I.
BACKGROUND
Article 36 of the General Standards, entitled "Work
Performance Evaluation," states:
Staff members' work performance shall be evaluated periodically.
Accordingly, the Secretary General shall issue regulations for an
evaluation system pursuant to the provisions of Article 120 of the
Charter, which provide for:
a. Evaluation of the staff at least
once a year;
b.
The manner of conducting the evaluation process and its stages;
c. The guarantees for the staff
subject to evaluation;
d. The consequences of the
evaluation process.
Pursuant to the mandate set out in that Article, the Department
of Human Resource Services, in collaboration with other areas of the
Secretariat, has developed the Guidelines on Conducting Performance
Evaluations attached as Annex A.
Staff Rule 105.9 states that the procedures established for
conducting evaluations shall be published by way of Personnel Circular.
II.
THE DECISION
The Secretary General has approved the Guidelines on Conducting
Performance Evaluations attached as Annex A, and has ordered the
Department of Human Resource Services to publish those Guidelines and
distribute them to all staff members within thirty days of the issuance
of this Administrative Memorandum.
III.
ENTRY INTO FORCE
This Administrative Memorandum shall enter into force on the date
it is signed.
James R. Harding
Assistant Secretary for
Management
Original:
English
April 18
, 2000
Date: April
18, 2000
To:
All Staff Members
From:
Nelson Laporte, Director, Department of Human Resource Services
Subject:
Final Evaluation Meetings
This
cover memo contains information pertinent to the Final Evaluation
meeting. All supervisors and staff are asked to read this information
carefully before holding the Final Evaluation meetings and before
submitting the necessary documentation to the Department of Human
Resource Services.
You
will note that for this year only,
the final Evaluation meetings for the Performance Evaluation
process are to be conducted throughout the GS/OAS during the remainder
of the month of April and the first two weeks of May.
Completed Performance Evaluation forms must be submitted to the
Department of Human Resource Services by May 15, without exception.
Attached
you will also find comprehensive guidelines pertaining to the philosophy
and the manner in which the evaluation process is to be conducted.
Please read these guidelines carefully to ensure that you understand how
the process works in its entirety.
If you have any questions, contact the Center for Training and
Development at extensions 3371 or 3285, or e-mail [email protected],
or pl[email protected].
The
performance evaluation form has been amended and has only 2 ratings,
�Needs Improvement� and �Meets Expectations�. For a detailed
explanation regarding the change from the original form, please refer to
page 8 of the attached
guidelines
("F.
Outstanding Performance Awards".)
Staff
who have performed in an outstanding manner will be identified through
an additional step in the evaluation process. In order to recognize
these staff members, supervisors must submit written documentation to
the Department of Human Resource Services which demonstrates that the
staff member has in fact performed in an outstanding manner throughout
the performance cycle. The following criteria are to be used to
determine outstanding performance.
All criteria must be fulfilled.
1.
The staff member must have completed the work contemplated by all
applicable pre-determined
goals in a timely manner, preferably ahead of schedule, and normally
without requests for extensions to complete such tasks. The work must
have been very well done and must have been completed without the need
for extensive revisions, corrections,
or amendments, and with
limited direction on the part of the supervisor.
2.
The staff member should have shown initiative by undertaking
additional projects or work, or
by taking on goals or tasks in addition to the pre-approved
goals for the performance cycle. These additional goals or tasks
must also have been completed or be well underway to completion, must
have had a significant impact on or contributed to the improved
functioning of the unit/department to which the staff member belongs or
to another GS/OAS area or project or have contributed to the attainment
of OAS goals as a whole.
3.
The staff member must have demonstrated exceptional communication
skills, good decision making and problem solving processes, and
exemplary team spirit. This display of attributes must have been evident
throughout the performance cycle.
A
Staff Incentive Awards Committee, comprised of one Member appointed by
the Staff Committee, the Training and Human Resource Development Officer
of the Department of Human
Resource Services, who will chair the Committee, and one more Member to
be appointed by the Secretary General, upon recommendation by the
Director of Human Resource Services will review and examine relevant
documentation pertaining to outstanding performers and will make
recommendations to the Secretary General respecting awards for
outstanding performance.
GUIDELINES
ON CONDUCTING PERFORMANCE EVALUATIONS
I.
