1. Communicating priorities to all the First Reporting Officer’s (FRO’s) on your team

The cornerstone of performance management is setting expectations.  At the U.N. we do that through work-planning.  Overwhelmingly, one of the biggest complaints received from supervisors is that they do not receive adequate guidance from their own supervisors.  You can help overcome this by:p>

  • Seeking guidance from your senior managers
  • Creating a section/unit workplan from the departmental workplan
  • Updating FRO’s on new priorities
  • Ensuring that expectations are attainable with existing resources
  • Encouraging your FRO’s to give you updates with regard to progress or issues
2. Holding FRO’s accountable for timely appraisals

The system can only work if it is being done in a consistent and timely manner. With so much on our plates however, performance management often becomes a lower priority with little or no consequence. Here are some ways you can communicate to your team that you take PM seriously:

  • Ensuring they know and apply the rules -hold a meeting to discuss the PM policy
  • Late work-plans and performance reviews should be the exception rather than the rule.  Demand updates for each stage of the PM process.
  • Reports on compliance for your team are available at a click of a button.  Find out who in your E/O (or the PM team) can provide these to you.
  • All of the managers under your supervision should have selected the ‘Managing Performance’ competency.  If they have not complied with their responsibilities, their own rating for this competency should be reflective of that.
  • Remember your job is to evaluate the FRO’s not their supervisees.
3. Resolving disagreements between S/M & FRO

One of your key responsibilities as an SRO is to ensure the work environment runs smoothly and that employees work in coordination with one another and free from conflict. When disagreements or other contentious situations arise in the workplace, it can reduce productivity, harm employee relationships and damage morale.  Here are some ways you can manage the situation:

  • Maintain an open door policy in confidence
  • Remain objective and neutral – keep an open mind and don’t prejudge
  • Internal resolution of problems are better than escalation
  • Encourage the development of an action plan
  • Monitor the situation
4. Ensuring that FRO’s knows and apply the rules

The Performance Management system is sometimes viewed as an overly complex and time consuming endeavour.  If managers were to apply the rules and follow the minimum requirements, issues would be significantly reduced.  Please:

  • Ensure that all FRO’s have attended the mandatory PM Learning Programme for Managers and Supervisors (ST/SGB/2011/5)
  • Provide a copy and discuss the PM Policy (ST/AI/2010/5)
  • Encourage FRO’s to include development and learning in the workplan (ST/SGB/2009/9)
5. Ensure that evaluations are fair and consistent

Evaluations are not always consistently applied across the Organization.  This may influence the degree to which evaluations are considered by hiring managers and interview panels and impacts negatively on the integrity of the PM system.  As an SRO you should:

  • Ensure that comments that are consistent with the ratings
  • Establish evaluation standards with the FRO’s at the beginning of the cycle
  • Instruct your FRO’s to use the Ratings Guidelines
  • Instruct your FRO’s to use the Competency Development Guide
  • Communicate to all staff the new rating standard that you have imposed
Important documents: