Performance Management and Development System Annual Performance Review Contents

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1 Page 1 Performance Management and Development System Annual Performance Review Contents Guidelines to Completing the Annual Performance and Development Review Form... 2 Part 1 Assessment... 4 To what extent have the Longer Term Objectives been achieved?... 4 To what extent have the Key Objectives been achieved?... 4 Please comment on any impact the Critical Success Factors have had on the Performance of the Jobholder... 4 The Competency Framework... 4 With reference to the Jobholder s Role Profile Form and Interim Review Forms to what extent has the Jobholder developed and displayed the Key Competencies, Skills and Knowledge set out as essential to the effective performance of the role?... 4 The Personal Training and Development Plan... 5 To what extent have training and development issues as set out in the Jobholder s Role Profile/ Interim Review Form been addressed?... 5 Part 2 - Assessment of Overall Performance... 6 Please give an overall performance assessment based on the criteria set out earlier...6 Rating System Rating System Strengthening Performance... 7 Part 3 Upward Feedback... 8 Part 4 - For PSEU Grades Only Glossary of Terms... 11

2 Page 2 Guidelines to Completing the Annual Performance and Development Review Form The third phase of the Performance Management and Development System involves each Jobholder and his/her Manager undertaking a review of performance at the end of the cycle. The quality of the review will be greatly improved if Managers have created an open and supportive climate, including mechanisms for informing and consulting staff, building on the rapport which has already been developed throughout this process. Both Manager and Jobholder should also have prepared for the meeting. In 2003 for the first time there will be a formal opportunity for the individual Jobholder to express openly his/her experiences/concerns about the manner in which his/her area is being managed, with the introduction of Upward Feedback. Managers and Jobholders are asked to familiarize themselves with the guidelines for giving and receiving feedback and to adhere to these in a spirit of mutual respect. The assessment is a whole year assessment and should take into account the Role Profile Form agreed at the beginning of the cycle and any revisions made to it during the year (i.e. Interim Reviews - including what has happened since the last Interim Review) as well as any systems for monitoring performance at individual and team level set up earlier (including relevant information gained from customer/ user surveys, etc.). It will involve, in advance of the meeting, the Manager and Jobholder each separately reviewing, in relation to each objective and each key competency: what went well / why did it what didn't go well /why didn't it feedback received how can performance be further improved, e.g. - in achieving objectives - in developing the key behavioural competencies - by training and development

3 Page 3 It will be important to discuss and agree the areas that have gone well and those that have gone less well in terms of achieving each objective and in terms of the development of each key competency, the reasons for it, and how performance can be strengthened next year. The Manager will now undertake an assessment of the Jobholder's performance at individual and team level, deciding whether agreed objectives have been achieved and whether key behavioural competencies have been demonstrated. Account should be taken of: Weight: Challenge: did some objectives/competencies carry particular emphasis relative to others were some regarded as more important to achieve how hard were the objectives to achieve relative to those for other jobs in the same grade; how did the competencies demonstrated represent a personal challenge Constraints: were there particular factors restricting achievement either within or outside the control of the Jobholder Benchmark: how has the Jobholder performed relative to others in similar roles and jobs in that grade At the meeting the manager will complete the assessment (Part 2 of the Annual Review Form) and summarise the overall performance of the Jobholder throughout the year. The Manager in completing the assessment should highlight areas where performance is strong, where acceptable progress is being made and the areas where progress is not satisfactory and how the difficulties can be addressed. At this stage the Manager will, based on the narrative and the overall assessment of the Jobholder s performance decide the rating. In most cases it will be possible that this can be done as part of the review meeting. In a small number of cases it may require a second meeting. There are two parts to consider, the first based on achievement of objectives and the second on the key competencies being developed. Any areas where the Jobholder needs to improve should be indicated. The rating involves making a judgement of an individual's actual performance based on information gathered and discussed over the Performance Management and Development Cycle. When a decision is reached, the Manager should discuss the reasons with the Jobholder. For the present two rating systems will be used as agreed with the relevant unions. Rating system 1 represents a continuum on which the Jobholder's performance will be assessed. This rating system applies to all staff with the exception of Staff Officers and Clerical Officers. Rating system 2 is a box marking system which also assesses the performance of the Jobholder; this is the rating system which applies to Staff Officers and Clerical Officers.

