PMDS - Frequently Asked Questions (FAQ)     Q.        What is the Performance and Development Management System? A.        It is a tool that is to be used to manage the performance of all workers/jobholders fairly and objectively, in terms of the requirements of the post that the person was appointed to.    Q.        What happened to the previous Appraisal System that was utilised within Government     Structures? A.        The previous Appraisal System was used to allocate pay progression and merit awards to jobholders for work done without the continual management of performance.  This appraisal was not based on pre-determined/planned goals, as per the requirements of the relevant post.  Instead, the previous system compared jobholders to each other and the standard that was required for the work applicable to the post.   In light of this, the previous Appraisal System was withdrawn and each Department  has to develop a Performance Management System that is to be used to manage the performance of all jobholders Q.       What happened in the Free State Province regarding this new system? A.        The Public Service Regulations 2001, (Chapter 1, part VIII) stipulates that EACH Executing Authority should ensure that a Performance Management System is developed and implemented in the respective Departments.   In light of this, the Members of the Executive Council decided that one system should be developed and implemented in the Free State Province.   This will ensure that the performance of all Government employees within the Free State Province is assessed fairly, consistently and in terms of the same system. Q.        How is my performance going to be managed? A.        A Performance and Development Plan will be compiled for each jobholder occupying a post at salary level 1 – 12.   Your performance will be measured against the agreed content of the Performance and Development Plan.    Q.        What is a Performance and Development Plan? A.        This Performance and Development Plan is divided into two plans, i.e. the Performance Plan and the Personal Development Plan.  The Performance Plan will contain the set objectives that the relevant jobholder is to achieve in a certain period as well as the unit of measurements and the standards according to which the jobholder’s performance will be measured.  The Personal Development Plan will indicate the job specific training/ development that the jobholder is to receive within the same specified timeframe. Q.        How do I know what type of objectives must be set for me? A.        The objectives that are set are discussed between the jobholder and the supervisor.  The Key Responsibilities as contained in the Job Description, gives an indication as to the possible objectives can be set for the jobholder.   Q.        What is a Unit of Measurement?   A.        A Unit of measurement is the performance measures/indicators/specific outputs that will indicate whether you have achieved your objectives.  In other words, a unit of measurement is something that you can touch or see that you have achieved  your set objectives. For example:    The set objective for an Accounting Clerk is to prepare an Expenditure Report for all Programme Managers in the Department.  If the Clerk has achieved his/her objective (done the work) the output result would be an EXPENDITURE REPORT.  This will prove that the Clerk has met the objective and this is the output that would be measured to see how well the jobholder has performed.  Thus, the expenditure report (content thereof) will be the Unit of Measurement.  Q.        Who is responsible for compiling my Performance and Development Plan?   A.        It is the responsibility of the respective supervisor to compile the Performance Plan, in consultation with the Jobholder (You).  Thus, it is important that the jobholder extends his/her full co-operation and attempt to successfully communicate with the Supervisor.   Q.        What do we need to compile this Performance Development Plan?   A.        The following should be in place:               A Strategic Plan for the Department             An Operational Plan/work Programme for the Unit/Component             A Job Description containing a Competency Profile for each post   Q.        What is a Job Description and a Competency Profile? A.        It is a written statement of the key/core responsibilities attached to the post that describes to the jobholder what he/she does and why it is done.  This Job Description also indicates the output that is expected form the job, as well as the competencies.  The competencies are the requirements that the jobholder must conform to in order to perform the work.  There are five categories of competencies, i.e. Education and Training, Relative Experience, Knowledge, Skills and Values and Attitudes.  These categories of competencies give the jobholder an indication of what the minimum/essential requirements are and what the desired requirements are.  The Competency Profile forms part of the Job Description – it is NOT a separate document. Q.        Who should compile the Job Description and the Competency Profile? A.        