The University of South Africa

INTEGRATED PERFORMANCE MANAGEMENT SYSTEM TRAINING19November 2010LIBRARY

Mpho LerotholiGiven MolotoMpho Sepato1What is Performance ManagementSystematic process of managing the cycle of events that ensure that organisations, teams, processes and individuals achieve predetermined outputs and results. The cycle has a series of activities that are linked in a systematic and integrated way to support performance achievement2To foster a culture of performance excellence, accountability and stewardship consonant with UNISAs values, objectives, institutional identity and culture.

To link the day-to-day activities of every employee to UNISAs operational needs and its long-term goals to ensure effective and sustained performance.

To build relationships of collegiality, openness and trust between employees, their colleagues and their line managers by incorporating mentoring, coaching and regular and honest performance conversations as key elements of performance management.

To enhance quality by engendering a culture of continuous learning and critical self-reflection.

Objectives of Performance Management at Unisa3To promote service excellence by inspiring employees to serve students, colleagues and other stakeholders with integrity and dedication.

To provide an environment conducive to performance by ensuring that employees receive the necessary resources and support to carry out their responsibilities and to correct performance shortfalls in a proactive manner.

To enable employees to showcase their individual contributions towards achieving UNISAs goals and to receive recognition and acknowledgement for superior performance.Objectives of Performance Management at Unisa

4UNISAS STRATEGYSTRATEGIC OBJECTIVESKEY PERFORMANCE INDICATORSUNIT GOALSKEY PERFORMANCE AREASKEY PERFORMANCE INDICATORSINDIVIDUALKPASPERFORMANCEMEASURESPERFORMANCE TARGETS & STANDARDSINSTITUTIONAL MANDATEUNIT/DEPARTMENTALBUSINESS PLANPERFORMANCEAGREEMENT5Harnessing potential through the performance management and development cyclePHASE 3REVIEWING June / JulyHow well is the employee progressing with the targets in his/her agreement half-way through the annual cycle? What corrective actions need to be instituted to ensure achievement of targets?PHASE 2DOING, REFLECTING & LEARNING OngoingHow well is the employee progressing in relation to performance and development throughout the year?Is the employee working towards the achievement of his/her career aspirations?PHASE 1PLANNING DecemberWhat is expected from the employee for the next year in relation to performance and development?What are the career aspirations of the employee and are they appropriate within the UNISA context.PHASE 4ASSESSING Nov / DecHow well has the employee contributed to Unisas objectives and targets for the year?What are the consequences i.t.o. development, reward, corrective action and career progression?6IPMS Process StepsPlan Perf planning Perf agreementAct Implementing; monitoring; mentoring and performanceEvaluate Assess, Evaluate and PerformOutcome Performance Achievements, Outcomes and Development or Correction on Areas for improvement7KEY PERFORMANCE AREA (KPA)WEIGHTOBJECTIVESACTIONSIOPPERFORMANCE MEASURESTARGETS AND STANDARDSKPA 4

Effective implementation of IPMS Operational Plan

5% - 10%Establish a culture of performance, accountability and stewardship through the integrated performance management system (IPMS) aligned with corporate performance management

Quantity (e.g. Pass rate) Quality (e.g. accreditation) Timeliness / due date Approval Compliance (procedures) Client feedback According to planEnsure full and timely implementation of the IPMS cycleCompliance95% complianceSubmit IPMS Policy for approvalApprovalIPMS Policy approved by Council by November 2009Configure the IPMS on OracleProgress according to planAttend to queriesTurnaround timeWithin 24 hoursProvide effective training to enhance user skills and confidence in applying the IPMSNumber of training workshops

Client feedback1 training workshop per department

Rating of 3 on a 5-point scalePerformance agreements template8Creating Performance AgreementsPerformance Agreement is a documentation of Agreed deliverables, Performance Measures and indicators, demonstrated behaviour, values, attitudes and applied competencies It enables one to answer the following questionsWhat should I do? (KPA) Why am I doing it? (Objectives)How should I be doing it? (Actions/Activities, targets and standards)How will I be measured? (Performance Measures)

9What should be in the Performance Agreement?Descriptors: Name, Employee ID, Grade, Job Title etcPurpose of the JobKey Stakeholder (Receivers and contributors)Key Performance Areas/Objectives/Outputs/ActivitiesWeightingsStandards and MeasuresBehavioural Competencies and IndicatorsPersonal Development Plan10Develop your own Performance AgreementActivities are:Those steps or actions that must be completed in order to produce the outputs required by the specific KPA. Directly related to how to achieve the objective