INTRODUCTION
A.
Overview
The effective
performance of the General Secretariat's
staff members is key to its ability to achieve its objectives.
The Performance Evaluation Process is grounded in the principles
that all staff members have the right to know what is expected of
them and are entitled to a periodic review of their performance; the level
of achievement of work-based performance goals is the only thing measured
in performance review; and, the successful attainment of performance
objectives is in large measure a shared responsibility between the worker
and the supervisor.
The
Performance Evaluation Process is designed to be participatory in nature
and to provide ongoing feedback. It focuses on how well the individual's
most important performance goals are achieved, and ensures that the
individual has the opportunity to acquire the skills and knowledge
necessary to achieve them. The
staff member has the opportunity to participate in the development of his
or her performance goals and to discuss them with the supervisor. An
essential aspect of the Process is ongoing, frank and constructive
meetings concerning work performance based on jointly developed
performance requirements and measures.
B.
Objectives
Specifically,
the Performance Evaluation Process is intended to:
1.
Define work requirements and standards of performance for the job
and assure that every staff member is aware of and understands his/her
responsibilities and the criteria for appropriate performance of his/her
prescribed goals;
2.
Encourage the personal and professional growth and development of
staff members;
3.
Motivate staff members to use initiative, develop creativity and a
sense of "taking charge";
4.
Establish and maintain communication between the supervisor and
staff member;
5.
Provide staff members with timely information about the quality of
their performance;
6.
Provide reliable, objective performance data for use in personnel
decisions and identifying training programs;
C.
Authority
The
Performance Evaluation Process is established in accordance with Article
36 of the General Standards to Govern the Operations of the General
Secretariat of the Organization of American States and Rule 105.9(b) of
the Staff Rules.
D.
Scope
1.
The Performance Evaluation Process applies to all staff members
including career staff, position of trust holders and staff on
long and short-term contracts of six months or more.
Those with less than six months' service will be evaluated upon the
termination of their contract, if this is not renewed.
If the contract is renewed, they will be reviewed within the
regular cycle. A different
process is in place to evaluate new staff members before the end of their
probationary period.
2.
The establishment of the annual Performance Evaluation Process
described herein should not be construed in any way
as restricting the authority of the General Secretariat to conduct ad hoc
evaluations of work performance where appropriate.
II.
THE PROCESS
A.
Schedule
The
normal schedule for the Performance Evaluation Process is April 1 to March
31 of the following year. In
order to promote communication between supervisor and staff member, there
will be a minimum of three periodic meetings (described in greater detail
in Section B below) during the evaluation period in accordance with the
following schedule:
1.
The Goal Setting Meeting
between the staff member and supervisor should take place in April of each
year to discuss and set out in writing the principal work requirements and
acceptable standards of performance.
2.
At least one Review Meeting
will be held during the evaluation period not less than three months after
the date of the goal setting meeting to review the staff member's
progress.
3.
The Evaluation Meeting,
to discuss performance and finalize the form segments referred to in
paragraph C below, will be held before March 31, so that the Department of
Human Resource Services can receive the final written evaluation in early
April of each year.
B.
Frequency of Reviews
All
staff members should note that review and evaluation of their performance
is an ongoing process and is not limited to the above schedule. Review and
evaluation meetings may be undertaken at any time during the review period
and as many times as is considered necessary by the supervisor and/or the
staff member concerned. It is
not the intention in these guidelines to limit the number and frequency of
meetings to the schedule outlined above.
C.
The Forms
The
form is divided into four (4) segments; the Assessment of General Skills
segment, the Individual Planning and Evaluation segment, the
Recommendations for Career Development and Training segment and the Review
Segment.
1.
The Assessment of General Skills Segment � This segment contains a
listing of 6 basic competencies. These 6 competencies describe the basic
skills utilized by all staff members in performing their daily work
activities. These 6 headings should not
be changed and should be utilized during the goal setting meeting
to determine training and learning needs and areas for improvement. During
the review meeting these 6 competencies should again be examined to
determine how the employee is progressing. During the
evaluation meeting the supervisor again determines how well the
employee has performed in relation to the 6 basic competencies. During any
of the 3 compulsory meetings the supervisor may make comments about or may
include additional information concerning any of these 6 basic areas as
they apply to the work goals of the individual.
