My questions are further contextualized by this article (click here).
My first question dealt with how the objectives found in the strategic plan, will find their way into the performance contracts/agreements of staff.
1. You mentioned that the objectives of the strategic plan will be represented in performance agreements/contracts of senior staff, so that there is accountability. Will these objectives to be found in the performance contracts/agreements of senior staff, be cascaded downwards throughout the organization and will they find their way, to an appropriate degree, in the performance agreements/contracts of the remaining staff?
Yes. As we discussed Teresa, We are now linking performance with our strategic plan. Furthermore, this fall we are introducing a new performance appraisal system in order to better facilitate a clear line of sight between our work and our vision. This new document will provide all employees with clear and consistent performance expectations. This applies to all our employees - union and non-union.
My next question dealt with the level of precision whereby objectives and progress toward those objectives will be measured.
2. On the charts, we noticed that line items are gauged in accordance to whether or not they are in progress, or not. Will you be attaching key performance indicators (KPIs) and measures to these line items, so that objectives in performance contracts/agreements are measurable from an outcomes based, rather than a process based perspective? If so, what is your timeline for these KPIs or measures to be determined? If not, how would you make the objectives measurable beyond whether or not each effort has started?
Teresa just to clarify, the objectives and associated actions outlined in the strategic plan are meant to be completed by this term of council, not just started.
Simple answer to your question above - yes. In terms of looking at progress, key performance indicators (KPIs)/measures will be utilized with respect to the line items - i.e.. actions.
Also this fall, departments are presenting their specific business plans which will be linked to the strategic plan objectives and actions.
We will be updating council on an annual basis as to our progress which has been our practice going back to our last strategic plan.
1. You mentioned that the objectives of the strategic plan will be represented in performance agreements/contracts of senior staff, so that there is accountability. Will these objectives to be found in the performance contracts/agreements of senior staff, be cascaded downwards throughout the organization and will they find their way, to an appropriate degree, in the performance agreements/contracts of the remaining staff?
Yes. As we discussed Teresa, We are now linking performance with our strategic plan. Furthermore, this fall we are introducing a new performance appraisal system in order to better facilitate a clear line of sight between our work and our vision. This new document will provide all employees with clear and consistent performance expectations. This applies to all our employees - union and non-union.
My next question dealt with the level of precision whereby objectives and progress toward those objectives will be measured.
2. On the charts, we noticed that line items are gauged in accordance to whether or not they are in progress, or not. Will you be attaching key performance indicators (KPIs) and measures to these line items, so that objectives in performance contracts/agreements are measurable from an outcomes based, rather than a process based perspective? If so, what is your timeline for these KPIs or measures to be determined? If not, how would you make the objectives measurable beyond whether or not each effort has started?
Teresa just to clarify, the objectives and associated actions outlined in the strategic plan are meant to be completed by this term of council, not just started.
Simple answer to your question above - yes. In terms of looking at progress, key performance indicators (KPIs)/measures will be utilized with respect to the line items - i.e.. actions.
Also this fall, departments are presenting their specific business plans which will be linked to the strategic plan objectives and actions.
We will be updating council on an annual basis as to our progress which has been our practice going back to our last strategic plan.
Constructive feedback is welcome.
Teresa DiFalco
Publisher, The Hamiltonian
Boy, that should get staff's attention. So there will be business plans vetted by a third party to ensure they are sustainable going forward? Lower property taxes will be the proof.
ReplyDeleteWhile I'm pleased to read that the City is working to link performance plans to the strategic vision, the fact that it's 2012 and this is only now being worked is troubling. This is not a new method. This approach has been in place for over 25 years in organizations of all sizes throughout the world. That's not my opinion. That's fact. So, while it's always good to at least begin using best practices, no matter how old and proven those practices are, I really have to question what took so long?
ReplyDeleteThe organizational metrics we are aware of through presentations to Council are signs of a weak and unhealthy organizational culture. Smiling videos will not fix these problems, no matter how well-intentioned. Tracking performance against goals is a good start. Here are a few basic questions I would ask Chris and his senior management team to answer before they implement the new process:
1. What happens when a manager or supervisor does not submit completed performance plans for each of his or her direct reports?
2. How will the organization track the completion of interim performance reviews?
3. What will happen when an employee's performance falls far short of the metrics in the agreed to performance plan?
4. When will every employee in the organization have a completed, signed, and submitted performance plan?
5. How frequently will interim progress reviews be conducted and how will the organization track the completion of these interim reviews?
6. How will employees be recognized and rewarded for successful achievement of their performance goals?
There are dozens more questions that must be asked and answered before this plan is implemented. I hope they are being addressed right now and that the answers are included in the communication, training, tracking, and enhancements made to the process.
This is an enormous challenge given the state of the organization. I'm quite sure there will be a lot of resistance to this process by many employees at different levels. That isn't really debatable. What is debatable, is how well the organization, and individual managers and supervisors, will deal with the bumps and bruises that are common to most newly implemented performance planning, performance review, and performance appraisal systems. Tweaks to such systems even in organizations used to working with them can still cause friction. When you're implementing such a system in an organization that by its own admission has not completed performance plans or reviews for many of its employees in the past, reaction is likely to be be well beyond simply friction.
Absenteeism is already high. Retirement is within reach for a huge percentage of those who will be asked to embrace and implement the new system. These two factors alone mean this is going to require enormous skill and perseverance on the part of senior management and senior HR people. I just hope the team is up to the challenge.
I can't take this seriously. Council cannot even express the vision. How the heck can you come up with a plan if the leaders don't even know where they are going? Working at the city is demoralizing for me
ReplyDelete