Improving individual performance:
Effective Performance Management
Systems for Small States
Regional Caribbean Conference on Improving
Public Service Performance in the OECS in
times of crisis
Rex Saint Lucian Hotel
November 2 – 3, 2009
Presenter: Beresford Riley, Government of
Trinidad and Tobago
Agenda



Managing Individual Performance :
some perspectives
The experience of the Public Service of
Trinidad and Tobago
Lessons for small states
2
SOME THEORETICAL
PERSPECTIVES
3
Performance

Performance refers to “outcomes, results
or accomplishments”
Rothwell, 2005
4
Components of Performance

Four components of performance

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
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A performer
Behaviour
Situation
Results
Morhman et al ,1989
5
Performance management

Performance management is,
“a continuous process of identifying,
measuring and developing the
performance of individuals and
teams and aligning performance
with the strategic goals of the
organization.” Aguinis, 2005
6
Performance management
“A system that involves employee
evaluations once a year without an
ongoing effort to provide feedback and
coaching so that performance can be
improved is not a true performance
management system.”
Aguinis, 2005
7
Performance Appraisal

Performance appraisal is “the
systematic description of an employee’s
strengths and weaknesses.”
Aguinis, 2005
8
THE EXPERIENCES OF THE
PUBLIC SERVICE OF
TRINIDAD AND TOBAGO
9
The T&T Experience


Establishment of the Performance
Management and Appraisal system
(PMAS)
Introduction of the Ministerial
Performance Management Framework
(MPMF)
10
Performance Management and
Appraisal System (PMAS)

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Replaced trait-based staff reporting
system
Reduced reliance upon supervisor
perception about whether employee
possessed qualities such as loyalty
11
Characteristics of PMAS
•
•
Results -based
Built around a continuous process

•
•
•
Cycle involves Performance Planning; Performance
Support; Performance Review
Linkage to strategic planning process
Developmental focus
Documentation critical
12
PMAS Process
PLAN
PERFORMANCE
(Strategic, Operational Plans
Job Clarification)
SUPPORTING
PERFORMANCE
(Monitoring,
Coaching, Feedback)
FINAL REVIEW OF
PERFORMANCE
(Results vs. Expectations)
13
PMAS Documents
PLAN
PERFORMANCE
(Position Description)
MONITOR &
SUPPORT
PERFORMANCE
(Appraisal Discussion
Record)
FINAL REVIEW OF
PERFORMANCE
(Performance Appraisal Report)
14
PMAS Challenges
•
•
•
PMAS introduced before Organizational
Performance Management System;
performance culture is now being
developed
In the context of a fledgling HR system,
other activities often given priority over
PMAS
Requirement to train 60,000 officers in new
skills and behaviours
15
Ministerial Performance
Management Framework
(MPMF)


A home grown system for managing
Ministry and Department performance
Developed by Permanent Secretaries
and Heads of Departments in 2004,
2005
16
MPMF Policy Objectives

The objectives of the policy were to
ensure the:
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Success and institutionalisation of a
results-based performance management
culture
Achievement of the goals of Vision 2020 by
linking individual and team performance to
ministerial business plans
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MPMF Policy Objectives


Cont’d.-
Provision of a balanced approach for
measuring performance results and
competencies
Development of core competencies that
reflect the values and skills that are
necessary for individual and
government success; and
18
MPMF Policy Objectives Cont’d.

Promotion of job satisfaction in a
motivating environment, and the
recognition and reward of good
performance.
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MPMF – Project Goal

To increase the performance and
effectiveness of Ministries and
Departments in the enhancement and
delivery of quality public services as laid
out in national and organisational strategic
plans
20
MPMF - Components

The five key components of the MPMF
are:
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Ministerial Performance
Management Team Performance
Service to Citizens
Employee Engagement
Achievement of Vision 2020 Goals
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The MPMF model
Ministerial
Performance
Service to
Citizens
Achievement of
Vision 2020
Goals
Management
Team
Performance
Employee
Engagement
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Ministerial Self-Assessment
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Four performance dimensions assessed:
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Effectiveness
Efficiency
Relevance
Financial viability
23
Ministerial Self-Assessment
Cont’d.
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Two complementary steps

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Developing the organisational profile
Conducting the organisational selfassessment
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Assessment of Management
Team Performance
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Use of a multi-rater (360 degree)
assessment process
Manager assessed against fourteen core
competencies required by senior
managers
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The Competencies
Competencies for Public Service Leaders
FUTURE BUILDING
Visioning
INTELLECTUAL
Cognitive
Capacity
RELATIONSHIP
Interpersonal
Relations
Creativity
Communication
MANAGEMENT
Action
Management
Organizational
Awareness
Teamwork
Partnering
PERSONAL
Stamina / Stress
Resistance
Ethics
and Values
Personality
Behavioural
Flexibility
Self-Confidence
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Outputs of Assessment
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Confidential Individual report
Report on performance of management
team
Development of individual action plan
Development of Management Team
action plan
27
LESSONS LEARNT
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Lessons Learnt

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Need for alignment of individual
employee appraisal system with system
for managing organization performance
Assess performance on a number of
different dimensions
Need to develop systems to suit one’s
particular context and needs
29
Lessons Learnt


Cont’d.
Need to utilise competency-based
management approach
Need for a systems perspective. One
aspect of the system impacts another.
E.g. Development of core
competencies has implications for
recruitment and selection, training
30
Lessons Learnt

Cont’d.
Need to adopt a change management
approach, inclusive of
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Research on best practices
Involvement of key stakeholders
Assigning dedicated leadership to change
Review of existing processes, utilising new
technology where appropriate
31
Lessons learnt

Cont’d.
Need to adopt a change management
approach, inclusive of:
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Developing an appropriate communications
strategy
Building the required knowledge, skills and
attitudes
Developing the required tools
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Lessons Learnt
Cont’d.- Evolving
Strategies in Meeting Challenges of PMAS
•
•
•
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Training of Staff directly
Training of HR Practitioners
Coaching of HR Practitioners
Development of Training Tools:
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PMAS Toolkit
Training Video, “Shaping Performance:
Appraising Mr Paul”
33
The End
Thank You
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