manual - Personnel & Organization

Island Territory of St. Maarten

MANUAL HUMAN RESOURCES CYCLE FOR EMPLOYEES

December 2009, BC 141209.23

.

CONTENT

CONTENT

2

1.

HR-CYCLE OF THE ISLAND TERRITORY OF ST. MAARTEN

3

1.1 1.2 1.3 1.4

INTRODUCTION ANNUAL HR-CYCLE RELATION BETWEEN CORE VALUES AND THE HR-CYCLE STRUCTURE OF THE HR-CYCLE

3 3 4 6

2.

HUMAN RESOURCE S CYCLE

7

2.1 2.2 2.3

AIMS OF THE HR-CYCLE FOUNDATION OF THE HR-CYCLE CHARACTERISTICS OF THE HR- CYCLE

7 7 8

3.

MAIN POINTS OF THE HR -CYCLE

9

3.1 3.2 3.3 3.4 3.5

PLANNING INTERVIEW MID TERM ASSESSMENT INTERVIEW ASSESSMENT INTERVIEW REPORTING, STORAGE AND INSPECTION RECONSIDERATION, COMPLAINTS AND APPEAL

9 11 13 16 16

4.

CONSLUSION

18

APPENDIXES

20

1. Setting SMART Objectives 2. Individual Targets Template 3. Individual Performance Contract: - Planning Interview - Mid Term Assessment Interview - Personal Development Plan (POP) - Assessment interview 4. Explanation of Individual Performance Contract 5. Check List

Note: The original text is written in the Dutch language and translated into English. In cases where there may be dispute arising from the use of fixed terms and other terms, the original Dutch version will be upheld.

PAGINA 2 VAN 20

1.

HR-CYCLE OF THE ISLAND TERRITORY OF ST. MAARTEN

1.1

Introduction

The Island Territory of St. Maarten has chosen to use “Performance Management” as a HRM & HRD tool. Performance Management is the chosen system to monitor the performance of the entire Civil Service, regarding both management and employees of the Government of the present Island Territory as well as the future Country of St. Maarten. The foundation of Performance Management or ‘Management Tool’ is to monitor the application and development of employees‟ talents in such a way that these talents will be used effectively in order to achieve the organizational goals. Of course, the performance and development of employees will be rewarded. As of 2009, this link between assessment and reward will be based on a normal distribution (or probability distribution). This means that based on his assessment, an employee can be eligible for an increment. The probability distribution states that 15% of the population gets 70% gets 1 increment and 15% get 1 increment plus a bonus (See Remuneration Policy, BC301007.9). In the Performance Management process of the St. Maarten Government, three levels can be distinguished: 1. The first level is defining and establishing the policy starting points. 2. The second level is formulating and establishing sector Performance Management (PM) contracts and budget. 3. The third level is formulating and establishing individual performance contracts. In this manual we will discuss level 3. The performance contracts will be based on three kinds of interview: the planning interview, the mid term assessment interview and the assessment interview. This manual will give an overall picture of the HR-cycle, the purpose of the HR-cycle and the content of the three kinds of interviews.

1.2

Annual HR-cycle

The annual HR-cycle is based on three formal interviews: individual contract interview

planning interview

interim assessment interview

mid term assessment interview

end assessment interview

assessment interview

A planning interview is derived from the departmental performance management contract. In a planning interview plans will be agreed on about the performance and activities. In a mid term assessment interview the progress will be assessed and plans can be readjusted if necessary. In the assessment interview the manager will assess the employee‟s results, attitude and conduct. Each interview takes place once every year.

PAGINA 3 VAN 20

. . . . . . . core values and the HR-cycle 1.3 Relation between . . Core values are very important in the HR-cycle. Firstly, the organization‟s core values support the HUMAN RESOURCES CYCLE MANUAL

vision, mission and strategic goals of the organization and secondly, the core values determine the direction of the organization. Those aspects (what the organization stands for and what the organization wants to achieve) influence each other in both directions. The most important core values of St. Maarten‟s government are: 1. Service / client orientation 2. Quality 3. Reliability 4. Continuous improvement Below you will find the strategic competencies that go with these four core values. Core values

(Strategic) Competencies

1. Service / client orientation

Advisory skills Communication skills Organizational awareness Organization sensitivity People skills Problem identifying Quality of work Strategic thinking

2. Quality

Accuracy Assertiveness Effectiveness Professionalism Teamwork Technical expertise

ISLAND TERROTIRY OF ST. MAARTEN, DECEMBER 2009

PAGE 4 / 20

. . . . . . . . .