It is the responsibility of the respective Supervisor to compile the Job Description and the Competency Profile, as the Supervisor is the person that knows what is required and expected from the post.  If the post is filled and a Job Description was compiled before the post was filled, the Supervisor will compile the Job Description and the incumbent/jobholder will verify that the content of the Job Description ids a true reflection of the requirements of the post. Q.        Can my Supervisor put any objectives on my plan that he/she sees fit? A.        NO.  The objectives must be linked to the Key Responsibilities as indicated in the respective Job Description.  However, this does not mean that you will not be required to perform duties that are not included in the Job Description.   Q.        What if I must perform a duties or duties that are not part of my Job Description? A.        Upon identification of an objective that is not part of the relevant Job Description, and carries a WEIGHT of 5% or more, this objective must be included in the performance plan of the relevant jobholder.  The jobholder should be assessed on his/her performance in meeting the objective.  It is, however, possible that an objective that carries a weight of less than 5%, must be performed.  It is not necessary to include this objective (WEIGHT less than 5%) in the performance plan.  The jobholder should, however, receive recognition for the performance of these duties/meeting of objectives.   Q.        What if I am or have to perform the duties or part of the duties of a vacant post? A.        In this case, it is important that the selected Key Responsibility (ies) be incorporated into your performance plan.  It is important to note that, in these cases, the assigned Key Responsibilities (duties) should be temporary and should not be assigned to any jobholder for longer than six months.  The objectives that are set for any jobholder should be reasonable and attainable, thus supervisors should be careful not to overburden the jobholder with additional objectives that are attached to other posts.   Q.        What if I must neglect my duties/objectives to do something else? A.        If, at any given time, a new objective will have an impact on the performance of the jobholder, the performance plan should be reviewed and the necessary changes should be effected after discussions had been held between the jobholder and the supervisor.   Q.        What if my supervisor does not like me? A.        The Performance and Development Management System has been designed in such a way that the jobholder’s performance is evaluated in the output that he/she has achieved and the evaluation is based on the evidence (the final result of the achieved objective).  The personal feeling or preferences of supervisors are not taken into consideration.  However, if a supervisor attempts such an action, disciplinary action can be instituted against him/her.   Q.        How is my performance determined?   A.        Based on the criteria that were set for your performance, i.e. the standards, you and your supervisor will have a formal review where you will discuss you performance against this criteria and you will agree on a rating of 1(poor or unacceptable performance) – 5 (outstanding performance).  Then a score is calculated by multiplying the agreed rate with the weight of the objective.  This is done for each objective.  Once the scores for all the objectives have been calculated they are added and transferred to the Bi-Annual review form. (both the Key Result Area and the Conduct Criteria scores).  Each total score is multiplied with the respective weight of the factor and then added together.  The final score is divided  by 5 and multiplied by 100.  The final total, in percentage form, is an indication of your average performance for the objectives that were set on the Performance and Development Plan in question. General (matters pertaining to more than one part of the Policy Framework) Q.     May an employee receive pay progression as well as a (cash) performance bonus based on his/her performance during a single assessment cycle. A.      Yes. Q.     May the maximum expenditure allowed on pay progression (1% of wage bill) and financial incentive schemes (1.5% of the remuneration bill) be pooled with the intention to only award higher notches in terms of the pay progression system or to only award once-off performance bonuses in terms of departmental incentive schemes? A.      No.  The expenditure on pay progression has a carry-through effect to next financial years whilst that is not the case with the expenditure emanating from once-off performance bonuses.  Pooling of the funds to only grant pay progression would, therefore, create grade drift and it cannot be guaranteed that in the case where an employee is rewarded with multiple notches that such above average performance would be sustained during subsequent assessment cycles. Pay progression (Part A of Policy Framework) Q.     What is pay (notch) progression? A.      It is the progression from a notch within a salary level to the (next) higher notch within the same salary level. Q.     