11Develop your own Performance AgreementPerformance MeasuresCategory for which the achievement of the objectives and successful completion of the activities are measured.Various methods of measuring performance such asReportsEvaluationsStudent or participant feedbackIf defined up front, it clarifies the deliverables required on agreed timelines for you and your manager12Develop your own Performance AgreementTargets and standards are the levels of performance that are acceptable within the performance measures.Targets are the short term goals that move as the organisation moves defined on shorter timelines and will be reviewed more frequently.StandardsStable measures that evaluate the quality level of work to be delivered. These benchmark the performance.13How to Develop PAConsult the strategic goals/objectives of your Business Unit and ensure that its contents are clear and that a direct link can be made to the individual job at handDefine the focus of the job, identify and weight Key Performance Areas so that they are directly linked into the objectives of the Business UnitDevelop objectives / deliverables for each Key Performance Area and determine attached standards / targets. Specify any enablers or resources that are pre-requisites for success14How to Develop a PAClarify how the objectives are to be reviewed / measured - your sources of information and methods of measurement.Review and update the Personal Development plan

15How to Develop PAWeighting Process Objective of Weighting is to give an indication of the priority of the objectives in terms of impact on job success Weighting is determined by the importance of the area and objectives to job success, not by the amount of time spent on outputs falling into this category 16How to Develop a PAWeighting Rank your Key Performance Areas in order of importance. This is determined by their impact on the achievement of the overall job purpose and contribution to the Operational plans. No two Areas should have the same ranking; this is a forced ranking exercise.Assign a percentage out of 100% to each of the Key Performance Areas. The highest ranked priority gets the highest percentage, the second the next, and so on. The total of all the Areas will add up to 100%If the objectives within the Area differ significantly in priority, you can use the same process to weight all the objectives rather than just the Key Performance Areas.17CRITICAL SUCCESS FACTORSOF A PERFORMANCE AGREEMENT18SpecificDescribes, unambiguously, a single result that must be achieved, e.g. Reduce debtors daysMeasurableCan be given a standard that accurately measures the result, e.g. ... to within 45 days. If they are not capable of quantification, the result must be observable and key indicators described so that it will be possible to know when the objective has been achieved AchievableWhile the objective and standards must be stretching, they must also be achievable, realistic and within the control of the individual. An element of development must underlie the expectations without making it the impossible task RelevantThe standards/targets support and will ensure achievement of the Strategic Objectives of the department / business unit Time boundIndicates the specific time frame in which the objective must be achieved, e.g. By 31 October 2006", or milestones along the way if an annual objective. Not all objectives can be time bound 19Parties to creating the PAManagerEmployee

JOINT RESPONSIBILITY20Next stepsDiscuss the PA with your ManagerMake adjustmentsFinalize the agreement and commit to the agreed performance criteriaYour Manager will file the PA with HR

21The objective here is to get individuals to accept their responsibility in ensuring that the process is completed correctly.ACT22Performance ImplementationPlanning (Activity plan, daily, weekly and monthly)Organising (Resources relevant to activity)Leading (Taking responsibility of own actions/activities, making right decisions at the right time, communicating and informing relevant stakeholders)Controlling (Time and resources employed on the activity)Monitoring (Check progress against plans and self evaluate performance)23Performance MonitoringObserve key outputs against set standardsRecord progressEngage in arranged performance reviewsIdentify performance gapsCommit to corrective and or sustainability plans24Performance TrackingTracking is an ongoing process of information gathering to check whether performance is on target, and activities are achieving the set objectives.25Portfolio of EvidenceTRACK is used To record as much detail about an event as possible to discuss comprehensively with your managerTask or situation that you are involved inReason for your involvementAction that you took; how you dealt with the situationConsequences or results of the actionKind of response you need to have and hope to receive from your manager

26Portfolio of EvidenceA comprehensive and thoughtfully compiled self-assessment document that reflects ones achievements, areas of development, opportunities utilised and challenges experienced in executing designated tasksPOEs must be relevant to your agreed PA objectives and how you have supported the achievement of the UNISA goals and objectives

27EVALUATION28Roles and ResponsibilitiesEmployeePrepare for evaluation discussionActively participate in the discussionBring documents supporting performance achievement (your portfolio of evidence)Bring along your Performance AgreementSupervisorCollect relevant assessment information and evidenceAssess the employee in a fair mannerRate the performance of an employee against set standards and targets29 FeedbackFeedback is an interactive process by which you communicate to another person how he or she is doing against specific objectives and performance standards.

