Agricultural and Rural Management Training Institute

PERFORMANCE MANAGEMENT
SYSTEM (PMS)

PITCH DECK
BACKGROUND OF THE NEW PERFORMANCE
MANAGEMENT SYSTEM (PMS)

 The evolution of PMS in the Civil Service is as old as the emergence of the
Civil Service its self. However, the concept became pronounced when Udoji
Reform Committee of 1974 was set up to review the operations and the
working systems of the Civil Service for enhanced performance and result
oriented
 The committee came up with some far-reaching recommendations among
which were the replacement of Confidential Reporting System with the
Open Reporting System. The review of the practice of performance
management continued in the public service from time to time, because it
was seen as a more useful tool to evolve a result based assessment especially
through the administration of the Annual Performance Report (APER).
 The practice of assessing personal performance by way of APER failed to
yield the expected results as the system became shrouded in inherent
weakness culminating to the calls for the overhauling of the APER system or
replacing it out rightly with a new Performance Management System (PMS).
BACKGROUND OF THE NEW PERFORMANCE
MANAGEMENT SYSTEM (PMS)

The need for a new Performance Management

System arose out of the recognition of the lack of
comprehensive PMS and the inherent weakness in
the current structure being driven by ‘The Annual
Performance Evaluation Report (APER)’
BACKGROUND OF THE NEW PERFORMANCE
MANAGEMENT SYSTEM (PMS)

 None alignment of performance appraisal to both the Federal Public

Service and National Objectives and Goals.

 APER does not incorporate prior goals and objective setting at

institutional and individual levels.

 No system of Monitoring and Evaluation to cross check institutional or

departmental performance.

 Poor systematic provision for recognition, reward and sanctions of

employees’ performance.

 Non comprehensive and cohesive approach to telling the story of Public

Service performance and accountability
 Subjective judgment, rating errors, favouritism, and the lack of fairness
and transparency
THE NEW STRATEGY FCSSIP 2021-2025

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 ELEMENTS OF PMS
A well developed performance management framework should
incorporate an end-to-end process.
Institutional Performance Linkage to other HR
Arrangements Management Areas
Framework
Who drives the PMS in Performance Planning Recognition and
an Organisation Performance Rewards
Contracting Sanctions and Discipline
Performance Learning and
Definition of roles and Measurement Development
responsibilities of those Performance Recruitment
who manages the PMS is Monitoring, Reporting and Promotion and
essential Feedback Progression
Performance Rating Succession Planning and
Mentoring

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LEVELS OF PERFORMANCE MANAGEMENT
SYSTEM

Vision - What is the Ministry’s goal?

Mission - (Level 1) What does Ministry want to do, how does it

want to go about it?

Strategic Plan - Provide a structured information about agency

objectives and goals

Departmental - (Level 2) These are specific to the department and

relates to the agency strategic plan.
plan

- (Level 3) This is the individual set goals and targets to

Individual plan enable the achievement of the departmental annual
work plan and the
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agency strategic plan.
 PMS Cycle

Planning •Key Result Areas

•Objectives
•Competencies
•Development Plan
•Reaching Agreement

Performan
•End-of-Year Appraisal
ce •Interim Reviews (Monthly,

•Development Planning
Managem Quarterly )
•Tracking
ent Cycle •Feedback
•Reward & Recognition/
Evaluatio Monitori •Training, Coaching,
Consequence
n ng Counseling
Management

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PERFORMANCE MANAGEMENT
SYSTEM (PMS)

POLICY AND GUIDELINE IN

THE FEDERAL PUBLIC
SERVICE

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 DEFINITION: PERFORMANCE
MANAGEMENT POLICY, GUIDELINE AND
MANUAL
 Performance Management Policy: course of actions adopted and
pursued in the development and implementation of both
institutional and Individual Performance in the Federal Public
Service.
 The policy document also provides information on the underlying
principles guiding the Performance Management System and its
implementation in the Federal Public Service of Nigeria.
 Performance Management Guidelines: provide clear instructions
on policy implementation for the performance appraisal processes
and templates.
 The guideline also presents the Performance Management
Framework (PMF), and ensures a greater understanding of the
Performance Management System (PMS), in terms of the
processes, tools as well as the roles
10 and responsibilities of the
institutional actors in the public service.
THANK YOU FOR LISTENING
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