Performance Management Development System: Croke Park

Performance Management Development System

PMDS is a method of looking at your work targets and production and evaluate if you have achieved what you set out to achieve or not. The discussion establishes your contribution, feedback on your achievements and deals with any issues there may have been. So you can reach you goals through identifying your improvement / training needs. PMDS was introduced in the “Croke Park” agreement with commitment from management and unions to the process.

The primary purposes of PMDS includes role clarity, agreeing duties, responsibilities and objectives for the year, developing and improving performance and supporting and developing staff. The significant elements in PMDS include:

• Full Performance Cycle

The regular process of annual objective setting and end of year evaluation is no longer sufficient. Managers must constantly arrange and re-arrange their employees’ work in response to changing conditions, which helps employees to focus on the right results in their heavy workloads and priorities.

PMDS can be seen as a different activity or a mind boggling, tedious assignment that requires a gigantic exertion – it has to be seen as just a foundational organised way to deal with overseeing work and supporting staff to improve their advancement and execution. The object is both to ceaselessly audit, enhance and learn. PMDS should make a positive commitment to the full association. When PMDS was originally introduced in Ireland we were experiencing economic growth, staff recruitment was continuous and spending plans were generous, when the revised model of PMDS was implemented, all resources were constrained. PMDS is required to help the association through an alternate and troublesome business setting. For PMDS to be effective and effectively installed in any organisation there must be important and obvious responsibility and leadership from Senior Management. The non-compliance with PMDS Full Performance Cycle, inside the agreed timeframes and with significant involvement between employee and line managers, brings

Though the paperwork trail and reporting are important and essential it is the conversations and the continuous communication that is the spine of PMDS. Quality and significance of the conversation is imperative and can be challenging for both line manager and employee. This can be a tedious task for line managers. Supervision and performance is a vital task for all line managers in Local Authorities. It is a continuous task that can motivate staff and inspire better performance when integrated correctly. Line managers need to carry out constructive and relevant performance assessments and there must be fairness and consistency throughout. The significance of finishing the full cycle is important with regards to incremental advancement, managing underperformance and general assessment. To successfully deal with underperformance challenges line managers. It is vital that the employee and line manager address any issue of underperformance as soon as it becomes evident or when either become concerned. The priority of this strategy is on enhancing employee’s performance when it gives rise for concern and ensuring all required supports are in place to help employee’s to progress. Meeting deadlines is essential in regard to the Full Performance Cycle which can be a challenge in a hectic