Transcript APS Performance Management Diagnostic Tool

APS Performance Management
Diagnostic Tool
People Management Network
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Overview of the session
S Introduction to the project
S An explanation of the Diagnostic
S Conclusions – what I have learnt
Developed from the
Strengthening the Performance
Framework Project
A joint project originally between the
APSC, Australian National University,
University of Canberra,
University of New South Wales, Canberra
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Background: Strengthening the
Performance Framework project
Ahead of the Game Blueprint for Reform (2010)
 Performance management and employee engagement
 SOSR findings
 Literature
 International Comparisons
 Capability Reviews
 Primary Data

Why High Performance?
S Where is the greatest improvement going to come from?
S What is meant by “More with Less”?
S Need a real change to occur – change management
State of the Service Reports
Questions
2009-10
2010-11
2011-12
Agencies require employees to have performance agreement
93%
90%
92%
Employees receive formal performance feedback
88%
88%
79%
Percentage of employees who agreed that most recent
performance review would help them improve their
performance
51%
50%
48%
Percentage of employees who agreed that their agency deals
effectively with underperformance
24%
23%
21%
HOWEVER ….
Performance management has a substantial
positive influence on employee engagement…
10.00
9.00
8.00
7.00
6.00
5.00
4.00
3.00
2.00
1.00
0.00
No
Yes
Do you agree that it was useful?
Engagement Score (0-10)
Engagement Score (0-10)
Did you receive formal individual performance
feedback?
Job
6.08
6.58
Team
6.07
6.55
Supervisor
6.25
6.85
Agency
5.36
5.70
10.00
9.00
8.00
7.00
6.00
5.00
4.00
3.00
2.00
1.00
0.00
Str Agree
Agree
Neither
Disagree
Str Disagree
Job
7.93
7.14
6.25
5.49
4.65
Team
7.85
7.11
6.24
5.47
4.57
Supervisor
8.48
7.54
6.46
5.45
4.49
Agency
7.03
6.26
5.38
4.62
3.83
If we keep doing what we’ve always done,
we’ll keep getting what we always got
Changing the
conversation
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•
•
How do we change a
conversation?
What do you want to be
different?
What might it look like if it
works?
What is High Performance?
S ‘No consistent standard of value has emerged to serve as a reliable guide for
governments
S We tend to be able to describe what it is not!
Characteristics of
High Performing Organisations
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Strategic Orientation and
individual role/goal clarity
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High Employment Engagement
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Ongoing feedback and
management of expectations
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Outcome and Citizen Orientated
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Cooperative Partnerships
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Continuous Learning and Improvement
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Capabilities and Competences
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Vertical and Horizontal System
Alignment
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Walking the Talk
Performance Management
… a mechanism that underpins and integrates
other management practices
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A Framework
for High
Performance
Questions for High Performance
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Question One: What will it look
like if it works?
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Question Four: Why does
‘performance management’ exist
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Question Two: How do we know
what to prioritise?
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Question Five: How will we
know when we are there?
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Question Three: What will really
motivate you?
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Question Six: Is it likely?
Outcomes so far
S Changes to legislation
S APS Employment Principles
S Core skills: Performance Management Program
Where Now?
S Diagnostic Process
S Identify the good, build on what’s working
S Designed as a circuit breaker to change the conversation
Diagnostic Process
PHASE
TASKS
1
Diagnostic preparation (3-4 weeks prior to the Diagnostic Exercise
Review context and current
processes.
Set up the Pulse. Finalise the
questions for particular foci and set up
the interviews
2
Diagnostic process (1-2 weeks depends on agency size)
Interviews (EL and SES) and focus
groups (EL and APS levels) across
agreed areas
3
Data analysis (2-3 weeks depends on amount of data to be analysed)
Analyse data reflecting each Principle
and Foundation element of the High
Performance Framework
4
Evaluation and key learnings from Diagnostic process (Workshop and
finalise report
Workshop session is arranged with
the agency’s Executive Team as part
of the report development process.
Questions?
S Need to know why you
are doing it
Five Most
Important
Things I Have
Learnt
S Need to know why you
are doing it
S Need to know why you
are doing it
S Need to know why you
are doing it
S Need to know why you
are doing it
Factors that have a positive
influence on the quality of
performance management…
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Factors that have a positive influence on the quality
of performance management…
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The extent to which managers see performance management to be a core management activity that
contributes to improving whole of organisational performance
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The extent to which there is a clear accountability mechanism for performance improvement in the
organisation
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The capacity of managers to clearly describe high performance in terms of the job and the context
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The amount of time (resources) available to managers to do performance management
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The quality of the performance management conversation (the quality of what is exchanged between
the manager and the employee)
Done well performance management has
a range of positive outcomes…
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Performance management has a positive impact on employee engagement
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Increases role clarity for all employees
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Consistent understanding of expectations and contribution for both managers and
employees
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A consistent approach to clearly articulating and managing expectations
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Provides a focus for improving performance at the individual and organisational
level
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Builds workforce adaptability through ability to understand and respond to change
S Management not HR
must drive
Five Most
Important
Things I Have
Learnt
S Setting it up as core
business – people
management
S Strategically underused
S Accountability matters –
poor performance is not
addressing
underperformance
Performance Management
… a mechanism that underpins
and integrates other
management practices
Thank you
For further details:
Contact:
Damian West, APSC
[email protected]
Deborah Blackman, UNSW Canberra
[email protected]
Fiona Buick, University of Canberra
[email protected]
Michael O’Donnell, UNSW Canberra
[email protected]
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2275681
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2130232.D
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