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HOW PDMS IS TRANSFORMING JOBURG’S PUBLIC SERVICE PERFOMANCE

Sascha-Lee Joseph

In the second quarter of 2023/2024, the City witnessed exceptional Performance Management and Development System (PMDS) submissions from two of its departments: Group Risk and Advisory Services (GRAS) and the Group Strategy, Policy Coordination & Relations Department (GSPCR).

Their remarkable performance exemplifies how an effective PMDS can transcend traditional job evaluations to unlock employee potential for future roles, says Tholakele Mashazi, Assistant Director of Performance Management in the City’s Group Corporate & Shared Services (GCSS).

Mashazi explains that a well-implemented PMDS sets clear performance expectations, monitors progress, provides constructive feedback, and facilitates robust development plans. She describes PMDS as a structured and systematic process encompassing a range of activities, tools, and procedures designed to set clear performance expectations, monitor progress, provide feedback, and facilitate development.

“Effective performance management systems also promote a culture of accountability and transparency within the organisation. It ensures that individual efforts contribute to overarching organisational goals, fostering alignment across all levels,” says Mashazi.

She highlights that for any organisation to achieve its objectives and for employees to reach their work targets and self-development goals, it is vital to implement and maintain a robust PMDS. This strategic enabler ensures that public servants are equipped to deliver high-quality services that align with the City’s developmental goals and priorities.

Mashazi points out that beyond fulfilling the legislative requirements governing the Local Government Sector, the City requires a PMDS that serves as a primary mechanism to plan, monitor, and review the Integrated Performance Management System (IPMS).

Janine Arendze, Business Planning & Performance Management Specialist at GSPCR, says the department has ensured that PMS is institutionalised and understood by all officials. New officials are also taken through the process and requirements for PMS as set out in the policy and regulations.

“To comply, we ensured that each official has a signed scorecard aligned to the objectives of the department. We also ensure that officials are assessed and coached each quarter to make sure that performance is accounted for by both the line manager and the employee,” says Arendze.

Arendze attributes her department’s success to the selection of PMS champions per unit. “Each quarter, our process succeeds because every line manager is tasked with training and empowering their direct reports on the importance and understanding of the Performance Management System (PMS). Directors are also held accountable for their unit’s performance by Group Heads and the departmental moderation committee.”

Dorcas Mjanyelwa, Deputy Director of Business Planning & Performance Management at GRAS, notes that complying with PMS is achievable, especially if departments seek guidance and consult with the Performance Management Office, HR Field Services, and the latest PMO Policy.

Mjanyelwa said PMDS should not always be seen as punitive but as a system where individuals can showcase their abilities and use it as a platform to identify and address development areas, potentially leading to increased scope and new opportunities.

“It is crucial for the City to have a fully functional Performance Management and Development System as it promotes good governance, enhances service delivery, and engenders a culture of learning, development, and individual accountability. A fully functioning Performance Management system can help the department realise its objectives and foster employee growth and development,” she notes.

Employees are encouraged to continue performing their best and complying with the PMDS guidelines.

“Performance Management and Development Systems serve a dual purpose: assessing current performance and unlocking the potential of employees to position themselves for sustained competitiveness and innovation,” says Mashazi.


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