1.  APS Performance Management Diagnostic Tool People Management Network 1

2. Overview of the session  Introduction to the project  An explanation of the Diagnostic  Conclusions – what I have learnt

3.  Developed from the Strengthening the Performance Framework Project A joint project originally between the APSC, Australian National University, University of Canberra, University of New South Wales, Canberra 3

4. Background: Strengthening the Performance Framework project  Ahead of the Game Blueprint for Reform (2010)  Performance management and employee engagement  SOSR findings  Literature  International Comparisons  Capability Reviews  Primary Data

5. Why High Performance?  Where is the greatest improvement going to come from?  What is meant by “More with Less”?  Need a real change to occur – change management

6. State of the Service Reports Questions2009-102010-112011-12 Agencies require employees to have performance agreement93%90%92% Employees receive formal performance feedback88% 79% HOWEVER …. Percentage of employees who agreed that most recent performance review would help them improve their performance 51%50%48% Percentage of employees who agreed that their agency deals effectively with underperformance 24%23%21%

7. Performance management has a substantial positive influence on employee engagement…

8. If we keep doing what we’ve always done, we’ll keep getting what we always got

9. Changing the conversation How do we change a conversation? What do you want to be different? What might it look like if it works?

10. What is High Performance?  ‘No consistent standard of value has emerged to serve as a reliable guide for governments  We tend to be able to describe what it is not!

11. Characteristics of High Performing Organisations  Continuous Learning and Improvement  Vertical and Horizontal System Alignment  Strategic Orientation and individual role/goal clarity  Outcome and Citizen Orientated  Cooperative Partnerships  Capabilities and Competences  High Employment Engagement  Ongoing feedback and management of expectations  Walking the Talk

12.  Performance Management … a mechanism that underpins and integrates other management practices

13. A Framework for High Performance

14. Questions for High Performance  Question One: What will it look like if it works?  Question Two: How do we know what to prioritise?  Question Three: What will really motivate you?  Question Four: Why does ‘performance management’ exist  Question Five: How will we know when we are there?  Question Six: Is it likely?

15. Outcomes so far  Changes to legislation  APS Employment Principles  Core skills: Performance Management Program

16. Where Now?  Diagnostic Process  Identify the good, build on what’s working  Designed as a circuit breaker to change the conversation

17. Diagnostic Process PHASETASKS 1Diagnostic preparation (3-4 weeks prior to the Diagnostic Exercise Review context and current processes. Set up the Pulse. Finalise the questions for particular foci and set up the interviews 2Diagnostic process (1-2 weeks depends on agency size) Interviews (EL and SES) and focus groups (EL and APS levels) across agreed areas 3Data analysis (2-3 weeks depends on amount of data to be analysed) Analyse data reflecting each Principle and Foundation element of the High Performance Framework 4 Evaluation and key learnings from Diagnostic process (Workshop and finalise report Workshop session is arranged with the agency’s Executive Team as part of the report development process.

18. Questions?

19. Five Most Important Things I Have Learnt  Need to know why you are doing it

20.  Factors that have a positive influence on the quality of performance management…

21.  The extent to which managers see performance management to be a core management activity that contributes to improving whole of organisational performance  The extent to which there is a clear accountability mechanism for performance improvement in the organisation  The capacity of managers to clearly describe high performance in terms of the job and the context  The amount of time (resources) available to managers to do performance management  The quality of the performance management conversation (the quality of what is exchanged between the manager and the employee)

22. Done well performance management has a range of positive outcomes…  Performance management has a positive impact on employee engagement  Increases role clarity for all employees  Consistent understanding of expectations and contribution for both managers and employees  A consistent approach to clearly articulating and managing expectations  Provides a focus for improving performance at the individual and organisational level  Builds workforce adaptability through ability to understand and respond to change

23.  Management not HR must drive  Setting it up as core business – people management  Strategically underused  Accountability matters – poor performance is not addressing underperformance Five Most Important Things I Have Learnt

24. Performance Management … a mechanism that underpins and integrates other management practices

25. Thank you

26.  For further details: Contact: Damian West, APSC damian.west@apsc.gov.au Deborah Blackman, UNSW Canberra d.blackman@adfa.edu.au Fiona Buick, University of Canberra fiona.buick@canberra.edu.au Michael O’Donnell, UNSW Canberra m.odonnell@adfa.edu.au http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2275681 http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2130232.D