cascading performance management: ethekwini … master class 2016presentation… · introduction of...

Cascading Performance Management:

eThekwini Metropolitan Municipality

Lomave Mthembu

What is Performance all about

MANDATE Vision and Mission

Goals

IDP TO SCORECARD TO SDBIP TO INDIVIDUAL PERFORMANCE

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


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

BENCHMARKING RESEARCHING CONSULTATION


HOW WE GOT THERE

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


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.


Managing the Performance Management Process

PLANNING

June & July

COACHING

Continuous/

ad-hoc

REVIEWING

End Dec & end June

REWARDING

September…..


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


Coaching (and Mentoring) Practical

1

2

3


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


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 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 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.


SMART PRINCIPLE (KPIs) Practical

1

2

3

4

5

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%


PM Implementation Challenges

Culture Shock

Resistance from Unions

Mistrust


Compliance vs

Commitment

Qualitative Standards vs

Quantitative Standards



Too much emphasis on

REWARDS


REWARDS (Practical)

1

2

3


Performance Management with other processes


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!


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 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


ePERFORMANCE

• Run in parallel to manual system

• Process flow being finalized

• Migration to full utilization of ePerformance

ePerformance


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


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


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


Our Ultimate Aim

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

Thank You

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