Week 9 Slides EMEP2624.pdf
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EMEP 2624 MONITORING AND EVALUATION +27 (0)51 401 0000 e-mail www.ufs.ac.za M&E AND ORGANISATIONAL PERFORMANCE +27 (0)51 401 0000 e-mail www.ufs.ac.za RELATIONSHIP BETWEEN M...
EMEP 2624 MONITORING AND EVALUATION +27 (0)51 401 0000 e-mail www.ufs.ac.za M&E AND ORGANISATIONAL PERFORMANCE +27 (0)51 401 0000 e-mail www.ufs.ac.za RELATIONSHIP BETWEEN M&E AND ORGANISATIONAL PMS Performance Management System Performance management is the systematic process by which the organisation involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals The PMS process 5 year Strategic Plan End of year one to one Annual Plan Linked to budget 1 yr. and report Appraisal Organisational planning Quarterly Reviews – Performance ‘One to One’ Agreement feedback Personal Development Plan Personal Planning 10/25/2020 4 Cascading the Strategic Plan A Strategic Plan can only be achieved if it is put into action. Implementers must convert the Strategic Plan into Annual Plans that guide the institution on a daily basis and become a visible, active part of the business. 10/25/2020 5 1.Communicating the Strategic Plan 2. Identifying the strategic objectives 3.Determine the outputs 4. Align/develop key performance indicators 5.Align Set the targets 6. Align /develop the action steps 7. Assign the responsibility 8. Estimate the resource 10/25/2020 6 Requirements Step 1: Communicate the Strategic Plan a) Why communicating a Strategic Plan? Understand the organisational strategy (Strategic Plan) Begin the implementation of the strategic plan together as a team because the activities in the plan support each other. Staff members activities should be aligned to the organisation strategy b) How do you communicate the Strategic Plan? Circulate the Strategic Plan Document Present to all staff members 10/25/2020 7 Step 2: Identifying the Strategic Objective Strategic Objective A broadly defined objective that an organisation must What is a? achieve to make its strategy succeed. Why? To maintain a focus on what ought to be achieved Where to It will be cascaded directly from the Strategic Plan to the find? Annual Plan. Improve performance management in the public Example of ? service Improve health of the population 10/25/2020 8 STEP 3: Formulate the outputs emanating from the initiatives in the strategic plan Output What is a? the tangible results or deliverable of an intervention. must be tangible Properties of a must be measureable must be verifiable to ensure that the strategic initiative is successfully Why? implemented and expected results or deliverables are produced How do we formulate? focus on the deliverable of an intervention Where to find? derived from the strategic objectives and strategic initiatives Example of ? PMS implemented 10/25/2020 9 STEP 4: Formulate KPI per output Key Performance Indicators What is a? simple measure of performance. to help an organisation to evaluate how successful it is towards Why? the achievement of the output. it determines as to how success will be measured and tracked Forms of Percentages, Ratings, Absolute numbers, Some of the key performance indicators in the strategic plan will be cascaded directly to the annual plan, where they directly Where to find? measure that specific output formulate new KPI. No of strategic plans facilitated No of SP that meets the quality assessment standards Example of ? % of staff with signed PA Level of customer satisfaction (rating scale of 1-5) 10/25/2020 10 STEP 5: Set targets per KPI Stretch Targets What is a? the “desired result of a performance measure” should be either expressed in quantitative terms should be stretching enough Properties of a should be a simple means to measure achievements should help to assess the performance of an organization to keep the organisation focused on the strategic objective. What Why? must be achieved? a way of driving up productivity and efficiency. How? and be placed in the matrix in one of the quarterly cells/blocks Stretch targets must be determined per output and some might be Where to find? extracted from the strategic plan Targets KPIs Base Q1 Q2 Q3 Q4 line No of strategic plans facilitated 15 20 20 20 20 Example of ? No of Annual Plans facilitated 15 20 20 20 20 % of staff with signed PA 12 15 15 15 15 Level of customer satisfaction (rating scale 2.5 3 3 4 4.5 of 1-5) 10/25/2020 11 STEP 6: Formulate action steps Action Steps activities that should be undertaken at a higher level in a sequential What are? order to achieve the output Starts with action verb Properties of a doable action oriented Why? To help meet the set stretch targets and deliver the output Sequencing the main activities to be carried out to meet the set How? targets and deliver the output. Facilitate the development of a strategic plan Example of ? Develop an annual plan Facilitate the formulation of performance agreements 10/25/2020 13 STEP 7: Assign responsibility to units Responsible Unit specific unit that will be responsible to carry out the action What is a? steps to hold units accountable and responsible for the Why? implementation of planned activities Where to Organisational structure and the roles of different units find? Example of ? Project Management Unit / M&E Unit 10/25/2020 14 STEP 8: Cost the action steps to be carried out Cost Estimates Is the total amount of money required to carry out the What is a? planned action steps Enable the responsible unit to undertake the action steps Why? Enable the units to align their annual plan to the budget How? Identify cost items Example of ? Total amount for each action step 10/25/2020 15 Corporate Strategic Performance Contracts Plan Measurable key Performance Indicators & targets Multi-year Tactical Plan Measurable key Performance Indicators & targets Single-year Job descriptions Operational Plan Measurable key Performance Indicators & targets In terms of outcomes and outputs: Appraise performance Reward good performance, address poor performance Guidelines for organisational learning Activity Objective KPI Base-line Target Q1 Q2 Q3 Q4 The entire performance management process commences when the organisation scrutinises its strategic plan (that relate to its mandate) and determines the Key Performance Areas (KPA) required to achieve (effectively execute) its core functions. Performance management is a continuous process that hinges upon the establishment of goals and the measurement of peoples’ contribution towards achieving those goals. Excellent Performers 5% The underlying philosophy Potential is that all organisations must strive toward organisational Performers excellence – just an “okay” performance is unacceptable. The typical workforce consists of more or less five percent top performers, ninety per cent average performers, and five per cent problem performers. 90% The dilemma of modern managers is basically threefold-- How to keep the excellent performers excellent, What to do about the problem employees, and How toTypical raise thePerformers average performance of the average, or “typical” employee. 5% Problem Performers Technical abilities Intrinsic values, as it Knowledgeof business Understanding relates to the work & (what it takes Requirements culture, and attitude Skills towards work. to do the job). Motives Beliefs. Education Drivers (motivators). Needs (ambitions, aspi- Training Excellence rations, etc.) Mental abilities Abilities Physical abilities High Workhorse Star Workhorses People on whom you can rely and Stars who get the job done. Their People who have high potential potential is moderate, but their as well as high performance performance is high. Deadwood Trainee Trainee Deadwood People who are new employees or People who are nonproductive Problem child learners. They have the potential to and have low potential and low People who have high potential but perform well. performance. These people are who do not perform well – even after often those who show up for support. work in body only. Problem child Low High High Workhorse Star Deadwood Trainee Problem child Low High
