisation.

A PMAS Core Project Team (headed by the Senior Director Human Resource Management)

trained in the writing of output focused job descriptions,

performance standards and the development of work plans

undertakes the actual implementation work.


Pre-requisites for PMAS Implementation:

Organisational Elements

Change Management Plan

importance of the PMAS is promoted

implementation actively supported by all the executives,

managers and supervisors

anxiety minimised or avoided

Communication Plan

everyone in the organisation has a clear understanding of

the change taking place

what is required of them




Strategic Plan or one into which it is linked

Operational and Divisional Plans must be linked to that Strategic Plan

Gap Analysis related to the human resource management and planning systems to determine the Pre-PMAS implementation situation

Written and approved Output focused Job descriptions that identify the accountabilities of each position in the organisation

Work plans that indicate what is required of an individual in any given financial year




Managers and supervisors must have been

trained in key management competencies such as

work plan development

coaching

mentoring

mediation

giving and receiving feedback

counselling techniques

conducting performance appraisals

KEY PLAYERS

ROLES AND

RESPONSIBILITIES


Roles & Responsibilities:

PS/Chief Officer

Clarify the organisation’s mandate and plan for the year

Ensure work environment is organised for optimum productivity

Ensure policies and procedures support the desired culture change

Provide effective leadership, giving clear consistent direction

Foster team spirit & cohesion

Regularly discuss performance expectations, changing priorities and resource allocation with Managers

Monitor performance for corrective action

Share and discuss information on rewards and sanctions



Managers/SupervisorsEnsure knowledge of the organisation’s mandate and plan for the year

Provide effective leadership, giving clear consistent direction

Promote the culture change

Ensure work is organised

Foster team spirit & cohesion

Discuss performance expectations & assessment criteria (work plans)

Communicate changing priorities and resource allocation to staff

Give regular feedback on performance

Facilitate/Provide opportunities for training & development to enhance performance before and after formal performance review

Share and discuss information on rewards and sanctions


EPMAT (Employee Performance

Management & Appraisal Team)

Develop a comprehensive Change Management Plan:plan of action for implementation of the PMAS across the organisation

sensitisation of employees - rationale and benefits of the PMAS, opportunities for employees to discuss how the proposed changes will affect them

Attend the relevant training/briefing sessions and transfer knowledge gained into concerted action

Participate in the conduct of PMAS Sensitisation sessions

Identify and make available/seek to make available, the critical resources to ensure implementation

Hold regular monthly meetings (or more frequently as necessary) to monitor implementation against agreed targets

Prepare a monthly implementation status report against targets

Make recommendations with respect to changes thought necessary, post PMAS implementation

The EPMAT must operate as a cohesive whole and demonstrate commitment as it leads the performance culture change process in the organization



Core Project TeamUndertake the following by working with all levels of staff:

draft output focused job descriptions

discuss drafts with incumbents and finalise them based on the approval of their respective Managers/Unit Heads

Guide/support managers and supervisors, through coaching and other mechanisms to:

Develop work plans with outputs and performance standards that are clearly linked to Unit Plans (which in turn are linked to the operational and corporate plans of the organisation)

Deliver in-house training and coaching sessions as necessary

Help promote the culture change

Give regular feedback to EPMAT on implementation issues


Role & Responsibilities:

Employee

Maintain/improve knowledge & skills

Maintain awareness of operating environment & organisation’s mandate

Know & understand scope of responsibilities & duties

Give feedback on performance expectations and assessment criteria

Give feedback on constraints to achieving targets

Produce & maintain high quality of output



Reviewing Manager

Ensure equitable

treatment

Help resolve any

disagreement which

may result from the

assessment process



Human Resource Manager

Ensure knowledge of the PMAS

Facilitate exercise of manger’s/supervisor’s responsibilities

Facilitate employee development

Manage career and succession planning

Act as resource for all staff

Ensure employee performance appraisal records are kept and maintained

Monitor the system

Ensure appropriate follow-up action is taken

Step 1: March/April

Supervisor & Employee

develop & agree on

performance objectives/

targets Step 2: June/July

Review performance

in relation to targets

& agree appropriate

adjustments/ action

Step 3: September/October

Review performance in relation

to targets & agree appropriate

adjustments/ action

Step 4: December/January

Review performance in relation

to targets & agree appropriate

adjustments/ action

Step 5: March/April

Annual Review,

Setting targets for

new financial year,

including those in

relation to training

& development


Step 1:

The Employee & Direct Supervisor should try to resolve the

issue

Step 2:

The Employee, Direct Supervisor & Reviewing Manager

should try to resolve the issue

Step 3:

The intervention of the Senior Human Resource Manager

should be sought

Step 4:

If there is still no resolution, a Panel will be appointed to

adjudicate the appeal

Step 5:

The recommendation of the Panel will be presented to the

Permanent Secretary for a final ruling.

Legal action may be pursued if there is a point of Law in

question.


Early April

No surprises

Based on:the latest revised work plan and performance against:

Targets agreed

Competencies demonstrated

Overall score ≥ 75% the increment is paid

≥ 80% recognition and/or rewards may be given

Improvement and Development needs identified

Appraisal is reviewed by another senior manager (where applicable)

Introduction to PMAS-powerpoint

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