PERFORMANCE MANAGEMENT
AND APPRAISAL SYSTEM
GOVERNMENT OF JAMAICA
Public Sector Modernisation Division
Cabinet Office
PMAS OBJECTIVES
1.
Institutionalise the principles of service,
output and outcome oriented operations
Create systems and processes to support
delivery of services in a more efficient and
effective manner
2.
Increase motivation of staff
clearly define contribution to the organisation
reward high performance and achievement
3.
Higher levels of productivity
Public Sector Modernisation Division
PMAS =CULTURE CHANGE
New performance
culture with greater
emphasis on:
development of
human resources
optimum utilisation
of human resources
client focused and
results oriented
Public Service
Public Sector Modernisation Division
Guiding Principles/Values
Effective Communication
Objectivity
Transparency
Fairness
Equitable Treatment
Mutual Respect
Public Sector Modernisation Division
LINKAGE WITH THE CORPORATE/STRATEGIC AND
OPERATIONAL PLANNING PROCESSES
GOVERNMENT OF JAMAICA PRIORITIES
(Key Government Objectives)
MINISTRY’S STRATEGIC PLAN
(Goals and objectives in line with Key Government Objectives)
BUDGET ALLOCATIONS
(Prioritised resources in line with government objectives – estimated initially and known
thereafter)
DEPARTMENT’S OPERATIONAL PLAN AND ANNUAL BUDGET
(Goals and objectives for a given Financial Year)
UNIT PLANS
(How each unit within the Department will contribute to the implementation of the annual plan)
INDIVIDUAL WORK PLAN OBJECTIVES OR KEY TASKS
(What each individual is expected to contribute towards the achievement of objectives)
(Includes performance measures/indicators/targets that indicate task completion/success)
change in priorities/budget allocation will lead to revision of the operational and
individual work plans
Public Sector Modernisation Division
How Is the New System
Different?
Objective basis for the appraisal
Clarity in performance expectation and contribution by
the individual
job contribution to the achievement of divisional and
subsequently organisation’s objectives
performance standards expected in delivering on outputs
Results of the appraisal provide useful information
performance improvement, skills enhancement
career development and/or succession planning
Public Sector Modernisation Division
How Is the New System
Different?
Improves communication between
Manager/supervisor and direct reports
regular performance reviews, feedback and adjustments
performance reviewed against mutually agreed outputs and
performance standards
training and development needs identified
fosters more open and participative environment
Provides for Recognition, Rewards and Sanctions
good performance recognised
improvement encouraged
sanctions for performance below a minimum standard
Public Sector Modernisation Division
Pre-requisites for PMAS Implementation:
Leadership Elements
Top management must understand and support the
objectives and guiding principles of the system
give active and consistent commitment, support and leadership to its
development and implementation.
responsible for Change Management
A functioning internal implementation management team
appropriately constituted
Trained
have specific responsibility for managing PMAS implementation and
Change Management activities across the organisation.
A PMAS Core Project Team (headed by the Senior Director
Human Resource Management)
trained in the writing of output focused job descriptions,
performance standards and the development of work plans
undertakes the actual implementation work.
Public Sector Modernisation Division
Pre-requisites for PMAS Implementation:
Organisational Elements
Change Management Plan
importance of the PMAS is promoted
implementation actively supported by all the executives,
managers and supervisors
anxiety minimised or avoided
Communication Plan
everyone in the organisation has a clear understanding of
the change taking place
what is required of them
Public Sector Modernisation Division
Pre-requisites for PMAS Implementation:
Organisational Elements
Strategic Plan or one into which it is linked
Operational and Divisional Plans must be linked to
that Strategic Plan
Gap Analysis related to the human resource
management and planning systems to determine the
Pre-PMAS implementation situation
Written and approved Output focused Job
descriptions that identify the accountabilities of each
position in the organisation
Work plans that indicate what is required of an
individual in any given financial year
Public Sector Modernisation Division
Pre-requisites for PMAS Implementation:
Organisational Elements
Managers and supervisors must have been
trained in key management competencies such as
work plan development
coaching
mentoring
mediation
giving and receiving feedback
counselling techniques
conducting performance appraisals
Public Sector Modernisation Division
KEY PLAYERS
ROLES AND
RESPONSIBILITIES
Roles & Responsibilities:
PS/Chief Officer
Clarify the organisation’s mandate and
plan for the year
Ensure work environment is organised for
optimum productivity
Ensure policies and procedures support
the desired culture change
Provide effective leadership, giving clear
