Civil Service Performance Appraisal in Portugal: - PowerPoint PPT Presentation

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Civil Service Performance Appraisal in Portugal:

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General framework and the specific experience with parliamentary staff Isabel Corte-Real, Vilnius 24 May 2006 – PowerPoint PPT presentation

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Title: Civil Service Performance Appraisal in Portugal:


1
  • Civil Service Performance Appraisal in Portugal
  • General framework and the specific experience
    with parliamentary staff
  • Isabel Corte-Real, Vilnius 24 May 2006

2
SIADAPStructure of the presentation
  • Introduction
  • Why a new appraisal system
  • SIADAP Principles requirements features
    rating system, quotas forms appraisers and
    other interfering entities process, managers
    transparency strengths and weaknesses
  • Appraisals systems are complex appraisal systems
    are useful. Key points for a successful appraisal
  • Specific experience with parliamentary staff
    specific features other parliaments experiences
    inspiring principles system features grading
    system forms first year experience
  • Conclusion
  • Sistema de Avaliação de Desempenho da
    Administração Pública( performance appraisal
    system for the civil service)

3
SIADAPWhy a new system?
  • Breaks with a discredited previous system
    from1983
  • Responds to new management needs (Efficiency
    Quality Management pay bill control)
  • Integrates the service (s) annual management
    cycle

4
SIADAPGeneral principles
  • Performance appraisal is results/objectives
    oriented
  • SIADAP is an universal system , applicable to the
    civil service as a whole
  • Enhances managers and subordinates
    responsibilities
  • Staff contributions to the service and motivation
    are better perceived
  • Differentiates levels of performance
  • Aims at transparency
  • Integrates HRM system

5
SIADAPRequires
  • Annual planning for the next year
  • (taking into account strategic objectives,
    government programme, service competences and
    assignments)
  • Annual setting of service objectives
  • Annual setting of individual objectives ( civil
    servant or team)
  • Annual reporting
  • Performance appraisal( against individual
    objectives)

6
SIADAPMain features
  • Applicable to the Civil Service as a whole
  • Main components
  • Objectives
  • Competences
  • Personal Attitudes

7
SIADAP Objectives
  • Each service sets its own objectives
  • Objectives( no more than five , no less than
    three) must be agreed upon each subordinate and
    immediate superior, depending one of them on
    shared responsibility (team or group)
  • Each objective has its own weight for the final
    mark (no less than 15, no more than 20)
  • Grading system
  • Level five- Exceeds largely the objective
  • Level three-Meets the objective
  • Level one- Does not meet the objective

8
SIADAPCompetences
  • Set up against job requirements ( for each
    professional group)
  • No less than four, no more than six
  • The weight of each competence shall not be less
    than 10

9
Personal Attitude
  • Evaluates how the job was performed, including
    aspects as effort, interest and motivation

10
Rating system
  • Rating of each component from one to five
  • The final appraisal of each component corresponds
    to the following rating
  • Excellent from 4,5 to 5
  • Very good From 4 to 4,4
  • Good From 3 to 3,9
  • Needs development from 2 to 2,9
  • Unsatisfactory from 1 to 1,9

11
Final appraisalresults from the weighted
average of each component according to the
following weight
Group Objective Compet. Attitude
Graduate staff 60 30 10
Administrat. assistants 50 40 10
Blue collars 40 50 10
Supporting staff 20 60 20
12
SIADAPQuotas ( forced distribution)
  • Very good No more than 20 of the staff
  • Excellent No more than 5 of the staff

13
Forms
  • Forms are legally pre-defined for the all
    civil service

14
Who interferes in the appraisal system
  • Superiors( appraisers)
  • Performance appraisal coordination committee
    (P.A.C.C.)
  • Director General ( top manager) of each service

15
Appraisers( immediate superiors) assignments
  • Set up objectives and conduct appraisals

16
Performance appraisal coordination
committee(P.A.C.C.)
  • Chaired by the D.G.
  • Composed by other managers
  • Assignments
  • Sets up orientations
  • Guarantees a selective system ( has to validate
    excellent and very good )
  • Advices the D.G. on claims
  • Proposes the Minister specific system (s) ,
    according to the law

17
Appraisal processPhases
  • Self appraisal
  • Previous appraisal( by the superior)
  • Harmonization of ratings by the P. A C. C.( the
    highest ratings have to be signed by all members)
  • Appraisal interview( between superior and
    subordinate)
  • Final appraisal approval by the D.G.
  • The subordinate has to acknowledge the final
    appraisal. In case of disagreement ,he can
    present a claim to the D.G. The P.A.C.C. gives
    advice on claim (s)
  • The subordinate can still appeal to the minister

18
Managers( intermediate level) appraisals
  • Objectives are weighted 75
  • Competences are weighted25
  • No forced distribution is established

19
SIADAPTransparency
  • A list of names , organized according final
    grades( Excellent , Very Good, Good, Needs
    development , Unsatisfactory) is publicized
  • A SIADAP data base is set up in the Directorate
    General for the Civil Service
  • Services can also be assessed

20
SIADAP- Strengths and weaknesses
  • Strengths
  • Result/objective oriented
  • Set up within the context of TQM and MBO
  • Breaks with a discredited previous system(
    inflation of high ratings)
  • Responds to the need of controlling a high pay
    bill
  • Weaknesses
  • Time consuming process for setting up objectives
    ( from Government Program to individuals)
    specially within instability scenarios
  • In 2004 only 18 of services conducted PA . In
    2005 no data are available a new system is being
    prepared
  • Heavy work load and paper work( too demanding,
    ,considering a cost/benefit relationship)
  • Forced distribution creates inequity and
    conflicts ( quotas are always fulfilled not on a
    merit basis .They result from internal
    negotiations )
  • Managers and staff had a modest contribution to
    the system
  • System misses flexibility ( too universal)