2.
The Individual Planning and Evaluation Segment � This form
contains 3 columns. The first column is to be utilized during the goal
setting meeting for writing the annual work goals of the staff member. The
second column is utilized during the review meeting to determine the
progress made during the period under review. Column three is to be
utilized during the evaluation meeting at the end of the review period for
comments pertaining to the individual�s performance in the completion of
the goals.
3.
The Recommendations for Career Development and Training Segment
is to be utilized to document
training and learning needs as discussed with the staff member and
recommended by the supervisor.
4.
The Review Segment is essentially the sign off section and
should be used by the staff member for any comments he or she may have on
how the performance evaluation process worked for him or her, and for the
signatures of the staff member, the rating
official or supervisor and the reviewing official or the supervisor�s
supervisor. The staff member signs the form in the appropriate box to
indicate whether he/she agrees with the results of the performance
evaluation. Should the staff member disagree with the results he/she must
sign the form nonetheless. This disagreement with the results of the
performance evaluation process will be addressed by the reviewing official
(See Section III, Administrative Structure
and Responsibilities, subsection B2. below).
Ongoing communication with the supervisor minimizes the possibility
for disagreement between the supervisor and staff member at the review
meeting.
D.
The Meetings
1.
The Goal Setting
Meeting:
a.
At this initial meeting the supervisor and staff member discuss
draft performance goals and measures of performance. They should agree on
exactly how these are to be carried out during the performance year. Once
they have reached agreement, both parties complete the final version and
place their initials at the bottom of Column 1 of the �Individual
Performance Planning and Evaluation� segment. Specific guidelines on the
setting of performance goals are included in Appendix I.
b.
The �Recommendations for Career Development and Training�
segment must also be completed. The identification of training and
development needs at the start of the performance evaluation cycle is a
vital part of the performance evaluation process. Continuous and ongoing learning and training are important to
the growth and success of the individual and of the Secretariat. In this
environment of constant change, worldwide, skills must be upgraded and
staff must continue to be exposed to new techniques and new technologies.
Consequently, staff must be open and ready to undertake the learning and
training recommended through the performance evaluation activity.
An initial analysis of the staff member�s skills as per the
�Assessment of General Skills� segment should be useful in identifying
training and development needs. These forms are then submitted to the
Department of Human Resource Services for the employee�s personnel
records and for input into a training plan for the Secretariat.
2.
The Review Meeting
a. While
the results of this meeting need not be forwarded to the Department of
Human Resource Services, it is strongly suggested that the supervisor and
staff member document all meetings for future reference to avoid
misunderstandings about work expectations.
Notwithstanding the above, any information respecting training
and/or development needs should be communicated to the Center for Training
and Development at any time during the review cycle.
b. During this compulsory meeting the supervisor meets with the
staff member to discuss results achieved and completes Column 2 of
the �Individual Performance Planning and Evaluation� segment.
Should there be circumstances that prevent the employee from
achieving the goals set earlier, these should be discussed and a decision
to modify goals to suit new or changing circumstances may be needed.
The staff member is encouraged to prepare adequately for this
meeting by bringing along documentation pertaining to examples of
performance. The supervisor should offer support, acknowledge work well
done, and make suggestions for improvement as appropriate.
c. Directors of offices in member states, and others who
report to a supervisor at headquarters should communicate by telephone, by
e-mail or memo about their progress. The supervisor should review the
information provided and should in turn provide written comments on the
performance. The supervisor
may, with the knowledge of the staff member concerned, consult government
officials along with other officials, either in headquarters or in the
field, who are in a position to provide information that could be useful
in determining the level of performance of these staff members.
d. These
performance dialogues should be conducted in a spirit of collaboration and
supportiveness.
3.
The Evaluation Meeting
a.
The supervisor and staff member should have available for the
meeting any materials used in the previous meetings and all specific
information regarding the staff member's performance which can be used as
a basis for conclusions. This information can take the form of examples,
records, quantities produced and any other data which will assist in
providing objectivity to the process.
b.