4 Page 4 Part 1 Assessment (To be completed in advance of the meeting by the Jobholder and the Manager) To what extent have the Longer Term Objectives been achieved? This provides the Jobholder and the Manager with the opportunity to outline what progress, if any, has been made towards achieving the strategic aims of the section as set out in the Role Profile Form or as revised in the Interim Review Forms. To what extent have the Key Objectives been achieved? The Jobholder and the Manager examine the extent to which Key Objectives have been achieved in the course of the period under review. The Performance Indicators should have set the standard for objectives and should therefore assist in deciding whether the expected level of performance has been met. The Key Objectives have been set out in the Role Profile Form and may have been revised in the Interim Review Forms. Each objective should be assessed separately with due consideration of the priority and challenge it represented. Please comment on any impact the Critical Success Factors have had on the Performance of the Jobholder This provides the Jobholder and the Manager the opportunity to identify obstacles or factors external to the job that have influenced success in producing the Key Objectives. It should be closely related to the Critical Success Factors in the Role Profile Form and Interim Review Forms. Mention should be made of the actions that were taken to mitigate those obstacles. The Competency Framework With reference to the Jobholder s Role Profile Form and Interim Review Forms to what extent has the Jobholder developed and displayed the Key Competencies, Skills and Knowledge set out as essential to the effective performance of the role? In the Role Profile Form the most significant competencies for the job were identified. In this area of the form instances where these competencies were displayed should be outlined, including the skills and knowledge also identified in the Role Profile Form. The Jobholder and Manager should be able to point to specific examples of where the competency was demonstrated and identify any areas where there is room for further development.

5 Page 5 The Personal Training and Development Plan To what extent have training and development issues as set out in the Jobholder s Role Profile/Interim Review Form been addressed? The Manager and Jobholder agreed the Training and Development needs in the Role Profile Form and these may have been amended in the Interim Review Forms. This area of the form gives the Jobholder and the Manager the opportunity to identify the development that has actually taken place. This will encompass self learning, formal training, coaching, on the job training etc. Mention should also be made of any areas where, on the job the Jobholder has helped with, or received help from other members of the team in the area of development. For further information in relation to formal training provided by the Departmental Training Unit (DTU) please click (or CTRL & Click) on this address:

6 Page 6 Part 2 - Assessment of Overall Performance Please give an overall performance assessment based on the criteria set out earlier (This should take account of and make reference to any factors outside the control of the Jobholder that impacted on the performance) The Manager must now assess the overall performance of the Jobholder referring to the Longer Term Objectives, Key Objectives, Key Performance Indicators, Competencies, Skills, Knowledge & and Training and Development made available to the Jobholder. The Manager and Jobholder have examined these items in the preceding areas of the form and this will inform the assessment and ultimately the rating. Consider all factors in constructing the assessment such as experience, prolonged sick leave or the Critical Success Factors. How difficult were the objectives to achieve? The Manager must now decide on an assessment and rating. In arriving at the rating the Manager must take account of performance over the full cycle. Assessment should be made on whole year performance. A slippage in performance in the latter stages of the cycle should not obscure satisfactory performance in the earlier part of the cycle or vice versa. Reference to minor isolated instances should be avoided. Revisiting the Interim Review Forms, which have been agreed and signed by all parties involved, will aid in the assessment over the entire cycle. A comprehensive narrative, explaining the decision made by the Manager, must be completed. The Manager must decide on an overall rating. In doing so, the Manager must substantiate why he/she did not choose the points above/below the selected point. Rating System 1 The rating system for all grades other than Staff Officers and Clerical Officers involves a continuum ranging from Does not meet the requirements of the job/role and needs significant development to Exceeding the requirements for the job/role. _ _ Does not meet Meets the requirements Exceeding the requirements of the for the job/role (expected) requirements for job/role and needs level of performance the job/role significant development The Manager may mark any point along the continuum, including points between the three statements. Remember that meeting the requirements of the job is a good rating. Exceeding the requirements of the job would be an exceptional rating.

