Unlike previous appraisal systems, the new one gives greater weight to superiors
The new, revised Evaluation systemis ringing in the new year in public administration.
Unlike previous appraisal systems, the new one gives greater weight to supervisors, rather than employees, and is based on performance based on predetermined targets at the organizational unit level. Rating for employees has been removed, while supervisors will be rated from 1 to 5.
The process is implemented for the first time and is implemented in three successive stages per year with corresponding meetings of assessor and assessee every January, May and December.
The specific system concerns approximately 200,000 permanent and temporary employees and 15,000 supervisors in Public, Local Government, NPDD and Independent Authorities.
The type and content of the forms to be filled in during the process have been determined by a decision recently signed by the Minister of the Interior, Makis Voridis.
For the evaluation of supervisors, the forms “Achievement of Supervisor’s Objectives”, “Capture of Supervisor’s Skills”, “Team Pulse” and “Unitary Team Pulse” forms are drawn up, which are an integral part of the “Supervisor’s Evaluation Report”.
For the evaluation of employees of all categories/educational levels, the “Employee Skills Assessment” form is provided, which is an integral part of the “Employee Evaluation Report”.
In addition, upon completion of the process, the “Development Plan” form is drawn up for both supervisors and employees.
On the manager’s goal achievement form, the appraiser, who is the appraisee’s immediate superior, records the category and description of each goal that was assigned to the appraisee. It then captures the level of achievement of each objective based on the five-point descriptive scale, in which the grade 1 corresponds to “very low achievement of the objective” and the number 5 to “significant exceeding of the objective”. The performances that are graded are for the general image of the service and specifically for the internal organization and operation, the services provided, as well as for the skills and abilities of its employees.
In the manager’s skills impression form, the level of display of elements of the skill that the assessee demonstrates for each of the nine skills that make up the so-called Unified Skills Framework is recorded. These are the following: a) citizen orientation, b) teamwork, c) adaptability, d) result orientation, e) organization and planning, f) problem solving and creativity, g) professionalism and integrity, h) knowledge management and i ) leadership.
The supervisor evaluation report is drawn up on the basis of these two forms, from which the average of the achievement of objectives and the impression of skills is obtained. Also recorded are one to three “developed” skills for which the supervisor received a score of 5 and three “to develop” skills, judged by the assessor, for which the assessee received a score of 1 to 4.
The overall score of the evaluated leader is obtained by the sum of the weighted score of goal achievement (weight 50%), leader skills impression (40%) and team pulse (10%).
Based on the nine skills, employees are also evaluated, with the difference that the level of each skill will be judged accordingly as “developed” if it is of a high level or “to be developed” if it is more or less behind. Then the evaluator should choose from one to three skills which are evaluated as “developed” and another three “to be developed” of the employee, which the evaluator must choose as, in his judgment, they are amenable to priority improvement.
For the less efficient employees there is a provision for further training, through attending seminars organized by the National Center for Public Administration and Self-Government.
Correspondingly, for employees with exceptional performance, which should be sufficiently justified, monetary rewards are expected to be established, in the form of productivity bonuses, granting additional days of leave or telecommuting, while they can potentially have faster professional development.
The opinion of immediate subordinates about their supervisor is recorded by name through nine questions on the team pulse form. Employees are asked to rate…their rater on their skill level in relation to the way the service operates and the relationships and cooperation between its members.
According to the legislation, during the first stage of the evaluation process, which takes place in January, the evaluator invites the evaluator to a discussion, in which the development plans for the whole year for both the service and the employee are determined.
In the second stage, which takes place in May, evaluator and appraisee jointly review the implementation process and the degree of achievement of the objectives set in the first stage and, if deemed appropriate, carry out an update.
In December, during the third stage, the immediate subordinates of the evaluated supervisor complete and submit the team pulse form for the past year. Subsequently, the assessor calls the assessee for the overall assessment of the latter’s performance.
Discussions between assessor and assessee are carried out in any convenient way, either face-to-face or via teleconference.
RES-EMP
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