21
Appraisal systems are complex
  • In many organization performance measurement and
    management systems are little more than human
    resources bureaucracies , with forms, rules and
    review layers. These paper-driven systems are
    burdens to managers and hence are completely
    marginally, if at all. They are typically seen by
    raters as extra work and by ratees as at best
    irrelevant, at worst demotivating ( Schneier,
    Shaw and Beatty)
  • Inflation of high ratings in civil service is
    common as civil service has no profit/market
    regulation
  • Heavy paper work load and bureaucracies are
    often associated
  • The emerging management of conflict takes time
    and energy

22
Appraisal systems are useful
  • Recruitment and selection ( validates selection
    procedures)
  • Integration of staff in the organization( asses
    adaptation to the organization)
  • Training (identifies training needs)
  • Promotion performance appraisal is a promotion
    requirement ( promotion without merit can not
    receive support and contributes to civil service
    discredit)
  • Mobility Can recommend mobility
  • Career and payment is the basis for different
    tracks in career( slower or faster) with payment
    impact

23
Key points for a successful appraisal scheme
British Advisory and Conciliation Arbitration
Service
  • Make sure senior managers are fully committed
  • Consult with managers employees an d trade unions
  • Give appraisers adequate training( setting
    objectives and interviews)
  • Keep the system simple and straight
  • Monitor and update system(s)

24
Specific experience with parliamentary
staffParliaments special features
  • General system is not directly applicable to
    Parliament. Legislation provides for specific
    rules and regulations
  • Parliament has no political planning for the
    legislature ( contrary to what happens with
    government programme). Main activities come from
    political/parliamentary control of government
    performance
  • Therefore, there is no cascade strategic planning
    for the services, the departments or the
    individuals

25
Other parliaments experiences
  • Civil Service general system is not used
  • The general system is adapted in some cases
    (Netherlands)
  • Some parliaments have their own model ( France
    and U.K.)
  • No system is used in some cases ( Spain and
    Luxembourg)
  • Annual interviews are conducted to set up
    individual objectives , in order to developing
    h.r.( Denmark and Finland)

26
SIADARNew inspiring principles to pursuit
  • Development of competences. The main reason for
    appraisal is the further improvement of
    performances
  • Decentralization in H.R.M.
  • Motivation and performance improvement
  • Appraisal does not replace other demanding
    H.R.M. techniques and practices ( specially
    recruitment)
  • Compensation performance related system
  • Prevention of high ratings inflation and paper
    overload
  • Clear and straight system
  • Managers role
  • Sistema de Avaliação de Desempenho da Assembleia
    da República- Portuguese Parliament Performance
    Appraisal System)

27
SIADAR Features
  • Corresponds to P.A. principles and H.R.M. needs
  • P.A.C.C. sets up annual criteria for appraisals
  • Sets up annual individual objectives by mutual
    agreement( subordinate/immediate superior). An
    Individual Plan for Development of Competences
    (IPDC) is established . The IPDC is the basis
    for development of competences and appraisals
  • Annual interview
  • Annual appraisal report. The subordinate
    acknowledges the Report
  • General principal good performance, with an
    average impact in career compensation schemes
    (ordinary appraisal)
  • Management takes the imitative for exceptional
    performances appraisal( positive or negative)
  • P.A.C.C. validates exceptional appraisals
  • Exceptional merit is awarded by the Speaker in a
    public ceremony

28
SIADAR grading(no marks)
  • Good performance- ordinary appraisal scheme. It
    is the rating required for standard career
    development
  • Insufficient- extraordinary appraisal when the
    performance is beyond required
  • Very Good Excellent performance( reduces six
    months for promotion), awarded on the basis of
    facts and/or particular events. In some cases an
    exceptional merit rating can be awarded. In
    these cases P.A. reduces one year time required
    for promotion and abolishes competition

29
FormsSummary
  1. Job description missions objectives to meet
  2. Difficulties encountered by the appraised
  3. Results achieved against objectives
  4. Strengths and weaknesses related to attributes
    (skills and knowledge organization and
    implementation capacity adaptation and
    continuous improvement planning capacity team
    work and coordination responsibility and
    commitment personal attitude such as effort,
    interest and motivation) .Grading of each
    attribute Exceeds objectives, Meets objectives,
    Needs development, Unsatisfactory
  5. Individual Plan for Development of Competences
    (IPDC) , agreed upon appraiser and appraised.
    Encompasses the following items objectives and
    results to be achieved next year conditions for
    developing competences , including training
    evolving projects
  6. The forms are different for ordinary appraisal (
    good performance) and exceptional appraisal (
    Excellent or unsatisfactory) and they have
    attached a performance appraisal guide both to
    the appraised and the appraiser

30
SIADARFirst year
  • System design in consultation with Managers,
    Staff, Trade Union and also ( for approval) with
    Board of the A.R. and M.P.(s)
  • Training (appraisers /appraised)
  • Reduced paper work (simple forms, no marks,
    simple appraisal criteria simple attributes)
  • Impact in career( no forced distribution)
  • General principle of good performance was adopted
    by the P.A.C.C. No exceptional appraisals were
    conducted
  • Second year is now being run. It will be the
    first appraisal year, taking into account
    objectives set up by mutual agreement

31
Performance ManagementThe ICL Way
  • Performance management is the way forward- for
    every individual and for the company as a whole.
    It is therefore vitally important that every
    individual as a clear understanding of his/her
    work objectives and responsibilities, because
    performance will be measured against them
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