7 Page 7 Rating System 2 The Rating System agreed by the CPSU for Staff Officer and Clerical Officer Grades consists of four statements as follows: Exceeds the requirements of the job/role in all aspects Meets the requirements of the job/role and exceeds in a number of aspects Meets the requirements of the job/role (expected level of performance) Does not meet the requirements of the job/role and needs significant development The Manager should mark the box appropriate to the jobholder s performance Remember that meeting the requirements of the job is a good rating. Exceeding the requirements of the job would be an exceptional rating. Strengthening Performance This involves reviewing and discussing how the Jobholder's performance at individual and team level can be further strengthened and how improvements in weaker areas may be brought about in the short/medium term. It also involves identifying the supports and follow up action that can be put in place to achieve a realistic personal development plan. This is of particular importance in the case of a jobholder who receives a rating which indicates poor performance. In such cases the personal development plan should be designed to bring him/her up to a satisfactory level. The opportunity should also be taken to discuss career development and/or mobility where there is no further improvement/development possible and to address any immediate issues that arise. What, if any, improvements in performance are required? Having regard to the Performance Assessment in the previous cycle of PMDS we now look at the improvements required in performance in preparation for the next PMDS cycle. Any improvements required, support and follow-up actions identified here should be included in the Role Profile Form for the next year.

8 Page 8 Part 3 Upward Feedback Introduction of Upward Feedback Dec 2003 In accordance with General Council Report No 1398 Upward Feedback i.e. from the Jobholder to his/her immediate Manager is being introduced in the Department with effect from our end year reviews, in As you will be aware all end year Reviews should be completed by 19 th December The Departmental Partnership Committee has drawn up a template for upward feedback for use in this Department Part 3 of your form. This is an opportunity for the Jobholder to comment on how staff are managed in his/her area of responsibility, the running of his/her section, how PMDS is operating or to raise any other issues. Managers and Jobholders should familiarise themselves with the guidelines attached on giving and receiving feedback. Although we have all been introduced to those in the course of our PMDS training it is useful to refer to them again. General Council Report 1398 on upward feedback provides that : In 2003 Individualised feedback will be introduced in Departments and Offices. In this first year of operation the individualised feedback data will remain the property of the recipient without any requirement of onward disclosure. In 2004 Individualised feedback will continue to be sought and given as in year two (calendar year 2003) but the upward feedback will be discussed between the recipient and his/her immediate manager, as part of the normal PMDS process.

9 Page 9 Behavioural Guidelines for Giving & Receiving Effective Feedback In order to communicate feedback as a developmental process, the languages used and the messages conveyed should be non-judgemental and constructive in nature. Behavioural guidelines for the giving and receiving of effective feedback are set out as follows: Giving Feedback - Prepare carefully beforehand - Be helpful and direct In order to communicate Feedback as a developmental process, the language used should be non-judgemental and constructive in nature. - Own your message Use only I statements; don t generalise; take responsibility for your thoughts, feelings, and actions. - Ensure that there is balance in the feedback being given - Support your comments with evidence - Give clear examples to describe the behaviour. - Focus on the issues or behaviour, not on the person - Don t threaten the person, but focus on their behaviour and your reaction to it. - Pose the situation as a mutual problem Remember: your personal feelings and thoughts are reactions to an interpersonal issue. - Give the recipient an opportunity to clarify what you have said - Make sure you are understood properly; don t start new misunderstandings. - Above all, show respect for the other person. Receiving Feedback - Prepare carefully beforehand - Accept the feedback given, in a spirit of co-operativeness. - Listen actively and with an open mind - Try to hear the message, rather than react defensively. - Ask for clarification if you do not fully understand the feedback. - To avoid the possibility of arguing, denying or justifying look for the developmental aspect Ask what can I learn from this?. - Thank the giver, and say that you intend to reflect on the information you have received.

10 Page 10 Part 4 - For PSEU Grades Only This section of the form is re-produced as set out in General Council Agreement PSEU grades may complete this part of the form if they wish to receive an indication of their manager s assessment of their suitability for progression to the higher scale and for promotion purposes. However, a separate assessment procedure is already in place in this Department for these purposes involving self assessment on agreed competencies, consideration of ratings by a plenary group, and final assessment. This form does not replace that process. The existing arrangements for progression to a higher scale and/or promotion will continue until the future relationship between the Performance Management and Development System and the integrated Human Resources strategy is clarified, following the Civil Service wide review of PMDS. This is expected to be published in The assessments should be based on the performance criteria set out earlier. The purpose of this assessment is to make available the best information possible concerning the Jobholder's potential for progress to the higher scale and/or promotion as indicated by his/her performance in the present job/role. This assessment is only one of the factors which will be taken into account when considering appointments to the higher scale and/or promotion. As this assessment does not confer a right to progression to a higher scale and/or promotion, the application and special assessment forms relating to selection for assignment to a higher scale and/or promotion will have to be completed separately. However, such an assessment will have due regard to the promotion assessment carried out under the Performance Management and Development System.

11 Page 11 Glossary of Terms CMOD Centre for Management and Organisational Development is the area of the Department of Finance with responsibility for Training and Development within the Civil Service. Competency Framework A Competency Framework covers the Knowledge, Skills, Behaviours and Attributes required to successfully accomplish a job e.g. Knowledge and Skill requirements specific to a job/role, the ability to manage and develop people, or to be good at dealing with customers. It focuses on how the job or role is performed by identifying those elements that contribute to achieving effective performance. Critical Success Factors Critical Success Factors (CSF s) are any factor, external to the job, which may be essential to success in meeting the Key Deliverables set out in the Role Profile. DBG Delivering Better Government addresses the conditions internal to the Civil Service necessary to achieve changes envisaged under SMI. Key requirements in this part of the framework are a new management structure for the Civil Service, a new approach to human resource management, and a new and fully integrated performance management process. Key also is the reform of financial management systems to support the change process and the effective use of information technology. Divisions Divisions refer to the six areas within the Department of Finance: Corporate Services, Public Expenditure Division, Finance Division, Organisation Management & Training Division, Personnel and Remuneration Division and Budget and Economic Division. General Council The Civil Service General Council is the body where Unions and representative bodies (Staff Side) and Management/Government (Official Side) make decisions on central Civil Service Policy. Key Objectives Key Objectives are the key results/outputs you expect to achieve over the course of the year. Key Performance Indicators Key Performance Indicators (KPI s) clarify the results, quantitative and qualitative; you are expected to achieve by which your performance will be reviewed. They are directly linked back to the key deliverables set out in your Role Profile. MAC The Management Advisory Committee are the senior management of the organisation. Its members consists of the Secretary General, Second Secretaries and Assistant Secretaries in the Department of Finance. PMDS The Performance Management and Development System.

12 Page 12 PMDS Implementation Team The PMDS Implementation Team consists of the people who are involved in the introduction of PMDS within the Department. They are a consultative group representing the various Grades, Unions and Divisions within the Department. They make decisions on all aspect of the roll-out of the PMDS. PMDS Project Team The PMDS Project Team consists of the people who are introducing PMDS within the Department. They work on the project full time, and will be involved in delivering the training. PPF The Programme for Prosperity and Fairness is the most recent National Agreement between the Social Partners (Government, Employers, Trade Unions, Farmers and representatives from the community and voluntary sector). Quality Assurance People who will be involved in Quality Assurance will have responsibility to ensure that PMDS is implemented in an objective, fair and consistent manner. This implies that they will be responsible for: Monitoring and ensuring forms are completed, Ensuring consistency of profiles for similar work across the office, Evaluating the settings of standards/targets, Ensuring consistency with the Business Plan, Ensuring meaningful review meetings take place, Ensuring accurate evaluations take place, Monitoring that training and development needs are met. Role Profile Form A Role Profile Form identifies the contribution that a person makes, as an individual and as part of the wider team, to the achievement of the goals of the organisation set out in the Strategy Statement and Work Programmes. Smart Objectives Are the objectives you will achieve over a period of time. They are SMART because they are: Specific, Measurable, Achievable, Relevant and Time bound. SMI The Strategic Management Initiative, launched in 1994, set the agenda for change in the Irish Civil Service, focusing as it did on developing the strategic capabilities in Government Departments and Offices. The then Taoiseach, Mr. Albert Reynolds TD, in launching the initiative stated that the objectives of the SMI are to ensure that on an ongoing basis the Public Service would: Make a greater contribution to national development; Be a provider of excellent services to the public; and Make effective use of resources. Strategy Statement The Strategy Statement for the Department outlines the long-term goals for the entire organisation. It defines what the Department hopes to achieve over a 2-year period. They are determined on a 2-3 yearly basis.

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