When would the first progression take place in terms of the pay progression system? A.      1 July 2003 and thereafter 1 July of subsequent years based on individual performance assessments. Q.     May departments change the progression date of 1 July in their departmental performance management systems? A.      No, pay progression may only be granted on 1 July of a year – this is in line with PSCBC Resolution 6 of 2002 that a pay progression shall be implemented with effect from 1 July 2003. Q.     What are the criteria than an employee must meet to receive pay progression? A.      The criteria are twofold, namely-   ·  An employee must complete continuous period of 12 months on her or his (relative) notch on 31 March of a year. §  PLUS ·  An employee must have been assessed to be performing at least satisfactorily for the assessment period.  The assessment period will run from 1 April to 31 March of a year. Q.     How should “continuous period of 12 months on her or his (relative) notch on 31 March of a Year” be interpreted for pay progression purposes? ·  With relative is meant that a possible change to the value of an employee’s notch due to an annual cost-of-living adjustment on 1 July of a year does not disqualify him or her from pay progression (e.g. 7th notch of a salary level remain the 7th notch). ·  Due thereto than an employee is awarded a notch in terms of the pay progression system on 1 July of a year (therefore based on the previous assessment cycle for the period 1 April of the previous year to 31 March and with the awarding of the notch with effect from 1 July – a date that falls within the next assessment cycle), it should be regarded for purpose to meet the qualifying criteria of “continuous period of 12 months on her or his notch on 31 March of a year” for the next assessment cycle as if the employee is on the higher notch since 1 April (commencing date of the next assessment cycle). Q.     What is the pay progression assessment cycle exactly? A.      The cycle runs over a continuous period of 12 months, commencing on 1 April to 31 March. Q.     What happens in practice if an employee is appointed in or promoted to a post or awarded a higher salary in terms of the Public Service Regulations (Chapter I, Part V/C3) on a date other than the date of commencement of the pay progression cycle (for example an employee is appointed with the effect from 1 May of a year)? A.      Such an employee shall not qualify for pay progression for that cycle that commenced on 1 April and will for the first time qualify for pay progression based on the cycle that commenced on 1 April after the intervention date and shall be based on performance during the assessment cycle that commences on the subsequent 1 April (e.g. an employee appointed on 1 May 2003 shall only qualify for pay progression on 1 July 2005 and shall be assessed for the period  1 April 2004 to 31 March 2005 for this purpose). Q.     What assessment instrument should be used to assess employees for pay progression during the assessment cycle 1 April 2002 to 31 March 2003? A.      Departments’ should ensure that existing performance management systems are aligned to support the pay progression system (therefore those departments would be able to assess employees for this purpose). Q.     What assessment instrument should be used to assess employees for pay progression during the assessment cycle 1 April 2003 to 31 March 2004 and subsequent cycles? A.      Departments’ must have in place departmental specific performance management systems which should be aligned to support the pay progression system (therefore to ensure that departments are able to assess employees for this purpose).           Note:           A performance management system for employees on salary levels 1 to 12 is being developed by the DPSA and departments may wish to utilise this system.  The system will be available for implementation for the assessment period 1 April 2003 to 31 March 2004. Q.      Do employees on probation qualify for pay progression? A.      Yes. Q.     Do casual employees (therefore employees who are remunerated on an hourly basis) qualify for pay progression? A.      No. Q.     With regard to employees who are on personal notches (on the grading system) above the maximum of the salary levels attached to their positions, do they qualify for pay progression? A.      No. Departments are, however, advised to evaluate such jobs as soon as possible to determine whether it is correctly graded.  (Should a post be upgraded in terms of the Public Service Regulations (2001) (Chapter I, Part V) and the department continues to employ the incumbent employee in the higher graded post and the personal salary level attached to the upgraded post, the employee would qualify for pay progression). Q.     What is meant with the term that employees who are on personal notches (on the grading system) above the maximum of the salary levels attached to their positions will be ring-fenced on PERSAL? A.      Such employees’ notches will be coded on the PERSAL system that would prohibit departments to award higher notches to affected employees in terms of pay progression system. Q.     