Iurie Pasinschi, Head of HR Division, Ministry of Finance Performance Appraisal of Civil Servants in Ministry of Finance.

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Presentation transcript:

Iurie Pasinschi, Head of HR Division, Ministry of Finance Performance Appraisal of Civil Servants in Ministry of Finance

2 Aim of Performance Appraisal of Civil Servants To improve organizational performance by measuring individual professional performances and developing professional and personal skills of civil servants working in the Ministry of Finance

3 Legal Framework Performance appraisal of civil servants in Ministry of Finances was conducted in line with:  Law no.158-XVI of July 4, 2008 on the public office and status of civil servant (Section 2);  Regulation on performance appraisal of civil servants

4 Stakeholders (2) Appraisees (all civil servants) (3) Counter-signers (manager of the unit, deputy ministers, minister as the case may be) (4) HR Division (5) Minister (as the case may be) (1) Appraisers (manager of the unit, deputy ministers, minister, as the case may be)

5 Stakeholders Ministry of Finance 561, 493 civil service positions. Ministry of Finance (Central Office, State Treasury and Territorial Treasuries) has 561 positions, 493 of which are civil service positions., 377 civil servants were appraised. According to the order of the minister of finance for 2009, 377 civil servants were appraised.

6 Stakeholders - Reporting Institutions Ministry of Finance Main State Fiscal Inspectorate Public Procurement Agency State Exchequer Financial Control and Revision Service

7 Appraisal Procedure 1. Identification of appraisers and counter- signers for each civil servant subject to appraisal and their confirmation through the order of the minister 2. Filling out of appraisal forms 3. Formulation of individual objectives and performance indicators for Appraisal interview 5. Countersigning of appraisal forms

8 Performance Appraisal Ratings (civil servants working in the ministry)

9

10 Performance Appraisal Ratings (civil servants working with the ministry and reporting institutions)

11 Positive Aspects CCivil servants discovered their strengths and weaknesses; DDecisions linked with rewarding for performance achieved were easier to take (at the moment: salary increases, bonuses etc.); TThe training needs at individual and unit level were identified; IIndividual and unit input in the achievement of ministry objectives became more clearer; PPositive feedback between manager and employee.

12 Difficulties It is difficult to conduct performance appraisal in December-January (major challenge). Resistance (both active and passive) from certain civil servants (some of them see performance appraisal as subjective). Staff mixed up work indicators (focused on process) with performance indicators (result oriented).

13 Difficulties To formulate SMART individual objectives (in certain cases the objectives did not meet SMART requirements). Activities additional to the regular ones (drafting, coordination, measuring, interviewing, comparing the indicators etc.). Busy work schedule at the beginning/end of the year.

14 Solutions to Problems: Raise the awareness of management civil servants of the need to formulate individual objectives and performance indicators Formulate SMART individual objectives Start a wide campaign to raise the awareness of civil servants of the need to apply performance appraisal

15 Proposals 1. Revise and, if needed, amend the Regulation on performance appraisal. 2. Provide training to staff (seminars, workshops, roundtables etc) on: - how to conduct performance appraisal; - and make them understand the need of an objective performance appraisal.

16 Thank you for your attention!