From Strategic Plan To Performance Appraisal Goda Aleksaite

From Strategic Plan To Performance Appraisal Goda Aleksaite Public Administration and Open Government Unit Office of the Government of Lithuania 10/12/2015

Documents vs. Human Result?

Legal Framework Civil Service • Sets main principles and partly procedures Law Performance Appraisal • Sets procedures, forms, terms Rules Recommendations • Explanation and examples

Key actors Evaluative Direct Manager Commission

The role Fill the evaluation form Propose individual tasks Propose qualification improvement possibilities Fill the evaluation form Set individual tasks Propose to improve qualification Decide on evaluation if outstanding, satisfactory or unsatisfactory

Key actors + Evaluative Direct Manager Commission Civil Service Department HR Unit

The role Give recommendations Participate in commission Approve the commissions for senior civil servants Participate in interview Organize commission’s work Give trainings

Process Evaluation form/ Evaluative Evaluation form/ Manager Interview Commission

Interview Make your evaluative feel relaxed Clear the problems and their causes Tell how you evaluate his/her activities Help find ways how to reach Tell the aim of the meeting Talk about the activities of evaluative Tell expectations on changes and results Set concrete tasks for next year Discuss indicators and risks

What is evaluated? Individual tasks Qualification Routine functions

From top to down Strategic Plan Yearly Plan Government Priorities Individual Performance Appraisal Individual Incentive

Individual task Clear Specific Well-timed Yearly Plan Introduce change Improve process Government Priorities Quantity Quality Time Individual Costs Incentive Specific number of tasks 3 - 6

Agreement on the results Last year results 1. 2. 3. Upcoming year tasks 1. 2. 3. Key indicators (quantitative, qualitative, time, etc. ) 1. 2. Risks (what kind of circumstances could affect the fulfillment of the tasks)

Indicators Is the quantity important? Is the quality important? Does time matter? Do costs matter?

Example for Head of Unit Upcoming year tasks Indicators for measuring results Organize and control the drafting of 3 legal acts by the end of III Q 3 drafts of legal acts (concerted and provided to direct superior) by the end of III Q Organize meetings with NGO’s in the field of involvement society One meeting with NGO’s per quarter, one visit to NGO per quarter in decision making process Position note provided after each meeting Provide proposal for TW project Draft proposal provided on 22 nd April 2016 Create the system of notification society on the matters concerning child rights protection The website renewed till the 1 st June 2016 Press release published each quarter on website and in media

Example for Specialist Upcoming year tasks Indicators for measuring results Perform auditorial review each quarter 3 auditorial reviews each Q 3 notes provided each Q Draft Civil Servants Recruitment rules III Q Draft on Civil Servants Recruitment rules provided to direct superior on the 15 th September 2016 Provide qualitative drafts of decisions Not more than 5 mistakes in one draft Issue the certificates of quality and keep the record of above mentioned certificates The certificates issued till the 1 st June 2016, the report provided to Ministry of Economy by the 15 th June 2016 Press release published each quarter on website and in media

Examples of risks Human factors (illness) The change of legal acts IT breakdown Public Procurement procedures breakdown Commitments of third parties breached

Evaluation Form Name, Surname Position Date Assessment (direct manager) Evaluation criteria 1 2 3 4 Direct manager comments (reasoning) if manager doesn't agree with the evaluative 1. LEADERSHIP � � 2. HR MANAGEMENT � � 3. PROJECT MANAGEMENT (if organization applies PM) � � 4. FINANCE MANAGEMENT � � 5. ANALYSIS AND REASONING � �

Lessons to learn No likes or dislikes double standards judgement according to one criteria rewriting functions from job descriptions Yes even few interviews coordination with other managers on some complex tasks ambitious tasks few indicators for tasks

Advantages vs. Disadvantages The best: To improve: Concrete criteria Performing interview Interview Link with training Recommendations Risk management Link with salary Competency model

Competency model Sets the rules how to behave Link with mobility Link with training General competencies are set centrally Individual General Incentive Ethics Specific competencies are set by institution Leadership Specific

Motivation Individual Incentive

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