HUMAN RESOURCES CYCLE MANUAL

3. Reliability

Accountability Independence Integrity

4. Continuous Improvement

Coordinating skills Innovation Motivation Preventive-minded

Like the core values, the strategic competencies support the vision, mission and strategic goals of the St. Maarten government. In order to achieve the goals of the government, the management and the employees need to have the required competencies. The core values and the strategic competencies will be discussed in the various interviews. The interview cycle represents the four core values and is also a means to translate the core values to the individual level.


PAGE 5 / 20

. . . . . . . HR-cycle 1.4 Structure of the . . The Human Resources cycle is linked to the planning and control cycle, shown in the figure below: HUMAN RESOURCES CYCLE MANUAL

Planning & control cyclus Overheid St. M aarten

7. Goedgekeurde sector/directie operationele plannen en begroting bespreken met de Eilandsecretaris, en vervolgens deze bespreken met de verantwoordelijke nov afdelingshoofden. 6. Behandelen en goedkeuren van, door Bestuurscollege goedgekeurde sector/directie, operationele plannen en begroting door Eilandsraad.

Rapportage budgetrealisatie Management gesprek

dec

jan

Contractgesprek

okt

mrt

Rapportage budgetrealisatie Management gesprek

HR cyclus

Rapportage sep budgetrealisatie Management gesprek 5. Behandelen en goedkeuren van sector/directie operationele plannen, activiteitenplannen en begroting door Bestuurscollege.

feb

Eindbeoordelingsgesprek

apr

Tussentijdse evaluatie mei

aug

4. Compileren en consolideren van de afdelingsplannen en begroting tot voorstel sector/directie operationeel plan en begroting. Voorstel sector/directie operationele plannen en begroting bespreken en valideren met de Eilandsecretaris.

jun jul

8. Tussentijds evalueren van sector/directie plannen, afdelingsplannen, activiteiten en begroting

1. Definiëren en vaststellen van beleidsuitgangspunten

3. Opstellen 2. Opstellen van afdelingsplannen organisatiedoelen en en begroting uitgangspunten voor Rapportage budgetrealisatie Management gesprek de sector/directie

Figure: Human Resources cycle linked to planning and control cycle The HR cycle is bound to a calendar year from December to November of the next year. The st st planning interview should take place between December 1 and January 31 ; the mid term st st assessment interview should take place between May 1 and 31 and the assessment interview st th should take place between November 1 and 30 .


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2.

HUMAN RESOURCE S CYCLE

2.1

Aims of the HR-cycle

The aim of the HR-cycle is to assess employees‟ performance objectively and systematically, in order to improve or optimize this performance for the benefit of the individual and the Government. Employees are motivated to be efficient and productive because they: receive objective, structured and systematic feedback on their performance; are involved in the process in which it is determined which actions have to be taken in order to improve their performance; are able to develop themselves by: -

establishing training & coaching needs and personal development plans

-

career development and career coaching

can contribute to the organization‟s self-learning ability; are rewarded if they perform well individually. This will result in job satisfaction for the individual.

2.2

Foundation of the HR-cycle link to the 4 core values (definition and behavioral indicators); link to the (strategic) competencies of the sectors (definition and behavioral indicators); support within the organization; availability of PM contracts of the sectors; availability of year plans, budgets and PM contracts of the departments; management responsibility for the application of resources/means; involvement of employees in writing the year plans and PM contracts of the departments; availibility of job descriptions; coaching leadership and independent, result-oriented employees; understandable, reliable, simple en controllable; foundation for legal decisions; guarantees precision, equality of rights, legal security and legal protection;

PAGINA 7 VAN 20

. . . . . . open communication; . . one system for the whole organization with made-to-measure attention per position and/or . person;


to have a useful and positive discussion that is related to the aim of the discussion content is more important than form; Irrespective of age, position of personal circumstances, every employee will participate in the annual interview cycle.

2.3

Characteristics of the HR- cycle

The HR- cycle is used to obtain information, based on which decisions can me made regarding rewards, training and development, promotion and relocation for the benefit of the government. The system is meant to steer collective effort into reaching a collective goal: the vision and mission of the government. The process is used to measure the employee‟s contribution in achieving the vision and mission of the government by the employee‟s performance. Themes that will be discussed in the interview are: core values / strategic) competencies, result, performance, conduct, cooperation, skills, personal development, training, coaching, career perspective, working hours, working conditions, support of the manager, incentive, rewards.


