Improving individual performance:

Effective Performance Management

Systems for Small States
Regional Caribbean Conference on Improving
Public Service Performance in the OECS in
times of crisis
Rex Saint Lucian Hotel
November 2 – 3, 2009

Presenter: Beresford Riley, Government of

Trinidad and Tobago
Agenda
 Managing Individual Performance :
some perspectives

 The experience of the Public Service of

Trinidad and Tobago

 Lessons for small states

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SOME THEORETICAL
PERSPECTIVES

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Performance

 Performance refers to “outcomes, results

or accomplishments”
Rothwell, 2005

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Components of Performance
 Four components of performance
 A performer
 Behaviour
 Situation
 Results
Morhman et al ,1989

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Performance management
 Performance management is,
“a continuous process of identifying,
measuring and developing the
performance of individuals and teams and
aligning performance with the strategic
goals of the organization.” Aguinis, 2005

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Performance management
“A system that involves employee
evaluations once a year without an
ongoing effort to provide feedback and
coaching so that performance can be
improved is not a true performance
management system.”

Aguinis, 2005

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Performance Appraisal
 Performance appraisal is “the
systematic description of an employee’s
strengths and weaknesses.”

Aguinis, 2005

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THE EXPERIENCES OF THE
PUBLIC SERVICE OF
TRINIDAD AND TOBAGO

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The T&T Experience

 Establishment of the Performance

Management and Appraisal system
(PMAS)

 Introduction of the Ministerial

Performance Management Framework
(MPMF)

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Performance Management and
Appraisal System (PMAS)

 Replaced trait-based staff reporting

system

 Reduced reliance upon supervisor

perception about whether employee
possessed qualities such as loyalty

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 Characteristics of PMAS
• Results -based
• Built around a continuous process
 Cycle involves Performance Planning; Performance
Support; Performance Review
• Linkage to strategic planning process
• Developmental focus
• Documentation critical

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 PMAS Process

PLAN
PERFORMANCE
(Strategic, Operational Plans
Job Clarification) SUPPORTING
PERFORMANCE
(Monitoring,
Coaching, Feedback)
FINAL REVIEW OF
PERFORMANCE
(Results vs. Expectations)

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 PMAS Documents

PLAN
PERFORMANCE
(Position Description)
MONITOR &
SUPPORT
PERFORMANCE
(Appraisal Discussion
Record)

FINAL REVIEW OF
PERFORMANCE
(Performance Appraisal Report)

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PMAS Challenges
• PMAS introduced before Organizational
Performance Management System;
performance culture is now being
developed
• In the context of a fledgling HR system,
other activities often given priority over
PMAS
• Requirement to train 60,000 officers in new
skills and behaviours
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Ministerial Performance
Management Framework
(MPMF)

 A home grown system for managing

Ministry and Department performance
 Developed by Permanent Secretaries
and Heads of Departments in 2004,
2005

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MPMF Policy Objectives
 The objectives of the policy were to
ensure the:
 Success and institutionalisation of a
results-based performance management
culture
 Achievement of the goals of Vision 2020 by
linking individual and team performance to
ministerial business plans

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MPMF Policy Objectives Cont’d.-

 Provision of a balanced approach for

measuring performance results and
competencies
 Development of core competencies that
reflect the values and skills that are
necessary for individual and
government success; and

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MPMF Policy Objectives Cont’d.
 Promotion of job satisfaction in a
motivating environment, and the
recognition and reward of good
performance.

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 MPMF – Project Goal

 To increase the performance and

effectiveness of Ministries and
Departments in the enhancement and
delivery of quality public services as laid
out in national and organisational strategic
plans

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MPMF - Components
 The five key components of the MPMF
are:
 Ministerial Performance
 Management Team Performance
 Service to Citizens
 Employee Engagement
 Achievement of Vision 2020 Goals

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The MPMF model

Ministerial
Performance

Achievement of
Management
Service to Vision 2020
Team
Citizens Goals Performance

Employee
Engagement

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Ministerial Self-Assessment
 Four performance dimensions assessed:
 Effectiveness
 Efficiency
 Relevance
 Financial viability

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Ministerial Self-Assessment
Cont’d.
 Two complementary steps
 Developing the organisational profile

 Conducting the organisational self-

assessment

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Assessment of Management
Team Performance
 Use of a multi-rater (360 degree)
assessment process

 Manager assessed against fourteen core

competencies required by senior
managers

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The Competencies
Competencies for Public Service Leaders
FUTURE BUILDING

Visioning

INTELLECTUAL RELATIONSHIP
Cognitive Interpersonal
Creativity Communication
Capacity Relations

MANAGEMENT
Action Organizational
Teamwork Partnering
Management Awareness

PERSONAL
Stamina / Stress Ethics Behavioural
Personality Self-Confidence
Resistance and Values Flexibility

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Outputs of Assessment
 Confidential Individual report
 Report on performance of management
team
 Development of individual action plan
 Development of Management Team
action plan

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LESSONS LEARNT

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Lessons Learnt
 Need for alignment of individual
employee appraisal system with system
for managing organization performance
 Assess performance on a number of
different dimensions
 Need to develop systems to suit one’s
particular context and needs

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Lessons Learnt Cont’d.

 Need to utilise competency-based

management approach
 Need for a systems perspective. One
aspect of the system impacts another.
E.g. Development of core
competencies has implications for
recruitment and selection, training

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Lessons Learnt Cont’d.

 Need to adopt a change management

approach, inclusive of
 Research on best practices
 Involvement of key stakeholders
 Assigning dedicated leadership to change
 Review of existing processes, utilising new
technology where appropriate

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Lessons learnt Cont’d.

 Need to adopt a change management

approach, inclusive of:
 Developing an appropriate communications
strategy
 Building the required knowledge, skills and
attitudes
 Developing the required tools

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Lessons Learnt Cont’d.- Evolving
Strategies in Meeting Challenges of PMAS

• Training of Staff directly

• Training of HR Practitioners
• Coaching of HR Practitioners
• Development of Training Tools:
 PMAS Toolkit
 Training Video, “Shaping Performance:
Appraising Mr Paul”

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The End
Thank You

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