and Performance Management 1 Sample Clauses
The 'and Performance Management 1' clause establishes the framework for monitoring and evaluating the performance of parties involved in an agreement. Typically, this clause outlines the specific metrics, reporting requirements, and review processes that will be used to assess whether contractual obligations are being met. For example, it may require regular submission of performance reports or set benchmarks for service delivery. Its core practical function is to ensure accountability and provide a structured method for addressing underperformance, thereby helping to maintain the quality and reliability of the contracted services.
and Performance Management 1. Continue to implement Human Resource Strategies to: o Implement an effective manpower planning policy and allocate the deployment of staff to ensure that the needs of the DSP and its customers are met. o Promote a culture of pride, innovation and performance. o Build capacity, competence, knowledge and leadership of our staff. o Enhance the partnership process to encourage staff to take an active role in decisions which affect them and customers. 2011 and ongoing over the lifetime of the Agreement. Increased focus on performance. Improved use of resources and productivity and reduced transaction costs.
and Performance Management 1. Continue to implement Human Resource Strategies to: Implement an effective manpower planning policy and allocate the deployment of staff to ensure that the needs of the DSP and its customers are met.(PSR Cross-cutting para. 13) Promote a culture of pride, innovation and performance. Build capacity, competence, knowledge and leadership of our staff. Enhance the partnership process to encourage staff to take an active role in decisions which affect them and customers. Performance Management arrangements will be strengthened, including: Improved measures to tackling underperformance through the implementation of the revised PMDS process.(PSR Cross-cutting para.11 & 12) More extensive use of individual quantitative and qualitative performance targets. Identification and promotion of best management practice within the Department (business plan development and monitoring, unit meetings, delegation, coaching, etc.). Increase awareness of issues identified in the survey carried out as part of the review at end of 2009 among Departments. All promotion to be through merit-based, competitive procedures, using the most appropriate screening and selection processes for the posts to be filled. Develop an accredited capability programme to underpin the development, acquisition and recognition of skills required in various areas of the Department, thereby improving overall performance and reducing costs. 2011 and ongoing over the lifetime of the Agreement. Qtr.
and Performance Management 1. Continue to implement Human Resource Strategies to: o Implement an effective manpower planning policy and allocate the deployment of staff to ensure that the needs of the DSP and its customers are met.(PSR Cross-cutting para. 13) o Promote a culture of pride, innovation and performance. o Build capacity, competence, knowledge and leadership of our staff. 2011 and ongoing over the lifetime of the Agreement. Within the constraints of the current recruitment moratorium, the redeployment policies and the unprecedented number of retirements (340 staff) the Department actively prioritises the assignment of staff to meet the needs of the business. A Business Continuity Exercise was undertaken in HR to identify critical vacancies in light of the impact of potential retirements in advance of the 29th Feb 2012. A number of innovative projects were progressed during the timeframe, including Business Process Improvement projects and new technology projects in key business areas. Work is continuing on the development of a HR and Training strategy which will be informed by the outcomes of the Department’s workforce planning project and a major staff o Enhance the partnership process to encourage staff to take an active role in decisions which affect them and customers. Performance Management arrangements will be strengthened, including: o Improved measures to tackling underperformance through the implementation of the revised PMDS process.(PSR Cross-cutting para.11 & 12) o More extensive use of individual quantitative and qualitative performance targets. o Identification and promotion of best management practice within the Department (business plan Qtr. 4 2012. survey undertaken recently to gather feedback on attitudes to work, management and change. This strategy will support the effective delivery of the Department’s business objectives and will build competence and capacity. The promotion of a culture of pride and performance within the newly integrated organisation will be a key objective. Every staff member was invited to attend one of a series of workshops which were facilitated by members of the Management Board in order to communicate the vision for the future of a fully integrated organisation. A one day workshop was facilitated by members of the Management Board in June 2011 to consider the role of Partnership in facilitating and underpinning the transformation agenda. With Management Board approval, plans for the rejuvenation of Partnership are underway. All ...
and Performance Management 1. 13 4.12 1.8 1.9 1.10 2011 and ongoing over the lifetime of the Agreement. Continue to implement Human Resource Strategies to: o Implement an effective manpower planning policy and allocate the deployment of staff to ensure that the needs of the DSP and its customers are met. o Promote a culture of pride, innovation and performance. o Build capacity, competence, knowledge and leadership of our staff. 1.8 On target 1.9 The campaign to secure at least 80% PMDS returns of annual reviews by Q1 has been successful and reflects a positive response by all staff to the leadership and direction provided by senior management. It confirms staff awareness of the critical importance of PMDS in promoting a performance culture and in measuring performance. The increased PMDS compliance reported above has assisted in improving management oversight of performance and interaction with jobholders 1.10 Ongoing DSP training courses focus on the importance of customer outcome delivery via customer service, management and business process improvement training and development. Provision of Induction Training to all new staff has been delivered in QTR 1 as an organisational priority. Work has commenced on a strategy to build on the capability of staff in the organisation. H.R.