Effective feedback is constructive in nature and answers the question How am I doing.30FeedbackBased on TRACK recordHard and Soft informationSpecific examplesNo evidence = No feedback

31Feedback ProcessInvestigate before giving feedbackState the rationale for the feedbackUse an appropriate styleAsk for feedback32Effective FeedbackSpecific What done and why it was effective or ineffectiveAccurate Checking sources for bias and factTimely Soon after event or tracked accuratelyBalanced Mix of +ve and ve feedback, not groupedGiven with Alternatives Action plan or idea to improveRelevant focussed on agreed objectives and behaviours

(If you SAT at a BAR, would you have a sad or a glad story to tell?)33Evaluation FrequencyImmediate Monthly Feedback Sessions6 Monthly Performance ReviewsAnnual Performance AppraisalsSpecial CircumstancesClosing a performance gapNew in a position, transfer or promotionArea for developmentNew skill or growth area34 STANDARD RATING SCALE5OutstandingExceptional performance in all areas of responsibility. Planned objectives were achieved well above the established standards and accomplishments were achieved in unexpected areas.4Exceeds ExpectationsConsistently exceeds established standards in most areas of responsibility. All requirements were met and objectives were achieved above the established standards.3Meets ExpectationsAll job requirements were met and planned objectives were accomplished within established standards. There were no critical areas where accomplishments were less than planned2Needs ImprovementPerformance in one or more critical areas does not meet expectations. Not all planned objectives were accomplished within the established standards and some responsibilities were not completely met1Does not meet minimum standardsDoes not meet minimum job requirements. Performance is unacceptable. Responsibilities are not met and important objectives have not been accomplished. Needs immediate improvement5-point rating scale35Resolution of Performance Review DisputesEscalate one level upProvide portfolio of evidence to the mediatorAttempt to reach consensusIf unable to resolve with the mediator, initiate the Dispute Grievance Procedure36OUTCOMES OF THE EVALUATION37Key StepsRecord performance assessment outcomesAcknowledge performanceCorrect under performance Performance Improvement PlanReview Personal Development PlanRe-plan for new Performance Agreement38Immediate OutcomesFrequent feedback and progress opportunitiesRecognition of achievementAmendments to deviations from performance objectivesCounseling and CoachingTrainingClarification/explanationDisciplinary actionWork Environment Audits

392010 IPMS CALENDARPERIODREQUIRED ACTIONSFebruary 2010Based on their departments 2010 operational plan, staff members and their line managers finalise and sign their performance agreements and development plans on the required template.Line managers file hard copies of the signed agreements.Line managers attach electronic copies of the agreements on the Appraisal Management module of OracleFebruary onwardsThe IPMS Division quality assures the performance agreements developed by staff members to assess the integrity of the agreement process.February - JuneStaff members and their supervisors track, monitor and develop their performance based on their performance agreements. The institutional Moderation Committee moderate the mid-year reviews of all staff members to assess the integrity of the process. June - JulyLine managers conduct formative mid-year performance reviews for all staff members reporting to them and put in place corrective actions. July - NovemberStaff members and their supervisors track, monitor and develop their performance based on their performance agreements.DecemberLine managers conduct summative year-end performance assessments for all staff members reporting to them and the outcomes inform staff members performance agreements and development plans for 2011.January 2011The various Moderation Committees moderate the year-end performance assessments of all staff members to assess the integrity of the appraisal process. 40UNISA SupportEach Department/Unit has been assigned a contact person in the OD departmentYour support e-mail is:

IPMSproject@unisa.ac.za41INTERNAL CONSULTANTCONTACT DETAILSORGANISATIONAL UNITS OR OFFICIALS RESPONSIBLE FORMs Botsile KepadisaTel: (012) 429-4320kepadabb@unisa.ac.zaCSETOperations PortfolioLibraryMs Mpho LerotholiTel: (012) 429-2461lerotmy@unisa.ac.zaCAESLearner Support and Student Affairs PortfolioRegistrars PortfolioMs Given MolotoTel: (012) 429-2636molotgrb@unisa.ac.zaCEMSPro-Vice Chancellors OfficeAcademic & Research Portfolio (Support departments)Finance & University Estates PortfolioMs Mpho Sepato

Tel: (012) 429-8246sepatpm@unisa.ac.zaCHSCLAWPrincipal and Vice-Chancellors OfficeStrategy, Planning and Partnerships Portfolio42

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