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. . . . . . . OF THE HR -CYCLE MAIN POINTS . .


3.

3.1

Planning Interview

The first step of the individual planning process is establishing performance plans and setting individual objectives based on the departmental PM contract and the job description. These objectives have to be SMART (Specific, Measurable, Acceptable/Achievable, Realistic and Timebound (See appendix 1)). The departmental performance management contract is part of the sector‟s PM contract. These will be discussed with the employees at the start of the calendar year. Furthermore, plans will be made about expected performance (with regard to the organizational goals), expected personal development, the manager‟s contribution in this, and contact with co-workers and clients will be discussed, etc. Competencies will also be assessed. Objectives are divided in organizational targets and development plans. This means that in the HR-cycle of the St. Maarten government not only objectives related to the department performance management contract will be set, but also objectives related to the competencies described in the employee‟s profile. Employees will have to establish two types of objectives in their individual performance contract: 1. Strategy-related organizational objectives: a specified (SMART) and result-oriented objective with final results that are measurable within the set timeline. The organizational objectives are derived from specific PM contracts, current projects and/or daily activities such as described in the employee‟s job description; 2. Competence-related objectives: a specified (SMART) and result-oriented objective with final results that are measurable within the set timeline. The set objective should support the employees in achieving their strategy-related organizational objectives. In other words, this objective is related to the strategy-related organizational objectives. The individual objectives have to be equally divided over these two categories. In the Performance Management framework of the St. Maarten government, both types of objective are considered equally important in the assessment. But who establishes these objectives? The schedule below shows the process of establishing individual objectives. 1.

Activity:

Establishing individual objectives every year. Setting objectives with regard to the organizational targets and development plans of the employee. These

objectives

are

derived

from

the

sector’s

performance

management contract and budget, core values and competencies, as well as job descriptions. 2.

Responsibility:

Manager and employee


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4.

. . . . . . . When: . . Approach:

5.

Form:


3.

December - January Individual planning interview Individual Objectives (Appendix 2), and Individual Performance Contract (Appendix 3)

6.

Role Island Secretary:

Island Secretary establishes his/her individual objectives for the coming calendar year. Island Secretary, in its role as Performance Manager of the Director, sets

objectives

with

the

Directors

about

their

individual

organizational targets and development plans. Island Secretary, in its role as Performance Manager of the Concern Controller, sets objectives with the concern controller about his/her individual organizational targets and development plans. 7.

Role Director:

Director establishes his/her individual objectives for the coming calendar year. Director, in its role as Performance Manager of the Department heads, sets objectives with the Heads of Department about their individual organizational targets and development plans. Director, in its role as Performance Manager of the Sector/Director Controller, sets objectives with the Sector/Director Controller about his/her individual organizational targets and development plans.

8.

Role Head of Department/Section head:

Head of Department/ Section head establishes his/her individual objectives for the coming calendar year. Head of Department, in its role as Performance Manager of the Section heads, sets objectives with the Section heads about their individual organizational targets and development plans. Section head, in its role as Performance Manager of the employees, sets

objectives

with

the

employees

about

their

individual

organizational targets and development plans. If there is no Section head, the Head of Department, in its role as Performance Manager of the employees, sets objectives with the employees

about

their

individual

organizational

targets

and

development plans. 9.

Role HR-Manager

The HR-Manager is unbiased and objective. The HR-Manager makes

(personeelsconsulent):

sure that the planning interview is held in accordance with the rules for both the manager and the employee. The HR- Manager is only present at the interview if the manager or employee requests this.

10.

Output:

Approved individual performance contracts.

The planning interview is a dialogue. This means that one-way traffic should be prevented. The manager should take the initiative and is responsible for the interviews taking place, but the


PAGE 10 / 20

. . . . . . which subjects he wants to discuss. The „lower‟ the employee is in employee should also indicate . the organization, the more „top down‟ the approach should be; in other words, the manager will help . the employee to establish realistic SMART objectives. . HUMAN RESOURCES CYCLE MANUAL

The employee should be invited for the planning interview at least one week in advance and will be requested to prepare for the interview, e.g. by thinking about which objectives he wants to discuss during the planning interview. In preparation for the interview, the manager can give the employee the „Individual Objectives‟ Template (Appendix 2). During the interview, the manager and the employee will discuss the employee‟s set personal targets and together agree on the employee‟s definitive individual objectives for the next year. A minimum of 3 and a maximum of 6 objectives must be agreed on. These objectives will then be written down in an individual performance contract (Appendix 3: individual performance contract). The individual performance contract will be drawn up during the planning interview. The employee can make the necessary adjustments; the manager will then go over the form one more time, report it and finally both manager and employee will sign the form for approval. The employee will receive a copy of the performance contract. Employees will be responsible for meeting the set objectives!

3.2

Mid Term Assessment Interview

The second step in the individual assessment process is the mid term assessment of the set objectives. During the mid term assessment interview the objectives will be adjusted if necessary. Performance and results will be discussed as well as the working situation. Also, obstructive and advantageous factors will be listed, and both manager and employee will try to find solutions. The Personal Development Plan will be used to set (SMART) activities so individuals are better capable to reach their targets (See Appendix 3). By making use of this, the development necessity from the organization and the individual are given content. Only once every two years The Personal Development Plan will be filled in. The following main points need to be described in a Personal Development Plan: Mutual wishes en expectations of career development on short and long term period; The required competencies; A timeframe for development of experience, knowledge and know-how; Employee‟s effort in terms of schooling, self training etc.; Employer‟s effort in terms of coaching and counseling, training facilities and the opportunity to try new experiences. The schedule below shows the process of the mid term assessment interview. 1.

Activity:

Holding the mid term assessment interview. Mid term assessment and report of the degree in which the individual performance contract results have been achieved.

2.

Responsibility:

3.

When:

4.

Approach:

Manager and employee May 1st to 31st Mid term assessment Interview


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. . . . . . . Form: . Role Island Secretary: .


5. 6.

Individual Performance Contract Island Secretary, in its role as Performance Manager of the Directors, has a mid term assessment interview with them and sets objectives with them about the individual organizational targets and development plans. Island Secretary, in its role as Performance Manager of the Concern Controller, has a mid term assessment interview with him/her and sets objectives with him/her about the individual organizational targets and development plans. Island Secretary reports the results of this interview in the Individual Performance Contracts.

7.

Role Director:

Director, in its role as Performance Manager of the Heads of Department, has a mid term assessment interview with them and sets objectives with them about the individual organizational targets and development plans. Director, in its role as Performance Manager of the Sector/Director Controller, has a mid term assessment interview with him/her and sets objectives with him/her about the individual organizational targets and development plans. Director reports the results of this interview in the Individual Performance Contracts.

8.

Role Head of

Head of Department, in its role as Performance Manager of the Section

Department/Section

heads, has a mid term assessment interview with the Section heads

head:

and sets objectives with them about the individual organizational targets and development plans. Section head, in its role as Performance Manager of the employees, has a mid term assessment interview with the employees and sets objectives with them about the individual organizational targets and development plans. If there is no Section head, the Head of Department, in its role as Performance Manager of the employees, has a mid term assessment interview with the employees and sets objectives with them about the individual organizational targets and development plans. Head of Department/ Section head reports the results of this interview in the Individual Performance Contracts.

9.

Role HRManager (personeelsconsulent):

The HR- Manager is unbiased and objective. The HR- Manager makes sure that the mid term assessment interview is held in accordance with the rules for both the manager and the employee. The HR- Manager is only present at the interview if the manager or employee requests this.

10.

Input:

11.

Output:

work evaluation form Held mid term assessment Interview and signed and approved forms.


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. . . . . . The aim of the mid term assessment interview: . . Interim assessment of the objectives set during the planning interview and, if necessary, . adjusting them; HUMAN RESOURCES CYCLE MANUAL

Communication about performance and work situation; Inventory of obstructive and advantageous factors in performance and work situation and trying to find solutions for the obstructive factors; Gaining insight into the employee‟s performance in the government in relation to this current job position; Establishing whether the job is carried out in accordance with the job description; Open communication about the manager‟s performance in relation to the employee and vice versa; Spotting training needs; Obtaining information about: motivation, job satisfaction, whishes and needs, expectations and interests of employees; Improving and stimulating communication between employee and manager and Improving the quality of work by reaching agreements about desired results and recognizing problems. The mid term assessment interview is a dialogue. The manager will have to take the initiative by planning the interview, but the employee can also take the initiative. Of course, the manager will always be the one who is ultimately responsible for making sure the interview takes place and for the execution of the plans agreed upon during the interview. The employee should be invited for the mid term assessment interview at least one week in advance. The employee will prepare by writing down subjects to discuss with the manager. The plans agreed upon during the interview will be reported in writing by the manager and the employee. This report has to be signed for approval by both the manager and the employee. If necessary, the employee can also report his objections. If the employee does not agree with the report, he can sign the report as „seen’. If the employee does not agree with the outcome of the mid term assessment interview, he will have to object in writing within 7 days after the interview has taken place. This written objection will be attached to the form.