To be of greatest benefit, conversations between the supervisor and
the staff member about the work being done should continue throughout the
evaluation period. Thus, the final evaluation should reflect the exchanges
which have taken place during the evaluation period, providing an
opportunity for a frank and open discussion to ensure that no
misunderstanding remains. The supervisor should ensure that the staff
member is made fully aware of the substance of the evaluation and how and
why he has been so rated. In assessing staff growth and development, the
supervisor and staff member should discuss the latter's potential to
develop both within the current assignment and elsewhere in the
organization as well as long-term career aspirations and possible courses
of action. Training needs and ways in which to meet them should be
identified as well as the effectiveness of any training which has already
been taken.
c.
The final evaluation meeting should take place before March 31.
At this meeting,
the rating official (supervisor) discusses the evaluation with the staff
member and completes Column 3 of the "Individual Performance Planning
and Evaluation� segment. The supervisor and the staff member should
prepare adequately for this meeting. Both parties should have records and
documentation on hand to support the discussion. At this meeting the
supervisor determines how successfully the staff member has completed the
goals and assigns an individual rating for each goal as well as an overall
rating - a rating of �1"
- "meets
expectations" or "2"- "does not meet
expectations". At this
meeting the supervisor and the staff member should also initiate the
discussion of goals for the upcoming performance year.
The supervisor and the staff member sign the form at the end of the
meeting. The form is then passed to the reviewing official for signature.
d. Although
concrete examples are only necessary in a rating of �2�, supervisors
are encouraged to provide written comments of work well done to support
the rating given. These examples might include instances where the
individual took the initiative to carry out a function which enhanced the
progress of a specific activity or task.
Additional sheets of paper may be used to document these comments.
A review of the completed evaluation forms will be conducted by the
Department of Human Resource Services to ensure that they are accurately
completed in accordance with these guidelines. Evaluations from the
offices away from headquarters will be reviewed by the Assistant Secretary
General�s office. At this final meeting the supervisor and staff member
should initiate the discussion on goals for the upcoming performance year.
4.
Special Circumstances Relating to Scheduling Meetings
The
following rules apply in special circumstances such as transfers,
promotions, details, or special assignments:
a.
A supervisor who leaves for another post or leaves the General
Secretariat within three months of the final evaluation due date must,
before leaving, complete an evaluation of all the staff members he or she
supervises based on the work accomplished up to that time.
b.
If a staff member is changing jobs, the present supervisor must do
an evaluation before the change takes place, if three months have passed
since the last consultation. Upon reporting to the new position, the staff member and
supervisor will establish the goals and performance standards for meeting
work requirements for the new job. They should hold at least one progress
meeting before the final evaluation. Both supervisors should
forward their evaluations to the
Department of Human Resource Services. For purposes of the within-grade
salary increase, the ratings reflecting performance in the position where
the staff member has spent the majority of time during the evaluation
period will have the most weight.
c.
New supervisors, upon appointment, will meet with their staff
members to discuss and if necessary, revise previously set performance
goals and standards of performance.
d.
An evaluation must be made of staff members during the last month
of the probationary period in long-term appointments. The special
performance evaluation form for the purpose of documenting the end of a
probationary period should be used in accordance with Staff Rule104.10.
E.
Ratings
There
are but two possible performance ratings for purposes of assessing and
documenting performance through the performance evaluation forms.
These are "meets expectations", (1) and "does not
meet expectations" (2).
1. A
rating of (1) means that the staff member consistently and competently
performs to the required level and has accomplished his or her goals in a
fully satisfactory manner. In
any given organization 80 to 85 percent of staff members normally fall
into this category.
2. A
rating of (2) means that the staff member demonstrates consistently poor
work achievement even with close supervision.
It shows a lack of application where tasks are frequently not
completed in a timely manner, or not completed well or not at all.
A staff member who falls into this category must be given fair
warning of the deficiencies in their work, as well as time to improve.
Two consecutive level 2 ratings will result in termination from
service in accordance with the Staff Rules and conditions of service. On
average, no more than 5 percent of staff members in any given organization
would be expected to fall into this category.
F.
Outstanding Performance Awards
1.
It is anticipated that no more that 10 percent of staff members
will be considered to have outstanding performance. Outstanding
performance, that is, performance that consistently exceeds expectations
will require complementary supporting documentation and information to
that contained in the performance evaluation forms.
