Nowadays, everyone is talking about performance. Sometimes performance assessment of one entity/person is approached superficially, being considered as a formality imposed either by law or by internal procedures. In the Romanian public administration, performance of the employees is formally assessed by the managers at the end of every year. The traditional assessment process was, in fact, unilateral, not transparent and very formal.
Thus, a project was initiated in 2006 aiming to describe performance in such a way that the employees would ‘practice it’ and managers would ‘encourage it’. The goal was to change the mentality at the top management level as well as at the employee level. Performance has to be grounded, motivated, and challenging. The project identified the links between performance and career development, organisation’s strategy, prioritisation of the tasks, and last but not least, team-building.
Due to the implementation of the project, the employee currently has the opportunity to express her/his opinion, by means of filling in a selfassessment report. Moreover, the interview cannot be carried out unless the employee completes the self-assessment. The interview is no longer a mere formality, because both the assessment report and the selfassessment are discussed and the interview is formally finalised with an interview report. In addition, the employees have the opportunity to submit training proposals in their areas of interest, and to put forward objectives for the following period. Statistics and analysis on the evolution of performance are now available. Thus, transparency of the process has increased significantly. In addition to all these changes which are strictly related to the assessment process, other changes occurred in terms of training process management or diversity and complexity of the human resources data to be reported. The training process is managed in order to satisfy and cover all the necessities and areas required by the assessment reports. This approach gives incentives both in procurement and financial areas (having a coherent procurement programme in respect of training and paying for training services in accordance with the annual budgetary plan, without delays). All the reports and analysis involving human resources data are submitted on time, avoiding any errors. The job descriptions have been reviewed in order to correspond to the established objectives and performance criteria.
Technically speaking, all this happened because of the implementation of a web-based software application dedicated to individual performance assessment, customised for public administration and specifically for the Romanian Competition Council. The software application uses electronic flows to share and transmit information so that communication and approval chains are accomplished online. However, practically speaking, all of this was made possible by an overall change in mentality throughout the organisation.
|Award category:||leadership and change|
|Sector:||Public administration, modernisation, institutional affairs, reform|
|Type of activity:||human resource management|
|Keywords:||Performance assessment, training, organisational change|
|Short English description:||The project identified the links between performance and career development, organisation’s strategy, prioritisation of the tasks, and last but not least, team-building|
|Organisation:||Romanian Competition Council|
|Level of government:||national level|
|Size of organisation:||>100|
|Number of people involved:|
|EU membership:||EU member|