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Objectives
Objectives
This component focuses on strengthening and developing data pipelines to track key performance aspects. The data is then combined in performance dashboards, which serve as a single source of reference for departmental leadership to assess performance and make decisions.
The data generated by implementing Goals Alignment and Learning and Development pathways can provide a holistic view of officials' accredited competencies and demonstrated performance.Β Together, these can inform performance management decisions for determining support, postings, promotions, and transfers.
Outputs
Outputs
Robust data pipelines to measure learning and development and service delivery targets.
Performance dashboards that provides useful analytics of performance data to support decision-making.
Outcomes
Outcomes
Departments have robust monitoring systems to measure performance.
Departmental leadership has improved visibility on the various aspects of departmental performance at the team and individual levels.
Preparation for ImplementationΒ
Preparation for ImplementationΒ
Design GO-HRM implementation and change management strategy:
Budget approval for GO-HRM implementation
Office orders and associated documentation for critical process changes
Institute progress review protocols and appoint nodal officer(s) to anchor the implementation process
Institute teams and committees to oversee implementation:
Executive committee: responsible for key decisions and progress review
Management committee (if required): responsible for coordinating change management and program implementation
Implementation team (can be externally contracted based on departmental resources): responsible for conducting activities required for this track, including augmenting data systems, developing dashboards, and designing relevant performance management policies.
Steps in ImplementationΒ
Steps in ImplementationΒ
The section below describes the steps for achieving the outputs and outcomes associated with the performance management component of GO-HRM.
Step 1: Augment existing data systems and build need-based systemsΒ
Step 1: Augment existing data systems and build need-based systemsΒ
Overview:
Overview:
This step involves mapping data sources for all metrics defined under Objectives, Key Results, and Key Performance Indicators and augmenting/building need-based data systems to enable comprehensive measurement.
It is important to route existing data pipelines for these indicators to one central reference point. This will enable leadership and officials to understand the extent to which they are on track for achieving their targets.Β
Regular reviews of this data will help address specific issues officials face at work in real-time and ensure that departments can correct them on an ongoing basis.
This document π provides a step-by-step guide for mapping existing data pipelines and building new data systems to track performance.
π Resources and Tools πΒ
π Resources and Tools πΒ
Step 2: Build a dashboard to assess and track performanceΒ
Step 2: Build a dashboard to assess and track performanceΒ
Overview:
Overview:
This step involved building a performance dashboard that consolidates the various forms of data being used to track performance metrics at the position, team, and department levels for the scheme/program of interest.Β
Data visualizations on the dashboard can support leadership in monitoring performance, troubleshooting, and understanding the impact of specific performance management interventions.
This document π provides a step-by-step guide for building a performance dashboard that links indicators and enables the assessment of officials with respect to their means, motives, and opportunities.Β Β
π Resources and Tools πΒ
π Resources and Tools πΒ
Step 3: Link dashboard data to performance management decisions
Step 3: Link dashboard data to performance management decisions
Overview:
Overview:
Incorporating outputs from GO-HRM systems into the performance management and feedback process ensures that officials and leadership understand how well each person within the department is fulfilling their responsibilities, and the right mentorship and support mechanisms are made available to help officials stay on track to achieve their targets.Β
Supervisors can draw on data generated by these systems and their observations to provide feedback to officials on their performance. This will create a feedback loop to enable officials to take stock of how well-equipped they are for their roles and help leadership plan and manage the human resources of the department more effectively. This can further inform performance management decisions for targeted support, postings, promotions, and transfers.
This document π provides a step-by-step guide for linking performance-related insights with performance management practices and decisions.Β
π Resources and Tools πΒ
π Resources and Tools πΒ
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