Performance Management

System
Alpha Sesay
Team Lead
Public Fiduciary Management Unit(PFMU)
Ministry of Finance
Outline
• Performance Management System and its importance
• Why Measure Performance
• Performance Appraisal versus Performance Management
Systems: Emphasis is on relative evaluation of individuals
• What is a key Results Area
• Setting KRA in case of a Functional Reporting Relationship
• Enablers of Performance Management Appraisals in the Public
Sector
• Measures for improving service delivery in institutions
• Hindrances to improved performance in institutions
• Performance Management System
• It is an organization - wide management program that
provides a structured approach to:
• Communicate business strategy
• Establish a shared understanding of what is to be achieved
and how it is to be achieved
• Facilitate management of self and others
• Measure and motivate performance(organizational and
individual)
• A management process for ensuring employees are focusing their work efforts
in ways that contribute to achieving the agency’s mission.
• It consists of three phases:
• setting expectations for employee performance,
• maintaining a dialogue between supervisor and employee to keep performance on track,
and
• measuring actual performance relative to performance expectations.
• A process for communicating employee performance expectations, maintaining
ongoing performance dialogue, and conducting annual performance appraisals;
• A procedure for addressing employee performance that falls below
expectations;
• A procedure for encouraging and facilitating employee development;
• Training in managing performance and administering the system; and
• A procedure for resolving performance pay disputes.
• Importance of PMS
• Performance Management System enables a business to sustain
profitability and performance by linking the employees' pay to
competency and contribution .It provides opportunities for concerted
personal development and career growth .It brings all the employees
under a single strategic umbrella
• Most importantly, it gives supervisors and subordinates an equal
opportunity to express themselves under structured
conditionsOrganizations can effectively manage the performance
appraisal process with our online performance management systemIt
calls for a high level of co-ordination, channeled information flow, and
timely review
• Why Measure Performance
• Because what you cannot measure you cannot improve
• If you cannot improve you cannot grow
• Measurement helps in objectively differentiating between performers and
non performers
• Pay for performance is possible only through metrics.
• The objectives of PMS are:
• To confirm the services of probationary employees upon their completing the
probationary period satisfactorily
• To check the effective & efficiency of individuals, teams & organization
• To effect promotions based on competence and performance
• To access the training and development needs of the employees
• To decide upon the pay rise, PM can be used to determine whether HR programmes
such as selection, training, and transfer have been effective or not.
• Performance Appraisal System (PAS) and Performance Management
System
Performance Appraisal System
Emphasis is on the relative evaluation of
individuals
Annual exercise rewards & recognition of good
performance
Designed & monitored by HR department
Ownership is mostly with the HR department
PMS Includes…Work plan – A document that
describes the work to be completed by an
employee within the performance cycle, the
performance expected, and how the performance
will be measured
Performance Management System
Emphasis is on performance of individuals, team &
organization
Continuous process Performance rewarding may
or may not be integral part
Designed by HR department but monitored by
respective departments
Ownership is with the line managers, HR facilitates
its implementation
PAS– A confidential document that includes the
employee’s performance expectations, a summary
of the employee’s actual performance relative to
those expectations, an overall rating of the
employee’s performance, and the supervisor’s and
employee’s signatures.
• Key Results Area (KRA)
• A KRA refers to a target that needs to be achieved by the appraisee in
a given time
• KRA’s are the set of performance expectations from the appraise
• The focus is on tangible outputs. However this does not mean that
tasks that have a qualitative output cannot form a KRA
• Setting KRA in case of a Functional Reporting Relationship

• Functional reporting cases will require input from the functional superior in
setting KRAs for the appraisee.
• The appraiser , the appraisee and the functional superior will have to
mutually agree upon the KRAs for the appraisee.
• In case of a disagreement , it will be the functional superior’s responsibility to
convince the administrative superior to reach an agreement on the KRAs and
communicate the same to the appraisee.
• In some cases, functional goals could be super-ordinate to business goals.
• Enablers of Performance Management Appraisals in the Public
Sector
• The level at which staff are involved in decision making
• The level of coaching and mentoring that takes place in
institution
• The extent to which staff training is encouraged
• Delegation of duty/responsibility to staff
• Effective communication
• Adequate performance measurement systems
• The level to which team work is encouraged
• Manager lead by example
• Excellent service delivery
• Measures for improving service delivery in
institutions
• Maintenance of a customer care centre
• Simplification of service delivery processes
• Decentralisation of services
• Involvement of community in designing service
• Hindrances to improved performance in institutions
• Leadership commitment
• Strategic planning
• Measuring criteria
• Knowledge by management and staff
• Effective communication
• Resources to build systems
• Space for junior staff to contribute to strategic leadership