PMDS is amethod of looking at your work targets and production and evaluate if you haveachieved what you set out to achieve or not. The discussion establishes yourcontribution, feedback on your achievements and deals with any issues there mayhave been. So you can reach you goalsthrough identifying your improvement / training needs. PMDS was introduced in the “Croke Park”agreement with commitment from management and unions to the process.PMDS is theprocess used to deliver on objectives of the Annual Service Plan for CavanCounty Council as follows:• CorporatePlan (5 Year Plan )• BusinessPlan/Operational Plan (January)• TeamDevelopment Plan (Mid/Late January)• PersonalDevelopment Plan (February) The primarypurposes of PMDS includes role clarity, agreeing duties, responsibilities andobjectives for the year, developing and improving performance and supportingand developing staff.
The significantelements in PMDS include:· FullPerformance Cycle comprising of three conversations during the PMDS Year ieStart of Year, Mid-Term Review and End of Year Evaluation Conversations. · Endof Year Evaluation· FormalProtocol for addressing and resolving Underperformance · Linkto Incremental Progression CavanLocal Authority Team Development PlansThe purposeof the Team Development Plan is to help them meet the objectives as set out intheir Annual Business Plans. There are18 business plans in Cavan Local Authorities. Most sections already work in’Teams’, PMDS puts a clear structure in place as to how the Team works, who isin the Team and who is responsible for what within specific sections. Havinglooked at the Template supplied to local authorities the PMDS Trainers felt itwas too prescriptive so decided that each section should design the TeamDevelopment Plan to suit their particular section.
The suggested format is asfollows:· Outlinethe objectives of the Annual Business/Operational Plan· Outlinethe Team Structure/Action Areas · Clarifystaff roles, who is responsible for what within the section· Lookat development issues for the Team This PMDSsuits Cavan County Council and not the other way round so what works in onesection may not necessarily work in another section. Each section rolls outPMDS whatever way it works best in their section.Afterdeciding the Team Area and electing staff to specific Teams and introducingresponsibilities within the Team the line manager along with Team staff decidesif there is any training needed in order to meet objectives.
Cavan CountyCouncil Team Development Plan includes the following:· Improvedinternal communication; e.g. weekly/fortnightly meetings· Awarenessof what is in the Annual Business Plan and staff participation in future plans’development· Identifypeople/staff and clarify their specific role in the section· ImplementPMDS· Educate/Awarenesson Health and Safety Issues/Insurances etc· IdentifyTeam Training requirements if necessary· CustomerService· Awarenesson Council Policies – e.
g. Employment Assistance Programmes· Coachingand feedback on performance ChallengesPMDS can beseen as a different activity or a mind boggling, tedious assignment thatrequires a gigantic exertion – it has to be seen as just a foundational organisedway to deal with overseeing work and supporting staff to improve theiradvancement and execution. The object is both to ceaselessly audit, enhance andlearn. PMDS should make a positive commitment to the full association. When PMDS was originally introduced in Irelandwe were experiencing economic growth, staff recruitment was continuous and spendingplans were generous, when the revised model of PMDS was implemented, allresources were constrained. PMDS is required to help the association through analternate and troublesome business setting. For PMDS to be effective andeffectively installed in anyorganisation there must be important and obvious responsibility and leadershipfrom Senior Management. Thenon-compliance with PMDS Full Performance Cycle, inside the agreed timeframesand with significant involvement between employee and line managers, brings theeffectiveness of the system under inspection and supports the trust and dedicationof employee’s in the system.
It additionally deflates the remarkable endeavoursmade by HR to get the system up and running. CavanLocal Authority Personal Development Plan (including the role of the linemanager).Startof Year Performance PlanningThe start ofyear discussion between line manager and employee concentrates on role clarity,aims for the year, key business related qualities and areas for improvement,short and long term development needs. Workand improvement objectives for the coming year are agreed by the employee andline manager.
These objectives arealigned with the department and organisational objectives, which is expressedin the team development plan for the department. The employee considers their developmentneeds in light of their previous end of year evaluation meeting and thepriorities for this year. The linemanager reviews the department objectives and what may be priority objectivesfor the employee and any development needs that the employee may need in orderto help them meet their objectives. Objectivesand goals should be described in a manner that is SMART. Mid-YearReviewThesemeetings are an opportunity for the line manager to give feedback and ifnecessary, to provide coaching and formallyagree variations to the work plan in light of changing priorities. The employeealso has an opportunity to give feedback and to outline any difficulties thatmay have arisen.
This is recorded, along with any changes or additions to thework or development plan or any other comments agreed. The line manager needsto review the progress made on department objectives and specifically inrelation to the status of employee objectives. The line manager should complete the Mid-Year Review Form and bothparties need to sign off on the progress recorded and follow up action isagreed. Endof Year EvaluationThe meetingbetween the line manager and employee takes place in advance of completing theEnd of Year Evaluation form. The meeting involves agreeing the achievement ofobjectives and discussing how they were achieved, development needs met and anyissues that may have arisen during the year impacting on the achievement ofobjectives. The line manager completes the Form and both parties need to sign. ChallengesPMDS shouldbe adequately secured into the business planning system as there would be noobjectives to follow.
PMDS should to beviewed as a critical procedure from the employee point of view. While somestaff may have reservations about the advantages, it is the job of the LineManager to express these benefits. Goodcommunication and continual feedback, not only at each conversation of the FullPerformance Cycle but continuous throughout the year, is imperative. Though the paperwork trail and reporting areimportant and essential it is the conversations and the continuouscommunication that is the spine of PMDS. Quality and significance of the conversationis imperative and can be challenging for both line manager and employee. Thiscan be a tedious task for line managers. Supervision and performance is a vital taskfor all line managers in Local Authorities.
It is a continuous task that canmotivate staff and inspire better performance when integrated correctly. Line managersneed to carry out constructive and relevant performance assessments and theremust be fairness and consistency throughout. The significance of finishing the full cycle is important with regardsto incremental advancement, managing underperformance and general assessment. To successfully deal with underperformance challengesline managers.
It is vital that the employee and line manager address any issueof underperformance as soon as it becomes evident or when either becomeconcerned. The priority of this strategyis on enhancing employee’s performance when it gives rise for concern andensuring all required supports are in place to help employee’s to progress. Meetingdeadlines is essential in regard to the Full Performance Cycle which can be achallenge in a hectic organisation.
TheCorporate PlanEvery one ofthe objectives purposed in Cavan County Council Corporate Plan is displayed inthe Annual Departmental Business Plans. Logical goals are assigned in theseplans and these are examined through the Performance Management DevelopmentSystem (PMDS) which is in operation in Cavan County Council. Every DepartmentalPlan and corresponding goals is examined on a yearly basis and a yearlyevaluation of the Corporate Plan will be submitted to the elected members. Executionof Performance Management systems can prove challenging for both line managersand staff and successful managers can manage performance continuously. Theregular process of annual objective setting and end of year evaluation is nolonger sufficient.
Managers must constantly arrange and re-arrange theiremployees’ work in response to changing conditions, which helps employees tofocus on the right results in their heavy workloads and priorities. ConclusionOrganisingemployee achievements is a constructive system for improving employees andCavan County Council future progress. By defining Cavan County Council goals,turning these into logical personal goals, and assess these goals frequently,PMDS presents a considerably organised and essential management instrument.