Although initially, outstanding performance was to be assessed
through the regular Performance Evaluation forms, a significant number of
staff members pointed out that this was an important contributing factor
to the failure of the performance review process that was put in place in
1984. As a result of having
integrated outstanding performance into the regular process, over 90 % of
staff members were rated as having performed well above the normal rating
which is "meets requirements".
As stated above, normal
distribution of ratings in any given organization is such that
approximately 80-85 % of staff generally meet all the requirements that
are expected of them and occasionally exceed them.
Approximately five (5%) may not meet requirements and no more that
10 % of all staff members should be considered to have consistently
exceeded expectations in any given review period.
In order to receive an outstanding performance rating, a staff
member must have demonstrated that he/she consistently functions well
above expectations by producing superior quality results ahead of
established deadlines. He or
she must have demonstrated repeatedly performance that exceeds the
requirements that have been agreed. Such
high levels of achievement merit special consideration and should be the
subject of an additional process.
If
a supervisor believes a staff member has performed in an outstanding
manner, the supervisor should contact the Staff Incentive Awards Committee
for guidance on submitting the necessary paper work.
2.
As provided for by Staff Rule 105.10, "Staff Incentive
Awards," a system has been developed, making use of the Staff
Incentive Awards Committee, to make recommendations to the Secretary
General regarding staff who are to be recognized for outstanding
performance.
G.
Staff Member�s Comments
The
evaluation form includes space for the staff member�s comments. This
gives the staff member the opportunity to review, and comment on, any
observations made about his/her performance before the document is
forwarded to the reviewing official, the Department of Human Resource
Services and ultimately, the Performance Evaluation Review Committee.
H.
The Appeals Process
1.
Until a more specialized process for resolving disputes over
performance reviews is incorporated into the Staff Rules, the procedures
set out in Chapter XII of the Staff Rules shall apply to disputes over
evaluations. Nonetheless, staff members are encouraged to try to resolve
those disputes first by taking the matter to the supervisor of the
official that rated them. That
supervisor is also referred to in these guidelines as the "reviewing
official".
2.
If the staff member first requests review of the dispute by the
reviewing official in accordance with the procedural requirements stated
below, the fifteen day period for filing a Hearing Request under Staff
Rule 112.1(a) shall be extended for thirty additional days.
To be eligible for the thirty day extension, the aggrieved staff
member must present the review request in writing to the reviewing
official within fifteen days of having received a written copy of the
staff member's performance evaluation.
The staff member must ask the reviewing official
to initial a copy of the request so that there will be written
proof that the request was timely received.
If the reviewing official is unable to resolve the dispute to the
staff member's satisfaction within the thirty-day extension period, the
staff member may then request a hearing under Staff Rule 112.1, and must
submit with the hearing request the initialed copy of the review request.
3.
In lieu of Reconsideration under Staff Rule 112.2, an aggrieved
staff member who has requested a Hearing and otherwise complied with the
requirements of Staff Rule 112.1 may request review of the dispute by the
Performance Evaluation Review Committee (PERC), which is more fully
described in Part III of
these Guidelines. The
recommendation of the PERC, if approved by the Secretary General, will
have the same legal significance as a
final decision of the Secretary General in the Reconsideration
Process in the event the staff member elects to pursue the matter before
the OAS Administrative Tribunal. A staff member who wishes review by the PERC, in lieu
of Reconsideration, must request that review within the same fifteen-day
time period established for requesting Reconsideration under Staff Rule
112.2.
I.
Administrative Measures
1.
Supervisors who fail to complete the performance evaluation for
their staff as required and
within the specified time limits will not receive a within-grade salary
increase until the next cycle Supervisors
at the last step of their grade who fail to complete the performance
evaluation in a timely fashion shall be subject to other administrative
sanctions including but not limited to a less than satisfactory rating.
2.
If an evaluation cannot be completed because the staff member or
the supervisor is absent for any reason, other than a verifiable
emergency, the Director must send a written explanation for the delay to
the Department of Human Resource Services at least fifteen days before the
deadline.
3.
In the case of staff members, failure to comply with the
Performance evaluation process will also result in the withholding of
within-grade salary increase as well as
a written admonition and ultimately a �does not meet
expectations� rating. Disciplinary measures will be taken in accordance
with Staff rule 111.1.
III.
