Managing performance in the public sector is no different to the public sector. In fact, given regulations, Acts and delivering expected services to the community, the need to perform in the public sector is heightened.
“The impact of performance management in the public sector has wider significance than a meeting between a manager and employee to discuss KRA’s. A well-performing municipality can attract investors, tourists, new residents, and young talent into the region’s businesses and municipalities”, says Earl Williams, Weskus Distrik’s Senior Manager of IDP and Strategic Support.
Performance Management is often viewed as a HR practice where boxes need to be ticked.
Not so, says Earl.
“Any well-run organisation has a vision which drives it. That vision is broken down into deliverables for everyone. The aggregation of every employee or official delivering to standards determines whether the overall vision and objectives are achieved or not. Any area that fails to deliver, or is not on par, has a knock-on effect which inhibits others from performing”.
Earl believes that true performance alignment is arguably the strongest indicator of a team with common purpose. This means that it doesn’t matter whether you’re on the executive team or a maintenance worker.
“We have a campaign running styled ‘Clean as Wheat’. This would not be authentic or honest if our pavements were littered. The exemplary work of our maintenance team is a good example of an aligned team performance with common purpose”.
Weskus Distrik Municipality
Senior Manager: IDP & Strategic Support