National House of Social Insurance Performance Appraisal of

National House of Social Insurance Performance Appraisal of Civil Servants in National House of Social Insurance Angela BOTNARIUC Head, HR Section

Human Resources of NHSI The National House of Social Insurance (NHSI) has 1303 staff members, 1126 of which are civil servants.

Performance Appraisal – activities carried out Ø Individual objectives were set for all civil servants for 2009 Ø Managers of NHSI units were informed about the appraisal procedure, as well as about the need to apply it Ø Information seminars were organized in concert with the Personnel Policy Division Ø Staff of HR Section received training in performance appraisal

Performance Appraisal – activities carried out Ø To launch performance appraisal administrative act was issued setting: - an timing of performance appraisal (15 December 2009 – 31 January 2010) list of evaluators and counter-signers identified for each civil servant subject to appraisal actions to be taken by the managers of NHSI units date of submitting the appraisal forms to HR section (till 31 January 2010)

Performance Appraisal – activities carried out HR section: Ø Provided to evaluators with all necessary materials for appraisal performance Ø Provided information and methodological assistance to all the players in appraisal Ø Monitored the stages and timeframe of appraisal procedure Ø Collected and attached the appraisal forms to the personal files of civil servants Ø Totalized performance appraisal procedure in NHSI

Performance Appraisal – activities carried out Appraisers: Ø Filled out the appraisal forms for the civil servants accountable to the Ø Notified the civil servants about the contents of the appraisal form and date of interview Ø Held the interview Ø Adjusted the appraisal form after the interview, signed and submitted it to the counter-signer Ø Set individual objectives for 2010

Performance Appraisal – activities carried out Counter-signers: l Analyzed the job description and checked on the correctness of information provided l Countersigned appraisal forms l Asked for a repeated appraisal (if needed)

Performance Appraisal Ratings 1063 civil servants were subjected to performance appraisal in NHSI and received the following ratings: “very good” – 139 civil servants; “good” – 861 civil servants; “satisfactory” – 63 civil servants; “unsatisfactory” – 0 civil servants. 6 civil servants underwent a repeated performance appraisal asked by their counter-signers.

Performance Appraisal Ratings

Performance Appraisal Ratings, in %

Strengths in Performance Appraisal Implementation Ø The procedure introduced by the Regulation on performance appraisal of civil servants is standardized and clearly described, along with the roles of stakeholders in this process Ø The administrative act issued for launching the appraisal procedure Ø Support/encouragement provided by NHSI management to civil servants involved in performance appraisal

Strengths in Performance Appraisal Implementation Ø Involvement of all specialists of HR section in informing civil servants about the appraisal procedure Ø Performance appraisal of HR consultants by the manger of HR section before 31 December 2009 Ø Daily monitoring of the implementation of appraisal procedure and provision of methodological support by HR consultants

Weaknesses in Performance Appraisal Implementation Ø Not enough time for informing all civil servants working with NHSI about the appraisal procedure (less then 1 month) Ø Poor knowledge of the normative framework among the managers of NHSI units, as well as civil servants Ø Additional work for managers, adding to the annual reporting they have to make Ø Performance of civil servants remains unmonitored throughout the year Ø Reluctance / fear / refusal of the civil servant to be appraised

Opportunities in Performance Appraisal Implementation ü Civil servants are appraised based on performance and outcomes achieved in a one-year period ü Managers know to which degree the civil servants achieved the individual objectives set by both his/her direct manager ü Training needs for the following year are identified together with the civil servant during the appraisal interview

Opportunities in Performance Appraisal Implementation ü Clear and better formulated individual objectives for 2010 ü Encourage civil servants to be more active and better to achieve individual objectives ü Link between individual objectives and Work Plans of Units

Proposals ü In case of a civil servant whose service relation terminates due to resignation to conduct performance appraisal only if he/she decides so ü The evaluator to provide comments regardless of all types of score given

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