1. Performance Management UK Case Study
Paul Roberts
Cabinet Office

2. Performance Management
Big Picture
Departmental Performance
Corporate Performance
Senior Civil Service
Performance and Reward
Individual Performance
Strengths and Weaknesses

3. Big Picture c 500,000 Civil Servants across the UK
c 3,800 Senior Civil Servants
Individualised performance objectives linked to departmental delivery outcomes
Base pay, bonus and pension
Central guidance on performance and reward principles
Awards subject to equality proofing

4. Departmental Performance
Departments delivery success measured by Public Service Agreement Targets (PSA)
Top down performance measurement
Cabinet Office – Building capacity through leadership, skills and diversity targets
HM Treasury- PSA tied to spending reviews
Accountable to Parliament through departmental reports
Difficult to measure and many qualitative targets – not a guarantee that these are sufficient to deliver high quality performance

5. Capability Reviews
First tranche of departmental reviews published in summer 2006
Examine the capability of 17 departments to deliver future challenges
Fundamental peer review designed to build on civil service reform
Focus on performance management, leadership, skills and capability

6. Capability Reviews 2 Common themes & findings:
Leadership from the centre – high level strategy, performance management and skills requirements
Capacity and capability – equip staff with the skills and equipment to deliver world class services
Delivery improvements
User choice – understanding the customer

7. Capability Review 3
Department heads accountable for performance and delivery of action plans
Periodic reviews of performance
2 year re-assessment period
Significant implications for HR function across the Civil Service

8. Talent Strategy Deliver organisational and individual performance
Grow professionalism and leadership
Attract the best people from:
civil service
public sector
private sector

9. Why do people join the Civil Service?
Base salary
Variable pay
Recognition
Health care
Retirement
Savings
Time off
Pay
Benefits
Total Rewards
Career development
Learning experiences
Performance management
Succession planning
Training
Learning and Development
Work Environment
Culture
Leadership
Performance support
Work/life balance
Line of sight/engagement

10. Senior Civil Service Current and future leaders
Reviews have shown a need to build upon leadership talent through attraction and retention to the service
Develop flexible performance and reward packages for strongest performers
Examine and challenge performance data and set delivery priorities

11. Professional Skills for Government

12. SCS Performance Management
Critical for creating a high performance culture with a focus on service delivery
System designed to set clarity for individual performance and personal development
Expectations of what is required and how the outcomes are assessed and rewarded

13. Individual Performance
Senior Civil Service – 3 roles in performance management
Four phases of activity through the process – Planning, Assessment, Differentiation and Reward
Several tools available for the assessment phase (360° feedback, face to face discussions, specifically designed instruments – DG assessment tool)

14. Translating this into reward
Pension
20%
Bonus
Delivery of objectives
6.5%
100%
Base salary
Competence
Job challenge
Sustained performance

15. Does it work ? We attract and retain good talent
We recruit and develop diverse people
We develop people’s professional skills
but
We pay external people 25% more than internal
We have too little funding to resolve anomalies
Poor management of the weakest performers
Base pay is not comparable with private sector equivalents
Success is based on good management practices and judgement