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What is PCS
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PCS Policy Document - 2005
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BCSR 2006
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PCS Manual - 2006
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RCSC Home Page
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Frequently Asked Questions 5. Performance Management 5.1 What is Performance Management? Performance Management is central to the success of the PCS. It enables an organisation to optimise the contribution of its employees through a process of planning, monitoring and reviewing individual performance. The RCSC in recognising its importance has adopted the Performance Review and Evaluation system which is outlined in the Bhutan Civil Service Rules and Regulations 2002. 5.2 Why performance is important under the PCS? Under the present cadre system, one's initial qualification and then years of service are major determining factors in assigning a grade/salary to a civil servant. Promotions are then primarily dependant on one's number of years in service. Under the PCS, performance is the key factor in determining various human resource actions such as recruitment & selection, promotions, recognitions and rewards, training & development etc. Employee performance will be regularly appraised through the Civil Service Performance Review and Evaluation System. 5.3 Who is responsible for performance management? The performance management of individual employees would be the responsibility of respective organizations through the immediate supervisors and human resource officers. However, the Royal Government and the RCSC would continue to monitor and evaluate performances of organization and the civil servants and provide policy directives to improve their performance. 5.4 How will my good performance be recognised and rewarded? The recognition and rewarding of good performance is a crucial element of the PCS. Currently good performance is recognised through a formal performance appraisal and observations by one’s seniors. The most obvious ways to reward high performers are by selecting them for higher level positions or approving their movement between broad-banded positions. Other ways of recognising and rewarding good performance are currently being investigated by the Performance Culture Committee set up by the RCSC. While no final decisions have been made at this point other approaches such as preference for further training and development opportunities, salary increases within the grade, fast-tracking of excellent performers, and non-financial rewards, are being explored. 5.5 How will poor performance be handled? The measures for improvement of poor performance is just as important as recognising and rewarding good performance. Ideally poor performance can be improved. The Performance Review and Evaluation system will assist in identifying poor performance. Once identified and analysed to determine the reasons for poor performance, the immediate supervisor will be required to coach the person more closely, provide a clearer definition of the job expected and identify training needs to help the person improve their performance. If this is not successful, other actions may include a continuation of probation, delay of movement through broad-banded positions, or as a last resort invoke disciplinary action. |
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