1. Developments in the Performance Assessment in Latvia

2. How HR system is structured?
1. Job classification system (job families and levels) – Job Catalogue
Wages in
labour market
2. Competency models
(knowledge, skills, behaviour) – competency-based HRM
8. Wage groups (pay system)
6. Education standarts for job families
3. Methods of personnel selection
4. Performance appraisal – detection of missing or underdeveloped competencies
7. Universities’ programmes
5. Latvian School of Public Administration - curriculum

3. Existing Performance Appraisal
Since 2001 performance of civil servants in Latvian public administration is evaluated, BUT:
system is outdated
doesn’t fully describe performance quality
evaluation is a formal process
evaluation criteria are too general

4. New Performance Appraisal (1)
Expected from 2008
Applies to whole public sector (not only civil servants)
Related with flexible part of salary
Electronic rating system
Competency approach

5. New Performance Appraisal (2)
Divided in 3 main parts:
analysis of target achievement and task accomplishment
measurement of competencies (behaviour and attitude)
determination of developments needs (training, coaching, mentoring, literature, conferences, experience exchange)

6. flexible part of salary Job content, responsibility, complexity
basic salary
PERSON –
flexible part of salary
Job content, responsibility, complexity
Performance 70%
Seniority 30%
Job family and level
23%
10%
Reg. Nr.995.
67%
33%
100%

7. Performance Appraisal Form: Part I
Targets and tasks
Weight of task (1-3)
Rating (A-E) 1. 2. 3.
Average rating:
Comments:

8. Performance Appraisal Form: Part II
Competence
Rating (A-E)
Core competencies 1. 2.
Functional competencies
Specific competencies
Average rating:

9. Performance Appraisal Form: Part III
Competencies to be developed to promote achievement of targets
Development activities
Term
Communication skills
Coaching
Analytical thinking
Regular case analysis
Project management skills
Seminar

10. Performance Appraisal Form: Summary
Rating (A-E)
Job family and level
Potential career development
Qualification grade
Rating of the targets achieved
Rating of the competencies

11. Rating Scale
Managers assessment against tasks/behaviour defined for particular employee
A – excellent (employee acts exceptionally in all aspects, he/she is a good example for others to follow)
B – very good (employee acts exceptionally in a number of aspects)
C – good (employee in general acts in compliance with set requirements)
D – almost good (employees’ behaviour partly comply with set requirements)
E – mismatch (employee does not act in accordance with the set requirements)

12. Potential implementation risks
Disinterest of managers
Employees feel threatened and resist changes
Not always good specialists are good managers – do not pay attention to HR issues
Lack of explanation activities
Time consuming