3.3

Assessment Interview

The third step in the individual planning and performance process is the final assessment. The assessment interview involves assessing the employee‟s general performance at the end of the year. It involves the assessment of the degree to which the set objectives have been met and the results that have been achieved. It also involves the assessment of the performance and the communication about the performance over the past calendar year.


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. . . . . . The schedule below shows. the process of the final assessment. . Holding the assessment interview 1. Activity: . HUMAN RESOURCES CYCLE MANUAL

Final assessment and reporting of the realization of the individual performance contracts. 2.

Responsibility:

3.

When:

4.

Approach:

5.

Form:

6.

Role Island Secretary:

Manager and employee November 1st to 30th Assessment interview Individual Performance Contract Island Secretary, in its role as performance manager of the Directors, has

an

assessment

interview

with

them

and

assesses

the

organizational targets and development goals that have been achieved. Island Secretary, in its role as performance manager of the Concern Controller, has an assessment interview with him and assesses the organizational targets and development goals that have been achieved. Island Secretary reports the results of this interview in the Individual Performance Contracts. 7.

Role Director:

Director, in its role as performance manager of the Heads of Department, has an assessment interview with them and assesses the organizational targets and development goals that have been achieved. Director, in its role as performance manager of the Sector/Director Controller, has an assessment interview with him/her and assesses the organizational targets and development goals that have been achieved. Director reports the results of this interview in the Individual Performance Contracts.

8.

Role Head of

Head of Department, in its role as performance manager of the Section

Department/Section

heads, has an assessment interview with them and assesses the

head:

organizational targets and development goals that have been achieved. Section head, in its role as performance manager of the employees, has

an

assessment

interview

with

them

and

assesses

the

organizational targets and development goals that have been achieved. If there is no Section head, the Head of Department, in its role as performance manager of the employees, has an assessment interview with them and assesses the organizational targets and development goals that have been achieved. Head of Department/ Section head reports the results of this interview in the Individual Performance Contracts. Role HR9.

Manager (personeelsconsulent):

The HR-Manager is unbiased and objective. The HR- Manager makes sure that the assessment interview is held in accordance with the rules for both the manager and the employee. The HR-Manager is only present at the interview if the manager or employee requests this.

10.

Input:

work evaluation form


PAGE 14 / 20

. . . . . . Output: . . .


11.

Held Assessment Interview and signed and approved forms and end score.

The employee‟s general performance is assessed by evaluating the success in realizing the organizational goals and the degree to which the employee represents the government‟s core values and competencies in his or her behavior. In the final assessment, the ratio between targets (organizational targets and development plans) and competency development is ‘50–50’. This means that while assessing employees, the results of the assessment of the individual targets count for 50%, and the results of competency development also count for 50%. Both parts are equally important in the employee‟s assessment and both determine the end result (end score). With this, the St. Maarten government indicates that competencies (how) are equally important as targets (what) within the organization. st

The employee should be invited for the assessment interview at least one week in advance. The 1 st nd assessor will draw up a(n) (concept) assessment form in advance. If there is a 1 and a 2 assessor they will do this together. Managers (heads of department and higher) will apply the 180 degree method, i.e., self-evaluation and evaluation by the manager. Section heads and lower will apply the 90 degree method, i.e., exclusively evaluation by the manager. Of course it is always possible to make your standpoints known on the assessment. The employee will have to record his or her standpoints/comments in writing in order to discuss them with the manager during the interview. st

nd

After the interview, the assessment form has to be signed by the 1 (and possibly 2 ) assessor and the employee. If the employee does not agree with the final assessment, he can sign the form as ‘seen’. The planning and mid term assessment interviews have to take place before the assessment interview. In other words, the assessment interview can NOT take place if the planning and mid term assessment interviews did not take place. Employees should be in the same position for at least 6 months in order to be assessed. In other words, an employee who has been absent for 6 months in a row, or an employee who has been in the same position for less than 6 months, can NOT be assessed in that calendar year. This also applies to managers. Managers should be in a management position for at least 6 months in order to be assessed. In other words, a manager who has been absent for 6 months in a row, or a manager who is in a management position for less than 6 months, or a manager who has been employed by the organization for less than 6 months, can NOT assess his employees in that calendar year. This means that if an employee is employed before July, he can still go through the HR-cycle. If an employee is employed after July, he is not applicable for the HR-cycle in that calendar year. In this case, employees will not be applicable for an increment, but they may be next year. st

