Training and support for new leadership styles such as strength-based, skills-based, adaptive and servant leadership. Less focus on the process and ticking the box and more on the action. Implementation of a multi-agency tutoring program at all levels. A consistent approach to performance management in all agencies. When I returned to the NZ government after 18 years, I was shocked when I saw that, according to my agency`s enterprise agreement, the salary increase is automatic as long as the benefit is “satisfactory”. The NZ system varies among Agenics, but generally includes an element of managers who work together to develop how the money available each year can be distributed among employees, based on their respective performance and current position in their range (in order to align performance as much as possible with salary). This generally means that service providers receive more than one pay increase at all levels than those who simply do satisfactory work (who may not receive any pay increase). I am amazed that Australia still seems to reward longevity rather than performance. Our frustrations with the people we work with usually boil down to the fact that we are human beings.
It`s not just the public sector! We require executives to evaluate their employees on intangible attributes that are difficult to measure by opinions. We must help managers to express this opinion humanely and scrupulously, but at least to make it available. Not giving feedback, but having a different opinion about the employee`s performance is cruel and unfair – finding a way to tell them, help them manage their reaction and support them, change for the better. Problem: Managers are hampered by the current performance framework – all bark and no bite. This is reflected in the GSP census results year after year. This proposal could be reinforced by the study of how the GSP act is put into practice, what is expected for GSP employees and how we hold them accountable in the private sector that you lead or are outside. This change alone would create a different culture and relocate the public service from a “guaranteed job for life, regardless of performance,” to a company where people would be rewarded for their efforts, services and services. I think managers and team leaders need more development and support to deliver effective performance feedback. I have seen a number of employees who have performed well and have been demoralized because they have only received feedback on their weaknesses. To grow up, people need to know what their strengths are and what they do well. Managers need to understand the psychological effects of returning to performance, which is not balanced, and how to better motivate employees.
Do the opposite of what the Brisbane Delivery Centre does and follow the agreement of the workers when it comes to broadband. Give employees the opportunity to take action so they can develop their skills. I think our guidance legislation is inconsistent. We need efficient performance and for managers to take care of performance management. However, other related legislation puts the perception of a pedestal and finds that when an employee feels that he can no longer work with a manager, he is often transferred to a new section by allegations of unacceptable behavior or medical certification of GPS, that individuals are afraid of getting constructive feedback. Most of the time, what I`m seeing now is that managers who won`t be involved in process management, because the employee is transferred to a new field without exception, can say what he likes about the manager, who always listens, and sometimes come up with difficult complaints of harassment and harassment so that a manager can work.