With regard to employees who are on personal salary scales or notches (not on the grading system), do they qualify for pay progression in terms of this Policy Framework? A.      No. Q.     With regard to employees who met the criteria for pay progression on 1 July 2003, but the pay progression is only effected on a later date on PERSAL (backdated to 1 July 2003), and who leave the service during the period between 1 July 2003 and the date that the pay progression is advised (finalized) on PERSAL, do they qualify for such pay progression? A.      Yes.  (It should be noted that this may influence resignation and retirement benefits). Q.     What is meant with the definition “wage bill”? A.      The wage bill for purposes of pay progression consists of the combined total of the employees’ salary notches, the employer’s contribution to the GEPF (annual value) and the service bonus (annual value) for the month of July each year, based on a calculation after any general cost-of –living adjustment to be implemented on 1 July. Q.     Does the wage bill include funded vacancies? A.      Yes, if departments have budgeted for the vacancies it should be included in the calculation to determine the wage bill for the month of July. Q.     Should the higher notches in terms of the pay progression system be awarded first before the annual cost-of-living adjustment? A.      The higher notches in terms of the pay progression system and the annual adjustment may be implemented in any sequence.  Annual cost-of-living adjustment are normally implemented programmatically by PERSAL (from a central basis) and depends on the date that the adjustment is finalised – it may happen that the adjustment is only finalised on a date after 1 July of a year.  It should be noted that the employees’ final salary position would not be different once their notches are awarded in terms of the pay progression system and the annual cost-of-living adjustment is implemented, irrespective of the sequence. Q.     May departments grant more than one notch to a particular employee based on his/her above average performance during a single assessment cycle? ·  The intention of the pay progression system is to award single notches for satisfactorily performance.  However, the awarding of additional notches may be in exceptional cases, provided that the departments wage bill does not grow above 1% per annum.  Departments would, however, have to align its performance management system appropriately to allow for the awarding of more than one notch per assessment cycle in terms of the pay progression system. ·  Apart from normal pay progression (therefore the awarding of a single notch per assessment cycle to above average performers), departments are, however, advised to instead reward above average/satisfactorily performance by means of once-off (cash) performance bonuses in terms of departmental incentive schemes. (See Part B of the policy framework). Q.     What monitoring mechanisms are to be introduced to monitor that departments’ wage bills do not grow beyond 1% per year due to pay progression? A.      The DPSA intends not to introduce any mechanism from a central basis.  Departments have to implement appropriate control mechanisms in this regard. Q.     May departments exceed the limitation of 1% of the wage budget on pay progression? A.      No. Departmental incentive schemes Q.     What is meant with the definition “remuneration bill”? A.      The remuneration bill relates to all personnel expenditure and therefore include salaries (basic and total packages), employer’s contribution to the GEPF, medical aid contributions, service bonuses, home owners allowances as well as other allowances for which employees may qualify (e.g. danger allowances, allowances payable to employees serving Executing Authorities) – in other words the remuneration budget for the financial year. Q.     What happens with incentive schemes and reward programmes already developed and implemented by departments prior to 1 April 2003? A.      Such existing schemes or policies have to be aligned with the policy framework (i.e. maximum expenditure of 1.5% of the remuneration budget and the maximum performance bonuses of 18% per individual employee per assessment cycle/financial year). Q.     Should the performance bonus be calculated on an employee’s actual salary notch or on the minimum of his or her salary level? ·  Departments may decide on which salary the performance bonus should be calculated and should be included in the departmental performance management system. ·  The DPSA, however, advises that it is a sound principle to calculate the performance bonus on the salary notch that applies to the employee on the date that he or she complies with the criteria for such performance bonus. Q.     May departments exceed the limitation of 1.5% of the remuneration budget on financial performance incentive schemes? A.      Yes.  The maximum percentage may, in exceptional cases, be exceeded with approval of the relevant Executing Authority.  Any exceeding of the limitation should rather be the exception than the rule. Q.     