Performance management system within the framework of human resources management for the leaders of the public education institutions in Szolnok County Town, Hungary László Molnár Warsaw, September 2011 Session 3.3: Impact of leaders on installing a result-oriented culture
Institutional policies/Management policies in Szolnok The political and professional responsibilities of the town as a provider of services Features of the public education system Leaders as key players in the achievement of their institution’s excellence
The systematised support of the management efficiency of institution leaders: the Human Handbook The foundation of up-to-date human resources management on a municipal level The personal qualities of institution leaders as a guarantee Retaining and improving customer satisfaction with the public education system
Areas covered in the Human Handbook Human resources management Workforce management Workforce planning Operational workforce management Performance management Incentive system Personnel development Collaboration between employer and employee Training and education ”Committee of Public Sector Employees” Trade union Inner communication Human controlling integrated IT system Career development Participation in process development Development of organisational culture Organisational development Jobs / competencies
Performance management system (PMS)
The first element in the system: 360 degree feedback its aim its set of 16 criteria the evaluators time frames SMART relations
The second element in the system: two-pronged evaluation 1. Developmental goals: PMS related to SMART goals objectives participants three pillars methodology evaluation category time frames 2. Standard responsibilities of institution leaders
Required professional competencies in PMS 1. strategic planning and implementation 2. operational management 3. „good landlord” 4. customer focus
Required personal competencies in PMS 1. Managerial skills problem resolution openness to new ideas communication skills team work 2. Motivation performance-orientatedness commitment 3. Attitude responsibility behaviour at workplace
Requirements for PMS compliance with the law „user-friendliness” measurable outcomes opportunities for development
HR methods in support of improved performance of institution leaders
Motivation PMS relations payment cannot decrease must reflect performance and the complexity of the institution rewards and sanctions financial and non-financial incentives
Development of personal competencies „knowledge club” benchmarking specialised library for institution leaders coaching – training sessions field trips
Selection of new institution leaders application, professional evaluation of candidates assessment of personal competencies consideration of stakeholders’ opinions decision made by the Council conscious integration
the creation of a performance-oriented culture Expected result:
„Most quality programs fail for one or two reasons. They have system without passion, or passion without system.” (Tom Peters)
Contact details: Dr. Mária Kállai Vice Mayor of Szolnok Phone: Mobile: Dr. Ildikó Sebestyén City Director of Szolnok Phone: Mobile: László Molnár Principal of Varga Katalin Secondary School, Szolnok Phone: Mobile: