Cascading Performance Management: eThekwini Metropolitan Municipality Lomave Mthembu
Performance Monitoring and Evaluation
Background HR Strategy
The Big 5 Strategic Projects
1. Performance Management
2. Talent Management
3. HR Information Systems
4. Employment Equity
5. Employee/Labour Relations
Performance Monitoring and Evaluation
ETHEKWINI’S JOURNEY
PM policy was adopted in 2007 and implemented in 2009
System introduced in 2010
Initially introduced to Task 14-18 & later rolled out to Task 5-13
IDP Organisational Scorecard
SDBIP (BUDGET)
Business Plans Project Plans
CITY MANAGER
DEPUTY CITY MANAGER
HEADS DEPUTY HEADS/
SENIOR MANAGERS
MANAGERS SUPERVISORS OTHER STAFF
ORGANISATIONAL PERFORMANCE
INDIVIDUAL PERFORMANCE
Performance Monitoring and Evaluation
Why Must We Cascade PMS to all officials?
• Officials below section 56 are within the coal face of service delivery
(Shift mind-set of officials towards PMS so that it can impact on output
/service delivery)
• To positively influence employee behaviour for the achievement of the
municipal strategic goals;
• To determine the correct activities as well as the evaluation and
recognition of the execution of tasks/duties with the aim of enhancing
their efficiency and effectiveness; and
• To improve results from the Municipalities, teams and individuals by
understanding and managing performance within an agreed framework of
planned goals, objectives, indicators and support incentives.
Performance Monitoring and Evaluation
Managing the Performance Management Process
PLANNING
June & July
COACHING
Continuous/
ad-hoc
REVIEWING
End Dec & end June
REWARDING
September…..
Performance Monitoring and Evaluation
PHASE 1
PLANNING
What is the employee expected
to do this year?
PHASE 2
COACHING
How well is the Employee doing
throughout the year?
PHASE 4
REWARDING
What recognition will the Employee get for outstanding performance?
PHASE 3
REVIEWING
How well has the Employee done now
that it is mid-term and the end of the year?
INDIVIDUAL PERFORMANCE
Performance Monitoring and Evaluation
What is Performance Management
“Performance Management refers to the set of processes that have to be carried out in order to make sure that what people do and work at in the organization will obtain the results that the organization desires”.
PERFORMANCE MANAGEMENT AS A
PERFORMANCE IMPROVEMENT TOOL
Performance Monitoring and Evaluation
WHOSE RESPONSIBILITY IS PERFORMANCE MANAGEMENT ?
There is a dual responsibility When fulfilling the Performance Agreement:
The Manager stipulates through this document the task and level of work the organisation expects you to carry out in alignment with the greater organisational strategy, the manager’s own PA and your Job description as the employee.
• This is articulated in your Key Performance Areas (KPA) and specified in your Key Performance Indicators (KPI)
• Where the two of you identify developmental gaps you must agree on the interventions that can be taken to address and close the gaps.
• The gaps could be skills related or exposure related. These gaps and interventions are expressed within your PA in the Individual Performance Plan section.
Performance Monitoring and Evaluation
Performance Management Objectives
• To achieve sustainable improvements in service delivery to the community;
• To develop constructive and open relationships between
Managers/Supervisors and employees;
• To encourage and reward good performance;
• To manage and improve on, poor performance through counselling and
on- the- job coaching.
• To provide accountability.
• To link the IDP to team and individual performance.
Performance Monitoring and Evaluation
Performance Management Objectives
• To enable individuals to develop their abilities, increase their job satisfaction and achieve their full potential to the mutual benefit of the employee and municipality;
• To create a climate for individuals to develop their abilities, increase their job satisfaction and achieve full potential; and
• To fulfil the requirements of the Municipal Systems Act 32 of 2000.