What monitoring mechanisms are to be introduced to monitor that departments do not spend more than 1.5% of its remuneration budget on financial performance incentive schemes? A.      The DPSA intends not to introduce any mechanisms from a central basis.  Departments have to implement appropriate control mechanisms in this regard. Q.     With regard to employees who are on any type of personal salary scales/levels or notches, do they qualify for performance bonuses in terms of departmental incentive schemes? A.      Yes. Q.     What happens to outstanding cases for merit bonuses (e.g. employees who met the criteria for merit bonuses prior to 1 April 2003 and whose assessment are not finalised on the said date)? A.      Any outstanding cases for merit bonuses up to and including 31 March 2003 (therefore employees who meet the set criteria prior or on this date) should still be dealt with in line with PSCBC Resolution 3 or 1999 (Clause 35). Grade progression Q.     What is grade progression? ·  Upward progression from a lower to a higher grade (salary level) by means of open competition (therefore a vacancy) with the employee acquiring and demonstrating the required competencies and skills to perform the job (generally known as promotion to a higher position). OR ·  Changes to the job function which is informed by additional demonstrated competencies and a higher job weight based on job evaluation (generally known as an upgrade in terms of Public Service Regulations (Chapter I, Part V/C5 and 6)). Q.     May departments develop their own grade progression systems (career pathing)? A.      No. Appropriate grade progression systems will be developed and negotiated in the sectoral councils of the PSCBC.  Any input that departments wish to make should be directed to the employer’s representatives in the relevant sectoral bargaining councils. System for the awarding of 2nd and 3rd notches (so-called personal profile system) Q.     Until which date may departments continue to apply the system for the awarding of 2nd and 3rd notches. A.      The Minister for the Public Service and Administration determined that departments may continue to apply the system until 31 March 2003 – see DPSA Circular 1 of 2002 in this regard.  This means that employees who complied with the criteria prior to 1 April 2003 for the awarding of the 2nd or 3rd notches of their relevant salary levels may be assessed and awarded such notches on their  pre-1 April 2003 salary levels. Q.     With regard to employees who were awarded a 2nd or 3rd notch during the period 1 April 2002 to 31 March 2003 (including with effect from 1 April 2003 based on assessment for the period 1 April 2002 to 31 March 2003), do they qualify for pay progression on 1 July 2003? A.      No, such employees would not complete a continuous period of at least 12 months on their notches on 31 March 2003.  Furthermore, such employees cannot be rewarded by means of the system for the awarding of 2nd and 3rd notches that applied prior to 1 April 2003 as well as by means of the pay progression system on 1 July 2003 based on the same assessment period. Q.     With regard to employees who were assessed for the awarding of a 2nd or 3rd notch during the period 1 April 2002 to 31 March 2003 and who were not awarded notches based on these assessments, do they qualify for pay progression on 1 July 2003? A.      Yes, provided they comply with the criteria for pay progression in terms of the pay progression system.     Introduction 1.      As departments are aware, the Government as employer engaged labour unions in the PSCBC on the implementation of a new pay progression system for employees on salary level 1 to 2 since 2002.  As no agreement could be reached since 2000, the following, inter alia, were concluded in PSCBC Resolution 6 of 2002 for the 2002/2003 financial year:   a)     The pay progression system will be finalised not later than 30 June 2002 with a view of implementing on 1 July 2003.   b)     If no agreement is reached on the pay progression system as referred to in (a) above, the pay progression system shall be implemented in terms of clause 4.5 of PSCBC Resolution 9 of 2001 with effect from 1 July 2003.  Clause 4.5 of PSCBC Resolution 9 of 2001 reads as follows- “the employer shall allocate 1% of the wage bill for increments effected in terms of the pay progression system”. 2.      An agreement on the Pay Progression system could, however, not be reached in the PSCBC by 30 June 2002.   3.      In view of the above, the Minister for the Public Service and Administration has determined the following:   a)     An Incentive Policy Framework linked to Departmental Performance Management Systems for employees on salary levels 1 to 12 in the Public Service (attached as Annexure G), to the implemented on 1 April 2003.   b)     Implementation of a revised salary scale (with 12 salary levels consisting of 12 notched for salary levels 1 and 12 and 16 notches for salary levels 3 to 12 respectively) on 1 April 2003 for full-time and part-time employees who are employed in terms of the Public Service Act, 1994, the Defence Act, 1957 and the Correctional Services Act 1998 (Annexures A, B and C).   