consistent direction
Foster team spirit & cohesion
Regularly discuss performance
expectations, changing priorities and
resource allocation with Managers
Monitor performance for corrective action
Share and discuss information on
rewards and sanctions
Public Sector Modernisation Division
Roles & Responsibilities:
Managers/Supervisors
Ensure knowledge of the organisation’s mandate and plan
for the year
Provide effective leadership, giving clear consistent
direction
Promote the culture change
Ensure work is organised
Foster team spirit & cohesion
Discuss performance expectations & assessment criteria
(work plans)
Communicate changing priorities and resource allocation to
staff
Give regular feedback on performance
Facilitate/Provide opportunities for training & development
to enhance performance before and after formal
performance review
Share and discuss information on rewards and sanctions
Public Sector Modernisation Division
EPMAT (Employee Performance
Management & Appraisal Team)
Develop a comprehensive Change Management Plan:
plan of action for implementation of the PMAS across the
organisation
sensitisation of employees - rationale and benefits of the
PMAS, opportunities for employees to discuss how the
proposed changes will affect them
Attend the relevant training/briefing sessions and transfer
knowledge gained into concerted action
Participate in the conduct of PMAS Sensitisation
sessions
Identify and make available/seek to make available, the
critical resources to ensure implementation
Hold regular monthly meetings (or more frequently as
necessary) to monitor implementation against agreed
targets
Prepare a monthly implementation status report against
targets
Make recommendations with respect to changes thought
necessary, post PMAS implementation
The EPMAT must operate as a cohesive whole and
demonstrate commitment as it leads the performance
culture change process in the organization
Public Sector Modernisation Division
Roles & Responsibilities:
Core Project Team
Undertake the following by working with all levels of
staff:
draft output focused job descriptions
discuss drafts with incumbents and finalise them
based on the approval of their respective
Managers/Unit Heads
Guide/support managers and supervisors, through
coaching and other mechanisms to:
Develop work plans with outputs and performance
standards that are clearly linked to Unit Plans (which in
turn are linked to the operational and corporate plans
of the organisation)
Deliver in-house training and coaching sessions as
necessary
Help promote the culture change
Give regular feedback to EPMAT on implementation
issues
Public Sector Modernisation Division
Role & Responsibilities:
Employee
Maintain/improve knowledge &
skills
Maintain awareness of operating
environment & organisation’s
mandate
Know & understand scope of
responsibilities & duties
Give feedback on performance
expectations and assessment
criteria
Give feedback on constraints to
achieving targets
Produce & maintain high quality
of output
Public Sector Modernisation Division
Roles & Responsibilities:
Reviewing Manager
Ensure equitable
treatment
Help resolve any
disagreement which
may result from the
assessment process
Public Sector Modernisation Division
Roles & Responsibilities:
Human Resource Manager
Ensure knowledge of the PMAS
Facilitate exercise of
manger’s/supervisor’s
responsibilities
Facilitate employee development
Manage career and succession
planning
Act as resource for all staff
Ensure employee performance
appraisal records are kept and
maintained
Monitor the system
Ensure appropriate follow-up action
is taken
Public Sector Modernisation Division
Public Sector Modernisation Division
Step 1: March/April
Step 5: March/April
Supervisor & Employee
develop & agree on
performance objectives/
targets
Annual Review,
Setting targets for
new financial year,
including those in
relation to training
& development
Step 2: June/July
Review performance
in relation to targets
& agree appropriate
adjustments/ action
Step 4: December/January
Step 3: September/October
Review performance in relation
to targets & agree appropriate
adjustments/ action
Review performance in relation
to targets & agree appropriate
adjustments/ action
Public Sector Modernisation Division
Step 1:
The Employee & Direct Supervisor should try to resolve the
issue
Step 2:
The Employee, Direct Supervisor & Reviewing Manager
should try to resolve the issue
Step 3:
The intervention of the Senior Human Resource Manager
should be sought
Step 4:
If there is still no resolution, a Panel will be appointed to
adjudicate the appeal
Step 5:
The recommendation of the Panel will be presented to the
Permanent Secretary for a final ruling.
Legal action may be pursued if there is a point of Law in
question.
Public Sector Modernisation Division
Early April
No surprises
Based on:
the latest revised work plan and
performance against:
Targets agreed
Competencies demonstrated
Overall score
≥ 75% the increment is paid
≥ 80% recognition and/or rewards
may be given
Improvement and Development
needs identified
Appraisal is reviewed by another
senior manager (where applicable)
Public Sector Modernisation Division