nd

The assessment recommendation is drawn up by the 1 (and possibly 2 ) assessor. The assessment and the assessment recommendation will be presented to the manager within 7 days after signing. After approval by the manager, the assessment will be signed for approval and the assessment recommendation will be initialed within 7 days. The manager may adjust the assessment recommendation, based on well founded arguments and after deliberation with the assessor. The final assessment and the assessment recommendation will be discussed with the person involved (the employee) within 21 days after signing/initialing. The person involved will be allowed


PAGE 15 / 20

. . . . . . involved will receive a copy of his signed assessment and initialed to state his opinion. The person . assessment recommendation (See assessment recommendation block 6). . . Awarding a bonus or withholding an increment has to be effected by an official decision. Awarding HUMAN RESOURCES CYCLE MANUAL

1 increment takes place automatically.

3.4

Reporting, Storage and Inspection

A report is drawn up during the interview. The employee is given the possibility to go over the report and to add his opinions or comments. Then the manager will go over the report one last time, and then document it and finally it has to be signed by the manager and the employee. If there are more nd people present at the interview, such as a 2 assessor or HR-manager, everyone will sign the report. The head of the department is ultimately responsible. This means that the head of the department is the last one to sign the form, if the section head is the employee‟s performance manager. If the employee does not agree with the interview, the employee will sign the form as ‘seen’. The employee will receive a copy of the form. The manager will also keep a copy for his file. The original assessment recommendation (form) will be sent to the director in a sealed envelop. The director is the last one to sign the form. This document will then be sent to the AIZ department, so that it can be recorded in the personnel file. A copy will be sent to the P&O department.

3.5

Reconsideration, Complaints and Appeal

Article 16 of the LMA: “de beoordeling, bedoeld in artikel 15, aantekening met betrekking tot een ambtenaar in de ranglijst, bedoeld in artikel 15a, aangebracht, en de weigering om een beoordeling te doen plaatsvinden of een aantekening in de ranglijst aan te brengen zijn beschikkingen als bedoeld in artikel 3, eerste lid, van de Regeling Ambtenarenrechtspraak 1951 (P.B. 1951, No. 134)”. In other words, final assessments are official decisions.

3.5.1. Reconsideration If an employee does not agree with the final assessment or the assessment recommendation, the employee can file a written request for reconsideration to the assessor‟s manager within 7 days. Within 7 days after the request has been filed, the employee will be allowed to explain his request verbally to the assessor‟s manager. The assessor and the HR- manager will also be present at this discussion. The employee can be assisted by his legal advisor. Within 7 days after this hearing, the assessor‟s manager will draw up the final assessment and will notify the employee, if necessary also stating the reason why the employee‟s request has not or not fully been complied with. The employee will sign the assessment as „seen‟ within 7 days and will receive a copy of the assessment. The employee will sign for receipt of the assessment. If the employee still does not agree with the assessment, the employee can file a complaint in writing. The complaints procedure is explained in the following paragraphs.


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. . . . . . 3.5.2. Complaints Committee . . A Complaints Committee will be established to handle objections. The committee will consist of a president and at least two.members. The committee will designate the president. The members of HUMAN RESOURCES CYCLE MANUAL

the committee should not be involved in the decision that is disputed. The Complaints Committee is assisted by a secretary, designated by the board, who is employed at the department or service of the governmental organization concerned that is responsible for legal issues as described in article 71 of the „Landsverordening Administratieve Rechtspraak‟ (LAR).

3.5.3. Guidelines of the Complaints Committee After the assessment interview, the employee can file a complaint in writing to the Complaints Committee within 30 days. The complaint has to be filed at the department of General Affairs, where date of receipt will be recorded and the employee will receive a copy. In order to facilitate the handling of the complaint, it has to meet the following requirements: 1. The complaint has to contain data about the employee, such as name, date of birth, address, current salary scale, job title and job description. 2. The complaint has to be clearly motivated, i.e., a clear description of the decision that is objected to and the reasons for the objection. 3. The complaint has to be directed to the Executive Council. Assistance of a third party in drafting up the appeal is permitted. If no complaint is filed within the aforementioned 30 days, the employee is considered to have agreed with his final assessment and assessment recommendation. If however the employee can prove that he has exceeded the term because of exceptional circumstances that he is not accountable for and that he has filed the complaint as soon as was possible, the term can be prolonged. If the complaint does not meet the requirements, the Complaints Committee will notify the employee in writing and give him the chance to change the complaint accordingly. The term for this will also be stated: the term is maximally fourteen days, for changing the complaint. If the complaint has not been changed accordingly, the Complaints Committee can dismiss the complaint.

3.5.4.

Handling

The Complaints Committee will hear the employee within 6 weeks and will handle and review the complaint. Both the interests of the head of department/section head and the employee will be taken into consideration. Before the Executive Council makes a definitive decision (within 6 weeks after receipt of the complaint), they will consider the advice of the Complaints Committee and if necessary they will talk to the Complaints Committee. The Complaints Committee advises the Executive Council about the employee‟s appeal and objections. The Complaints Committee reviews the followed procedure (NOT the content). The Complaints Committee re-evaluates the final assessment and/or assessment recommendation. The evaluation will have to be well-founded, with solid arguments. As a result of this evaluation, the Complaints Committee will advise the Executive Council. The Complaints Committee will advise the Executive Council within thirty (30) days after receipt of the complaint. This advice has to be well-founded and signed by the president of the Complaints Committee. The employee‟s original complaint will be attached. The advice will be based on consensus. All members of the Complaints Committee have equal votes. If, after deliberation, no agreement can ISLAND TERROTIRY OF ST. MAARTEN, DECEMBER 2009

PAGE 17 / 20

. . . . . . be reached, the president .will decide. The Executive Council will make a decision about the original complaint within 6 weeks after receipt of the written advice. On the recommendation of the . Complaints Committee, the Executive Council will send a response to the person involved, in order . to let him know whether his objections are deemed valid. This letter will be signed by the Executive HUMAN RESOURCES CYCLE MANUAL

Council. In this letter, the Complaints Committee notifies the employee why his objections are not, or not fully met. The end assessment and/or assessment recommendation is made definitive (either adjusted of not) and the employee will be notified in writing.

3.4.5. Appeal If the employee still does not agree with the results of the complaint and the definitive end assessment (the decision) and / or assessment recommendation, he can lodge an appeal. The term within which the employee must lodge the appeal with the civil servants judge in accordance with article 41 of the „Regeling Ambtenarenrechtspraak‟ (RAR) starts upon receipt of the aforementioned letter. This sort of appeal is only available to civil servants in the sense of the LMA. Employees with an employment contract in accordance with civil law may appeal to the civil court. The settlement of these kinds of disputes will be presented to the civil servants court or the civil court.


PAGE 18 / 20

. . . . . . . CONSLUSION . .


4.

This HR-Cycle note is part of the Personeel & Organisatie Beleid (POB) of the Civil Service of the Island Territory of St. Maarten. Below follows a summary of the plans and policy documents that are related to the HR- Cycle: Remuneration Policy (BC301007.9 + BC100608.9); Performance Management (BC120808.12); Memorandum Organizational Culture, Core Values en Strategic Competencies (BC261006.22); Competency Catalogue (BC 261006.22); Organisatieontwikkeling 2009-2013 (BC220408.22); Sick Leave Policy; Formatiebeleid (BC220108.31); Instroombeleid (BC220408.12); Werktijdregeling 2007 (BC170707.11); Functieboek; Her- Overplaatsingsprocedure (BC080219.21); Organisatieverordering 2008 St. Maarten (AB 2008 nr.19); Landverordening Administratieve Rechtspraak (P.B. 2001, No. 79); Regeling van de Ambtenarenrechtspraak ( P.B. 1951, No. 79 ); Landsverordening Materieel Ambtenarenrecht (P.B. 1964 No. 159).


PAGE 19 / 20

. . . . . . . . .


APPENDIXES

1. Setting SMART Objectives 2. Individual Objectives Template 3. Individual Performance Contract: -

Planning Interview

-

Mid Term Assessment Interview

-

Personal Devemopment Plan

-

Assessment Interview

4. Explanation Form Individual Performance Contract 5. Check List for Employees


PAGE 20 / 20

Setting SMART Objectives The personal objectives should be SMART. SMART means: Specific

Objectives have to be concrete or specific – it should be clear what is meant to be achieved. Every objective should be specific and clear for everyone.