c)     Translation with effect from 1 April 2003 of the employees referred to in (b) above to the revised salary scale and salary levels, as contained in the translation tables attached as Annexure D, E, and F respectively.   d)     That the first pay progression in terms of the Policy Framework referred to in (a) above takes place 1 July 2003.   e)     Abolishing as of 1 April 2003 of the system for the awarding of 2nd and 3rd notches on salary levels (so-called Personal Profile system).   4.      The Minister’s determinations do not apply to the personnel groups listed below.  The introduction of a similar Policy Framework (where applicable) will be determined by the Executive Authorities concerned:   a)     Senior Managers/Professionals on SMS Grades A to D (former salary levels 13 to 16) appointed in terms of Public Service Act, 1994, the correctional Services Act, 1998, the Defence Act, 1957, Police Service Act, 1995 and the Employment of Educators Act, 1998.   b)     Personnel on salary levels 1 to 12 employed in terms of the Employment of Educators Act, 1998.   c)     Personnel on salary levels 1 to 12 employed in terms of the South African Police Service Act, 1998.   d)     Personnel employed in terms of the National Prosecuting Authority Act, 1998 and the Magistrate Act, 1994. Effect of the Adjustment on general conditions of service 5.      For the purpose of classifying officers and employees according to their salaries, when applying the directives with regard to official journeys, means of transport, subsistence allowance etc., officers and employees who received personal salaries higher than the maximum of the standard salary levels attached to their ranks are deemed to be in receipt of salaries equivalent to the maximum notches of the standard salary levels attached to their ranks. Development of grade progression systems (career pathing) in the Public Service 6.      The Minister for the Public Service and Administration acknowledges the importance of the implementation of adequate grade progression systems (career pathing) in the public Service.  The Minister is of the view such systems should be developed in the various sectors, taking into consideration the sector-unique needs.  The employer representatives in the Sectoral Council are mandated to negotiate (develop) appropriate systems compliment the Policy Framework. Development of appropriate performance incentive schemes, linked to departmental performance management systems. 7.      One of the major stumbling blocks is the impact of PSCBC Resolution 3 of 1999 (Part XXXV).  The Resolution determines, inter alia, that the current dispensation on merit bonuses and other forms of recognition of outstanding performance, innovations or achievements shall remain in force until a new agreement, which is in line with the requirements of the Labour Relations Act, 1995, is negotiated.  In short departments may develop their own unique performance management systems (e.g. evaluation criteria etc.), but any performance related incentive schemes in terms of such system must be aligned with the said Resolution.   8.      To overcome this, and in view that it was agreed in Resolution 6 of 2002 that the employer may continue with the implementation of the pay progression system, the Minister for the Public Service and Administration approved that the employer withdraw from Resolution 3 of 1999 (Part XXXV) as of 1 April 2003.  The trade unions in the PSCBC have been informed accordingly.   9.      This means that departments may continue to develop (and implement as of 1 April 2003) their own performance related incentive schemes aligned with their departmental performance management systems within the parameters of the PSR (2001) (Chapter I, Part VIII) and the Policy Framework at Annexure G.  However, any outstanding cases for merit bonuses and other forms of recognition of outstanding performance, innovations or achievements up to and including 31 March 2003, should still be dealt with in line with Resolution 3 of 1999 (Part XXXV).   General 10.  Should any remuneration, rates, allowances, etc., exist which have to be adjusted and which are not covered in this Circular or the Annexures thereto, proposals for the adjustment thereof should be submitted to this Department.   11.  The translation of personnel to the revised salary notches (Annexure D, E and F) will be effected programmatically by PERSAL and PERSOL.   12.  Emanating from the Minister for the Public Service and Administration’s determinations contained in this Circular this Department’s Financial Manual will be updated and made available in due course.   13.  It is possible that the measures contained in this Circular may be erroneous or that errors may be made in the implementation of the measures.  All affected employees should be informed in writing that errors will be rectified when it comes to light and that any amounts that have been overpaid or underpaid because of errors will be adjusted.   14.  Departments are requested to ensure that the measures contained in this Circular are implemented correctly.  Should any problems be experienced with the implementation of the measures, departments are welcome to approach this Department for assistance.