Performance Appraisal
in the Serbian Civil Service
Dr Aleksandra Rabrenovic
Objectives of Performance
Appraisal
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Serbian Civil Service Law recognizes the
following performance appraisal objectives:
Identification and remedying shortcomings in
civil servants’ performance
Motivating staff for better performance
Creating conditions for decision-making on
promotion and pay increments and training
needs
Who is appraised?
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All Civil Servants (in Ministries and other
civil service institutions)
Exceptions:
civil servant who is a head of institution
civil servant who worked less than 6
months
civil servant who has a temporary
position
What is appraised?
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Two key categories of criteria:
Work objectives for appraisal period
which are agreed between superior and
civil servant
Other criteria based on civil servants’
competencies and qualities
Work objectives
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Objectives should be:
clear, concrete and detailed (with agreed
content)
in line with the job description and purpose
challenging
feasible and measurable
with realistic timelines for implementation
not more than 5 for the appraisal period
Other criteria (based on
competences and qualities)
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Scope of work
Independence
Creativity
Initiative
Precision and conscientiousness
Level of Cooperation
Other
When is appraisal conducted?
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Overall performance appraisal is
conducted once a year, by the end of
February of the current year for the
previous year
However, performance with regard to
meeting work objectives is appraised
quarterly
By whom is appraisal
conducted?
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Appraisal is conducted by an evaluator:
usually the immediate supervisor of a civil
servant (group manager, head of section,
division, department, sector etc.)
Important role in the appraisal process is
given to ‘Counter Signer’:
person to whom the evaluator reports and
who provides a check to the appraisal report
and counter singes it if he/she agrees with it
Possible types of grades
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Unsatisfactory (1) – failed to achieve
identified objectives
Satisfactory (2) – achieved objectives with
minimum result
Good (3) – achieved objectives with average
result
Excellent (4) – achieved objectives with
above average result
Exceptional (5) – achieved objectives with the
exceptional result
Performance appraisal procedure
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Agreement on work objectives at the beginning of
the appraisal period
Quarterly appraisal of fulfillment of work objectives
Preparation of performance appraisal report by a
superior at the end of appraisal period
Superior and employee conduct an interview to
discuss the report and include civil servant’s
comments
Working objectives and tasks are discussed in the
first part
Promotion and development actions in the second
part
Performance appraisal procedure
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Civil Servant’s superior informs his/her
superior (counter singer) that appraisal
interview was conducted
Counter signer resolves possible
disputes and counter singes the report
Copy of results of the report/interview
is forwarded to human resource
department and head of organization
What decisions are made on the
basis of performance appraisal?
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Proposals for civil servants training and professional
development
Decision on promotion
If there is an available post, civil servant who is appraised with
grade “Exceptional” for two consecutive years can be promoted
to a higher position
- If there is an available posts, civil servants who is appraised
with grade “Excellent” for four consecutive years can be
promoted to a higher positions
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Decision on pay increments
civil servant who is appraised with grade "Exceptional" for two
consecutive years is promoted by two pay steps;
if appraised as "Exceptional" or ''Excellent'‘ and “Exceptional” for
two consecutive years is promoted by one pay step;
if appraised as ''Good'' or as ''Excellent'' and “Good” for three
consecutive years is promoted by one pay step.
What decisions are made on the
basis of performance appraisal?
If quarterly performance appraisal is negative
extraordinary appraisal is conducted
 Consequences of extraordinary appraisal:
- ‘Mild’ consequences:
demotion to a lower rank
demotion to a lower pay step
- ‘Hard’ consequences:
Termination of employment
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Pay system and performance
appraisal consequences
Ranks
Pay
level
Pay steps
A. group I
I
9,00
A. g. II
II
8,00
A. g. III
III
7,11
A. g. IV
IV
6,32
A. g. V
V
5,62
Sen advisor
VI
3,96
4,15
4,36
4,58
4,81
5,05
5,30
5,57
In. Advisor
VII
3,16
3,32
3,49
3,66
3,85
4,04
4,24
4,45
Advisor
VIII
2,53
2,66
2,79
2,93
3,08
3,23
3,39
3,56
Junior Adv
IX
2,03
2,13
2,23
2,34
2,46
2,58
2,71
2,85
Associate
X
1,62
1,70
1,79
1,88
1,97
2,07
2,17
2,28
Junior As.
XI
1,35
1,42
1,49
1,56
1,64
1,72
1,81
1,90
Clerk
XII
1,13
1,18
1,24
1,30
1,37
1,44
1,51
1,58
Jun. clerk
XIII
1,00
1,05
1,10
1,16
1,22
1,28
1,34
1,41
Main challenges are problems
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How to determine work objectives?
How to change work objectives?
How to avoid subjectivity and inflated
appraisals?
How to measure differences between
exceptional, excellent, good and satisfactory
performance?
Lack of linking organisational and individual
performance
Solutions which are applied and
are considered to be applied
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Introduction of effective performance appraisal
requires a major programme of work:
extensive training of managers and staff and the
commitment of senior management across the civil
service;
strengthening of capacities of HR units in civil service
institutions.
There is a consideration of introduction of ‘quotas’
and introduction of disciplinary responsibility for lack
of compliance with performance appraisal provisions
THANK YOU FOR YOUR ATTENTION