Performance Appraisal in the Serbian Civil Service Dr Aleksandra Rabrenovic

Objectives of Performance Appraisal Serbian Civil Service Law recognizes the following performance appraisal objectives: Identification and remedying shortcomings in civil servants’ performance Motivating staff for better performance Creating conditions for decision-making on promotion and pay increments and training needs

Who is appraised? All Civil Servants (in Ministries and other civil service institutions) Exceptions: civil servant who is a head of institution civil servant who worked less than 6 months civil servant who has a temporary position

What is appraised? Two key categories of criteria: Work objectives for appraisal period which are agreed between superior and civil servant Other criteria based on civil servants’ competencies and qualities

Work objectives Objectives should be: clear, concrete and detailed (with agreed content) in line with the job description and purpose challenging feasible and measurable with realistic timelines for implementation not more than 5 for the appraisal period

Other criteria (based on competences and qualities) Scope of work Independence Creativity Initiative Precision and conscientiousness Level of Cooperation Other

When is appraisal conducted? Overall performance appraisal is conducted once a year, by the end of February of the current year for the previous year However, performance with regard to meeting work objectives is appraised quarterly

By whom is appraisal conducted? Appraisal is conducted by an evaluator: usually the immediate supervisor of a civil servant (group manager, head of section, division, department, sector etc.) Important role in the appraisal process is given to ‘Counter Signer’: person to whom the evaluator reports and who provides a check to the appraisal report and counter singes it if he/she agrees with it

Possible types of grades Unsatisfactory (1) – failed to achieve identified objectives Satisfactory (2) – achieved objectives with minimum result Good (3) – achieved objectives with average result Excellent (4) – achieved objectives with above average result Exceptional (5) – achieved objectives with the exceptional result

Performance appraisal procedure Agreement on work objectives at the beginning of the appraisal period Quarterly appraisal of fulfillment of work objectives Preparation of performance appraisal report by a superior at the end of appraisal period Superior and employee conduct an interview to discuss the report and include civil servant’s comments Working objectives and tasks are discussed in the first part Promotion and development actions in the second part

Performance appraisal procedure Civil Servant’s superior informs his/her superior (counter singer) that appraisal interview was conducted Counter signer resolves possible disputes and counter singes the report Copy of results of the report/interview is forwarded to human resource department and head of organization

What decisions are made on the basis of performance appraisal? Proposals for civil servants training and professional development Decision on promotion If there is an available post, civil servant who is appraised with grade “Exceptional” for two consecutive years can be promoted to a higher position - If there is an available posts, civil servants who is appraised with grade “Excellent” for four consecutive years can be promoted to a higher positions Decision on pay increments civil servant who is appraised with grade "Exceptional" for two consecutive years is promoted by two pay steps; if appraised as "Exceptional" or ''Excellent'‘ and “Exceptional” for two consecutive years is promoted by one pay step; if appraised as ''Good'' or as ''Excellent'' and “Good” for three consecutive years is promoted by one pay step.

What decisions are made on the basis of performance appraisal? If quarterly performance appraisal is negative extraordinary appraisal is conducted Consequences of extraordinary appraisal: - ‘Mild’ consequences: demotion to a lower rank demotion to a lower pay step - ‘Hard’ consequences: Termination of employment

Pay system and performance appraisal consequences Ranks Pay level Pay steps A. group I I 9,00 A. g. II II 8,00 A. g. III III 7,11 A. g. IV IV 6,32 A. g. V V 5,62 Sen advisor VI 3,96 4,15 4,36 4,58 4,81 5,05 5,30 5,57 In. Advisor VII 3,16 3,32 3,49 3,66 3,85 4,04 4,24 4,45 Advisor VIII 2,53 2,66 2,79 2,93 3,08 3,23 3,39 3,56 Junior Adv IX 2,03 2,13 2,23 2,34 2,46 2,58 2,71 2,85 Associate X 1,62 1,70 1,79 1,88 1,97 2,07 2,17 2,28 Junior As. XI 1,35 1,42 1,49 1,56 1,64 1,72 1,81 1,90 Clerk XII 1,13 1,18 1,24 1,30 1,37 1,44 1,51 1,58 Jun. clerk XIII 1,00 1,05 1,10 1,16 1,22 1,28 1,34 1,41

Main challenges are problems How to determine work objectives? How to change work objectives? How to avoid subjectivity and inflated appraisals? How to measure differences between exceptional, excellent, good and satisfactory performance? Lack of linking organisational and individual performance

Solutions which are applied and are considered to be applied Introduction of effective performance appraisal requires a major programme of work: extensive training of managers and staff and the commitment of senior management across the civil service; strengthening of capacities of HR units in civil service institutions. There is a consideration of introduction of ‘quotas’ and introduction of disciplinary responsibility for lack of compliance with performance appraisal provisions

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