Sample PA ETHEKWINI MUNICIPALITY
Annexure A PERFORMANCE AGREEMENT: 2016/2017
Unit : Human Resources Unit: Talent Management Designation of Post: Project Manager, TK 15 Post ID Number: 61111111 Name of Employee: Mandy Duma Service Number: 21520035 Immediate Superior: Senior Manager: HR
The overall objective of the Municipality is to:
Provide democratic and accountable government for local communities;
Ensure the provision of services to communities in a sustainable manner:
Promote social and economic development:
Promote a safe and healthy environment:
Encourage the involvement of communities and community organizations in the matters of local government
The overall objective of the department is :
To provide an integrated HR customer focused service to Clusters/Units/Departments serviced.
The overall purpose of the job is :
To conceptualise, plan, develop and implement human resources projects in an integrated manner; to develop human resources policies and to facilitate specific training and development programmes and initiatives.
OUTPUTS
Key Performance Areas Performance Standards/ Indicators Weighting
Final Appraisal Score (%)
Weighted Score (%)
1.Project manage the Migration of Manual –Performance to ePerformance by undertaking the necessary project planning, co-ordination, facilitation, integration, consultation and development in order for all the managers to effectively utilise the electronic system effectively. (25%)
1.1 The performance management process flow based on migration and consistent adoption by all the Clusters and Units monitored on a quarterly basis
15%
1.2 Plan and facilitate the running the Performance Management (PM) calendar in alignment with the Talent Management (TM) and Skills calendars
10%
Sample PA
Key Performance Areas Performance Standards/ Indicators Weighting Final Appraisal
Score (%)
Weighted Score (%)
2. Monitor the Integration of Performance Management with Talent Management and EMA by liaising with relevant stakeholders in order to fulfill the objective of PMS (15%)
2.1 Relevant Stakeholders consulted and visited to check the ILP after each PM Phase 5%
2.2 Meetings twice a quarter held with EMA band report submitted to PMS - Senior Manager 10%
3. Undertake research and formulating recommendations on HR development and best practice through liaising with other organisations and or municipalities to ensure the cascading of PMS to all levels. (25%)
3.1 Findings and recommendations presented to PMS – Senior Manager on a Quarterly basis 10%
3.2 Benchmarking on at least 2 organisations conducted and report submitted to PMS – Senior Manager
15%
4. Manage administrative systems, records, processes and procedures, by ensuring functional electronic and paper-based systems are in place as well as the implementation of relevant legislation and policy; in order to ensure efficient, effective and accountable administration. (15%)
4.1 Monthly and quarterly reporting on the SDBIP 5%
4.2 Training of new and existing employees as well as
3 PM Inductions conducted innovatively create
all awareness around PM at all levels 10%
5. Advise and provide general and guidance to stakeholders electronically or verbally to ensure compliance with relevant legislation and PM policy.
(20%)
5.1 All PM related request for assistance received and responded to within a week of receipt 10%
5.2 Offer guidance and support to line at least twice a month to departments needing advice 10%
100%
Performance Monitoring and Evaluation
PM Implementation Challenges
Culture Shock
Resistance from Unions
Mistrust
PM Implementation Challenges
Compliance vs
Commitment
Qualitative Standards vs
Quantitative Standards
Performance Monitoring and Evaluation
The Role of HR in the PMS
• To Champion Performance Management at Unit Level.
• Monitor implementation on an on-going basis.
• Performance Management as a standard agenda item at Unit meetings.
• Conduct Refresher Trainings at Unit Level.
• Deal with Performance Management queries.
• Collate information regarding agreements/assessments
• Draw reports on Monthly basis.
• Do quality assurance on agreements.
• Evaluate effectiveness of Performance Management System.
• Be involved!
Performance Monitoring and Evaluation
Our PMS Journey Thus Far
Performance Management policy was adopted in 2007. Amended in 2011
Currently being reviewed (2016)
Grades 14 - 18 = 850 employees on PMS from 01 July 2009
Grades 11-13 = 2600 employees on PMS from 01 July 2010
Grades 9 -10 = 3100 employees on PMS from 01 July 2011
Grades 7- 8 = 4200 employees on PMS from 01 July 2012
Grades 5 - 6 = 4500 employees on PMS from 01 July 2015
Team based approach introduced in July 2015.
Grades 1 - 4 = 7500 employees on PMS
Performance Monitoring and Evaluation
Performance Management Focus Areas
• Data Management of poor performance
• Support and Coach poor performers
• Last resort: exit poor performers
Performance Management of Poor Performers
• Rewards and Recognition
• Retention and risk aversion
• Career pathing and succession management
Performance Management of High Performers
Performance Monitoring and Evaluation
ePERFORMANCE
• Run in parallel to manual system
• Process flow being finalized
• Migration to full utilization of ePerformance
ePerformance
Performance Monitoring and Evaluation
2016/2017
Strategic Priorities 2016/17 and beyond
Introduce Cluster Level committee to post moderation address appeals
Introduce behavioural competencies linked to performance
Increase migration to ePerformance
Monitor Poor performance Management Plans
Link/ View Organisational Performance and Individual Performance
To have an Integrated HR MIS
Review the Performance Policy
Performance Monitoring and Evaluation
In Hindsight / Lessons learnt (Practical)
Single platform (PM residence) Invest in a Single reliable electronic system Workshop & Monitor SMART And…..
Current Considerations
Performance Management Policy review – Just Completed
The skills/competencies we identify will be used to inform a range of people related
decisions impacting on your function. These include:
─ Targeted selection in line with required standard
─ Guide focused development (learning and development plan for the function –
primary focus of this project )
─ Identification of successors
─ Performance improvement
─ Career management
Midterm Considerations
• Migration to ePerformance • Integration of Talent & Performance Management • Monitoring and evaluating Performance
Longterm Considerations
• Continuous Improvement; • As we mature as an organisation; • As we strive to be service centric; Introduction of 360 degrees reviews to reduce “subjectivity” of PM
Performance Monitoring and Evaluation
Cascading Performance
Roles and responsibilities of all stakeholders must be understood
Buy-in from all Management and staff
Communication of Performance process
Single Reporting Platform
The culture of coaching and mentoring is not properly imbedded within the City
Integration of PM, Talent Management and Skills Development
Gaps to close
Performance Monitoring and Evaluation
Our Ultimate Aim
VISION: Being Africa’s most caring and liveable city by 2030
VISION: Being Africa’s most caring and liveable city by 2030
Embed Coaching and Mentoring in our City
Talent Identification, Attraction, Development and Retention
Performance Management as an Improvement Tool
PERFORMANCE MANAGEMENT :
POINTS TO PONDER
“What gets measured gets done
If you don’t measure results, you can’t tell success from failure
If you can’t see success, you can’t reward it
If you can’t reward success, you can’t learn from it
If you can’t recognize failure, you can’t correct it
If you demonstrate results, you can win public support”
37
eTHEKWINI MUNICIPALITY
INDIVIDUAL PERFORMANCE AGREEMENT
The overall objective of the Municipality is to:
Provide democratic and accountable government for local
communities;
Ensure the provision of services to communities in a sustainable
manner:
Promote social and economic development:
Promote a safe and healthy environment:
Encourage the involvement of communities and community
organizations in the matters of local government
The overall objective of my department is:
The overall purpose of my job is:
OUTPUTS
Key Performance Area Performance Standards /
Indicators Weighting
Mid Term
Report
“Target
Rating” Score
Weighted
Score
25% 3 (weighting x
score)
Eg. 25% x 3 =
0.75
ASSESSMENT PERIOD: from…….......………..........…....………to……….......………..........……............………..
Cluster/Unit/Department.:________________________________________________________________________
Name of Employee: ________________________________ Service No.: _______________________________
Name of Manager/Supervisor: ________________________ Service No.: ______________________________
INPUTS
(SKILLS, KNOWLEDGE, BEHAVIOUIR & ATTRIBUTES)
Competency Performance
Standards
Remarks/
Achievements
Employee’s Signature:…………… Supervisor / Manager’s
Signature:……………….
INDIVIDUAL LEARNING PLAN eTHEKWINI MUNICIPALITY Employee name:____________ Service number:________ Designation:________________ Department/cluster:________ Supervisor/manager:____________ Date:___________________
Skills/
Performance
Gap
Outcomes
Expected
Suggested
Training and/ or
Development
Activity
Suggested
Mode of
Delivery
Suggested
Time Frames
Work
Opportunity
Created to
Practice Skill/
Development Area
Support Person