ADMINISTRATIVE STRUCTURE AND RESPONSIBILITIES
To administer the
performance evaluation process, the Secretariat has established several
new committees and assigned specific responsibilities to those Committees,
the Department of Human Resource Services ("DHRS"), supervisors,
and each staff member. Those
new committees, their responsibilities, and the role of DHRS, supervisors,
and the staff members in the process are summarized below:
A.
Each Staff Member
Each staff member shall
have the following functions and responsibilities in the performance
evaluation process:
1.
To review his/her job responsibilities and performance in
preparation for the first meeting with the rating official (also referred
to as the "supervisor") in which they will discuss and set work
requirements and standards of performance; at a later stage in the
evaluation period, to discuss progress or problems including any
circumstances or conditions which may affect performance.
2.
To review previously set work requirements and standards of
performance, make written observations on his/her performance after having
reviewed the rating official's comments, and be prepared to discuss and
comment on overall performance, training, and career growth options during
the final evaluation meeting.
3.
To sign the performance evaluation form filled out by the rating
official.
4.
To include on the form, if so inclined, any comments related to
his/her performance evaluation.
5.
To undertake training and activities leading to improved
performance.
6.
To call to the attention of the rating official any duties,
functions, or responsibilities regularly assumed since the last
performance evaluation that should be reflected in a revised job
description.
B.
Supervisors
1. Immediate Supervisor
The immediate supervisor is also referred to as the "Rating
Official" in these guidelines. The functions and responsibilities of
the Rating Official in the performance evaluation process are as follows:
a.
To meet with each staff member under his/her immediate supervision
once a year to establish work requirements and standards of performance.
b.
To provide staff with adequate opportunity to improve performance
as required.
c.
To ensure that each staff member's job description is up to date
and fully reflects current functions and responsibilities (See Staff Rule
102.3).
d.
To monitor, review, and provide information on performance to the
staff member on an ongoing basis in order to determine progress or
problems (and help solve them), and hold at least one formal meeting
during the evaluation period to discuss these issues.
e.
To meet with each staff member at the end of the evaluation period
to discuss overall performance, fill out, sign and date the evaluation
forms, and forward the forms to the next higher level of authority within
the time specified.
f.
To determine or identify training that would serve to better
prepare staff members in undertaking their duties.
2.
Supervisor's Supervisor
The
Supervisor's supervisor is also known in these guidelines as the
"Reviewing Official." The
functions and responsibilities of Reviewing Officials in the performance
evaluation process are as
follows:
a.
To create support for the Performance Evaluation Process by their
acceptance and just application of the system.
b.
Upon request, to review and resolve problems between staff member
and rating official arising at any point during the performance evaluation
process.
c.
To designate the rating official under special circumstances, such
as when there is a vacancy in the position of the staff member's immediate
supervisor.
d. To
review, comment, as appropriate, and sign the final evaluation form.
e.
To ensure timely completion of all evaluations under their
jurisdiction and verify that forms are signed by all parties and that the
staff member and rating official receive copies of the final signed
evaluation forms.
C.
The Performance Evaluation Review Committee
1.
Structure
The
Performance Evaluation Review Committee ("PERC") is composed of
three principal
members and three alternates.
One principal and alternate shall be appointed by the Secretary
General from a list of
qualified candidates submitted by DHRS, and one principal and one
alternate shall be appointed by the Secretary General from a list
presented by the Staff Committee. The
third member shall be the Director of DHRS, who shall chair the Committee
and who shall appoint a senior staff member in that Department to serve as
the third alternate. Members serve for the calendar year and may be re-appointed.
Those persons appointed to fill vacancies created during a calendar
year shall serve for the balance of that year.
2. Functions
and Responsibilities
The functions and responsibilities of PERC are as follows
a.
To review a random cross section of year-end performance
evaluations to ensure that:
(i)
the performance goals are specific, measurable, achievable,
results-oriented, time-defined and linked to the area's work objectives;
(ii)
in cases of inferior or outstanding performance, the documentation
provided adequately supports the rating;
b.
To serve as an alternative mechanism for reviewing staff grievances
arising out of the performance evaluation process in place of
Reconsideration, if so requested by the aggrieved staff member in
accordance with Section II(H) of these Guidelines.
c.
To make recommendations to the Secretary General to change or
refine the performance evaluation process.
D.
Staff Incentive Awards Committee
1.
Structure
The Staff Incentive Awards Committee
("SIAC") is composed of one Member appointed by the Staff
Committee, the Training and Human Resource Development Officer of the
Department of Human Resource Services, who shall chair the Committee, and
one other member at-large as may be appointed by the Secretary General as
suggested by the DHRS. This
member at-large and the member appointed by the Staff Committee serve for
a calendar year and may be re-appointed.
Those persons appointed to fill vacancies that arise during a
calendar year shall serve for the remainder of that year.
2.
Functions and Responsibilities
The
Functions and Responsibilities of the SIAC are as follows:
a.
Develop a mechanism, in accordance with Staff Rule 105.10, whereby
staff members are rewarded for outstanding performance.
b.
Provide a system of awards based on outstanding job performance
over a one-year evaluation period, that is substantiated by a written
recommendation from the supervisor, supported by the director of the area
and documented if possible by others who are in a position to judge.
c.
Make recommendations to the Secretary General respecting awards for
outstanding performance to no more than 10% of all staff members,
regardless of the source of financing for their posts.
E.
The Department of Human
Resource Services ("DHRS")
The functions of the DHRS in the Performance Evaluation process are
as follows:
1.
To serve as Technical Secretariat of the Performance Evaluation
Review Committee, coordinate the overall operation of the
evaluation Process, and recommend revisions as appropriate.
2.
To render any necessary technical assistance and professional
advice in the implementation of the Process and assist the Committee to
ensure consistency and uniformity in its application.
3.
To maintain all evaluation reports in the official files.
4.
To analyze the results of the evaluation and extract relevant data
for training purposes.
5.
To prioritize training needs, plan and implement the staff training
programs that best
respond to the needs of the Organization.
6.
To administer the step increase and staff incentive award Process
and chair the Staff Incentive Awards Committee
7.
To take action as at Staff Rule 102.3 when a job description is
said by a supervisor and/or a staff member not to reflect the staff
member�s current functions and responsibilities.
IV.
GENERAL CONDITIONS
A.
Effective Date
These
Guidelines shall enter into effect on the date they are published in the
corresponding Personnel Circular.
B.
Revocation or Modification
These
Guidelines may be unilaterally modified or revoked by the Secretary
General and such revocation or modification shall take effect on the date
it is published in a Personnel Circular. Nothing contained in these guidelines is intended to
establish an acquired right; nor should it be construed as granting an
acquired right of any kind.
APPENDIX
I
Performance
Goals
Goal
setting is a key component of the performance evaluation process. At the
start of the performance evaluation cycle each staff member is required to
prepare 3 � 5 major work goals for the performance year. Goals may be a
combination of short, medium or long-term activities and should be based
on major tasks or projects to be accomplished within a specified time
period. They should be specific and must be in accordance with the
level/grade of the staff member as well as the mandates and long and short
term objectives of the department. Goals can and should be adjusted whenever deadlines, projects
or the priorities of the department or unit change.
The
process of setting work goals is a challenging exercise. Very careful
thought must go into preparing the tasks to be accomplished as well as the
performance standards by which these tasks will be evaluated.
However, the discipline of working through the requirements for
setting good performance goals leads to greater mutual understanding of
the performance expectations and will also facilitate the objective review
of performance. In other words, engaging in the process is often as
valuable as the end result.
Good
performance goals have several qualities. They should be:
-
Consistent with the values/mission/mandates of the organization
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Challenging in that they should stimulate high standards of
performance and should encourage progress
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Precise or clear and well-defined using positive words
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Measurable or related to qualitative or quantitative measures
-
Time-related or achievable within a defined time period
In
addition, the goals must be agreed upon between the supervisor and the
staff member. The aim is to provide for ownership and not imposition. In
some situations staff members may need to be persuaded to accept a higher
standard than they believe themselves to be capable of achieving.
The
staff member and supervisor must meet
to discuss and finalize goals for the performance period. Once this
is done, the appropriate forms are completed and turned in to the
Department of Human Resource Services by the Head of the department or
unit. Supervisors and staff
members should also keep a copy of these goals.
It
is advisable for staff members to keep written records of work they have
completed and of any letters of commendation
or other supporting documentation received during the performance
cycle. It is also advisable to keep an account of successes and challenges
encountered as these will be of much assistance
during the review and final evaluation meetings.
