EMPLOYEE PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM (EPMDS)
IMPORTAND DATES
Signed PA is filed/submitted to HR
Employee, supervisor and Head of HR
Finalisation of capturing of employee performance agreements on PERSAL
Finalisation of annual performance assessments
Employee, supervisor and Head of HR
Submission of the mid-term reviews(April to Sept)
Approval of moderated annual performance assessments.
AA / EA or delegated Authority
EA or delegated Authority
Implementation of outcomes of the annual performance.
HR/Finance/Accounting Officer_assessments
HR/Finance and Accounting Officer
INTRODUCTION
The Employee Performance Management and Development System (EPMDS) have been designed as a system to assist with the performance management of employees on salary levels 1-12 in the Northern Cape Provincial Administration. This amended system becomes effective on 01 April 2018
The EPMDS enables both the employees and their supervisors to plan work and clarify performance expectations well in advance and agree on how these will be measured. Performance shall then be monitored and evaluated in order to provide constructive feedback on performance achievements by employees. Performance recognition will also be given while at the same time addressing inadequate levels of performance by developing employees.
This policy shall then provide a standard framework to guide supervisors and employees within the Northern Cape Provincial Administration in terms of effective implementation of Employee Performance Management and Development System for employees on salary levels 1-12.
Chapter II, Section 3(1) and (2) of the Public Service Act, 1994 provides that the MPSA is responsible for establishing norms and standards relating to among others employment practices for employees, including performance management. The MPSA can determine these norms and standards by making regulations, determinations and directives.
The Head of Office of the Premier is empowered by section 7(3)(c)(iii) to set norms and standards for inter alia for conditions of service and other employment practices, in terms of section 3(1)(c) of the Public Service Act, 1994, as amended.
The effect of the aforementioned is that the Head of the Office of the Premier is empowered to develop generic transversal policies and guidelines which will suit the needs of the public service in the province.
Clause 12.1 of the Public Service Co-ordinating Bargaining Council (PSCBC) Resolution 1 of 2012,(wage Agreement for 2012/2013), provides that the employer will review the current PMDS for employees on salary levels 1 to 12. The PSR has been amended to give effect to and incorporate the changes in the performance management for employees other than SMS members.
Chapter 4, Part 5 of the PSR 2016 provides norms and standards on the PMDS for employees other than members of the SMS which must be included in the departmental PMDS. The Determination and Directive seeks to elucidate and supplement the PSR 2016 and provide guidance to departments on which areas to revise in their departmental PMDS policies.
Departments are expected to review/amend their PMDS policies and align them to the PSR and the determination and directive.
EPMDS is not about getting cash incentives only, the policy rather aims to enhance institutional effectiveness and service delivery improvement through HR development programmes, the PDP plays a critical role in this instance, i.e. where there is a performance gap, development through development shall apply.
Glossary of Terms
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Performance agreement: A document agreed upon and signed by an employee and his or her supervisor, which includes a description of the job, selected KRAs and GAFs/CMCs, a work plan and the employee’s personal development plan.
Performance Agreements or an agreement of similar nature must be signed
by both parties (i.e the employee and the supervisor) for it to be valid and
binding.
- The performance agreement is the cornerstone of performance management at the individual level.
- All current employees shall enter into, sign and submit performance agreements to the EPMDS Component by 31 May of each year, A newly appointed employee shall conclude, sign and file their PAs or an agreement of similar nature within three (3) months of the date of appointment thereafter two calendar months of the beginning of each financial year.
Workplan
While the performance agreement is the cornerstone of performance management at the individual level, the work-plan contains the essence of the performance agreement.
The criteria upon which the performance of an employee is assessed consist of Key Performance Areas (KPAs), which are contained in the PA.
KPAs covering the main areas of work will account for 100% of the final assessment
KPAs describe what is expected from an employee in his/her role and focus attention on accomplishments that will assist units and ultimately the organisation in performing effectively. In the work-plan, the KPAs should be broken down into measurable outputs and activities with resource requirements. These are used to indicate how the performance /achievements of the outputs and activities will be measured.
Generic Assessment Factors (GAFs) describe the competency requirements taking into consideration the knowledge, skills, and attributes relevant to the employee’s work and are for purposes of identifying developmental areas of employees. The following GAFs should be linked with the agreed KPAs. The supervisor and employee must agree on the number of GAFs that are deemed to be most important for effective performance in a particular job and must be reflected in the performance agreement.
Personal Development Plan (PDP)
Every employee is required to have a Personal Development Plan (PDP) that is prepared to inform the Workplace Skills Plan (WSP) for the next financial year. PDP provides an opportunity for managers/supervisors and employees to jointly identify training and development needs in order to improve the work performance and to support individual development.
The personal development plan records the interventions (actions) agreed to improve performance and to develop skills and competencies. It must be developed to improve the ability of the employee in their current job.
The performance of employees must be monitored by SUPERVISORS continuous basis
- Performance reviews shall be used to monitor performance and provide feedback on the achievements made in meeting the set outputs or targets agreed to for the quarter. These reviews are necessary to motivate and reveal to the employee, areas that need improvement and if required, to modify the PA.
- The performance of an employee shall be reviewed on a quarterly basis, with the understanding that such reviews may be verbal if the employee’s performance is satisfactory. However, it is compulsory that two formal performance reviews / assessment be conducted annually, one in the middle of the financial year(April Sept) and one Annual Assessment ,which is the assessment of the entire performance cycle.
These two formal reviews shall be on a one-on-one basis between the employee and his or her supervisor, which are confidential and shall be recorded on the prescribed instruments.
- with oral feedback to an employee by supervisors meaning performance should not be discuss only quarterly or bi-annually but on a continuous basis in writing, if the employee’s performance is unsatisfactorily.
The conducting of mid-year performance reviews and annual performance assessments are compulsory, and must be in writing.
The annual assessment shall reflect the performance of the employee for the entire performance cycle. (April to March). The annual assessment must be conducted even if the employee was employed for less than 12 months in a performance cycle.
A four (4) point rating scale shall be used to assess the performance of employees
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