Guidelines
for Preparing Good Performance Goals
In
order to prepare good performance goals the employee should:
1.
Examine the job to be done and
identify the main tasks which will have an impact on achieving the
overall purpose.
2.
Make a listing using active verbs of what is to be done in each
area. List not only what is to be done but also why it needs to be done
and how it has to be done.
3.
Determine how the performance of these tasks will be measured.
These performance measures must be stated in quantitative and/or
qualitative terms.
The following
questions may stimulate the individual�s thinking as he/she prepares
his/her goals:
-
What do you do at the OAS?
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How do you do your work?
-
Why do you do it that way?
-
What tools/resources do you need to ensure that this work is
well performed?
-
How do you know when you have done good work/achieved a goal?
What does it look like?
-
Can you and your supervisor agree on the actions likely to
produce good results as you carry out your work?
Performance
Measures
Measurement
is a key aspect of performance evaluation.
If performance can�t
be measured it can�t be improved. Performance measures determine the
extent to which the intended result has been successfully achieved. Performance measures should be written to answer the
questions �how many�, �to what degree�,
�in what manner�. They should state what the final result
should look like when a job is well done or up to standard.
Performance measures
should take into account the quality and/or quantity of output.
Qualitative measures might include the level or degree of customer
satisfaction, the clarity of a written document or proposal,
the completeness of information
provided, the appropriateness of a conclusion, the level of
accuracy of a research report, the ethical nature of behavior.
Quantitative measures are usually numeric, time-based or financial in
nature and might include the frequency of an activity or the number of
units to be completed or processed within a specified or predetermined
deadline date.
Guidelines
for Holding Performance Evaluation Meetings
The
following guidelines should be utilized in conducting the review meeting
and the evaluation meeting. Some of these guidelines are also appropriate
for use in the goal setting meeting:
DO
-
Contact the person yourself about the meeting
-
Give the individual ample notice of the meeting � 1 week
advance notice is recommended
-
Notify the employee of the time, place and purpose of the
meeting
-
Emphasize the importance of the meeting
-
Treat the meeting as an event which is as important as any
other task you or the employee performs
-
Suggest how the employee can prepare for the meeting
-
Confirm the appointment
-
Choose a private meeting place where you will be
uninterrupted during the meeting
-
Conduct the meeting during regular business hours
-
Sit comfortably close to the employee
-
Establish rapport with the employee immediately
-
Try to make the employee feel comfortable and not threatened
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Arrange for work coverage for the employee if necessary
-
Have pertinent forms and materials at hand
-
Remind the employee to
bring appropriate materials to the meeting (supporting documents)
-
Prepare thoroughly for the meeting
-
Encourage the employee to talk.
-
Use your listening skills and don�t interrupt
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Focus on performance and not personality
-
End the interview on a positive note
DON�T
-
Have your secretary/assistant schedule the meeting
-
Make light of the evaluation meeting
-
Ask to meet when you are upset
-
Send an impersonal memo to the employee
-
Allow interruptions or phone calls during the meeting
-
Hide behind your desk
-
Rush things � Allow sufficient time (1-1/2 hours is
recommended) for the meeting
-
Conduct the meeting in a public place
-
Conduct the meeting across your desk
Common Rating Errors in Evaluating
Performance
The
Leniency Error: Being �easy�
on favored employees or giving everyone a high rating, regardless of
actual performance, in an attempt to avoid conflict or make yourself look
good.
The
Central Tendency Error: �Clumping�
or clustering all employees in the middle performance category in an
attempt to avoid extremes. Usually caused by a desire to not call
attention to yourself
or by a misapplied sense of �democracy�.
The
Recency Error: Failing to take
into account the entire rating period or focusing on a recent performance
episode, negatively or positively.
The
�Halo� Effect Error: Letting one favored work trait factor
influence all other areas of performance, resulting in an unduly high
overall performance rating.
The
�Horns� Effect Error:
The �dark side� of the �Halo� Effect � allowing one disfavored
trait or work factor to
overwhelm positive performance elements, resulting in an unfairly low
overall performance rating.
Excerpt
from �Step-By-Step Guide to Better Performance Evaluations�. The
American Management Association.
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