Measurable

Objectives can be expressed in quantity, quality of money (costs). The improvement needed to achieve objectives should be measurable. You should be able to establish whether or not the objective has been achieved and to what degree. Both parties should agree on the objectives. Objectives should be a challenge but still attainable within the set boundaries and the department plans. Also, objectives have to be supported by all people involved (directors and managers). Objectives should be realistic, time-, costand capacity-wise. Objectives should be attainable with the means available. Objectives should also reflect on the role of the employee. It should be clear at what time the set objectives have to be achieved. There has to be a concrete plan about the time schedule within which the objectives have to be achieved. Preferably, objectives should be attainable within the current calendar year.

Achievable

Realistic

Time-bound

Individual Objectives

(1/6)

Name: Job title:

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.

DELIVERABLES [RESULT] :

R

WHERE:

T

5.

Comments:

1


(2/6)

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.


R

WHERE:

T

5.

Comments:

2


(3/6)

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.


R

WHERE:

T

5.

Comments:

3


(4/6)

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.


R

WHERE:

T

5.

Comments:

4


(5/6)

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.


R

WHERE:

T

5.

Comments:

5

Individual Objectives(6/6)

1.

WHAT:

S

2.

WHEN:

M

3.

WHY [OBJECTIVE]:

A

4.


R

WHERE:

T

5.

Comments:

6


INDIVIDUAL PERFORMANCE CONTRACT PLANNING INTERVIEW

for employees

For help on how to fill in this form, see: Explanation of Individual Performance Contract.

1. PROFILE Name of Employee Job Title Date of employment Department Sector Date of interview Name of Manager

2. PREVIOUS PERFORMANCE CONTRACT Are there any objectives that were agreed on during the previous interview which have not been attained as yet, and, if so, why?

Planning Interview 20..: Fill in the name of the employee here

3. CURRENT POSITION Are you satisfied with your current job responsibilities? How would you like your job or your job responsibilities to develop in the near future? Are there any bottlenecks (e.g., work pressure, room for initiative, arrangements, etc.).

4. INDIVIDUAL OBJECTIVES Result-oriented and development plans

The results that have to be achieved

The products and actions Timeline/Date that have to be delivered when ready

1.

2.

3.

4.

5.

6.


5. REQUIREMENTS / SUPPORT NEEDED IN ORDER TO ACHIEVE THE SET OBJECTIVES Result areas

Form of Support needed

Timeline/ Date when ready*

1. 2. * Different dates can be stated because of longer decision making procedures, e.g., decision making of the Executive Council or the Island Council.

6. OVERALL IMPRESSION Working relationship with manager: a. How is the mutual cooperation; b. How is the manner of management experienced and what can be improved; c. Are there other points on which the manager can improve? Relation with co-workers/ Role in the team

a. b.

c.

Working hours Regulation (Werktijdregeling 2007) Sick leave

7. COMPETENCIES Competencies

Development

1. 2. 3. 4. 5.

6.


8. PERSONAL AMBITIONS AND DEVELOPMENT OR TRAINING NEEDS 1. 2. 3.

9. AGREEMENTS/COMMENTS

10. APPROVAL Employee

Manager

Head of Department

Date

Date

Date

---------------------------------------------------Date and Signature of Director



INDIVIDUAL PERFORMANCE CONTRACT MID TERM ASSESSMENT INTERVIEW

for employees

For help on how to fill in this form, see: Explanation of Individual Performance Contract (Point 2, Part 1).


2. CURRENT POSITION

Mid Term Assessment Interview 20..: Fill in the name of the employee

here

1

3. INDIVIDUAL OBJECTIVES Set Objectives

Evaluation

1.

2.

3.

4.

5.

6.

4. REQUIREMENTS / SUPPORT NEEDED IN ORDER TO ACHIEVE RESULTS


here

2

5. OVERALL IMPRESSION Overall Impression Working relationship with manager: a. How is the mutual cooperation; b. How is the manner of management experienced and what can be improved; c. Are there other points on which the manager can improve? Relationship with co-workers/ Role in the team

Evaluation

a. b.

c.

Working hours Regulation (Werktijdregeling 2007) Sick leave

6. COMPETENCIES Competencies

Evaluation

1. 2. 3. 4. 5. 6.


here

3



Manager

Head of Department

Date

Date

Date

---------------------------------------------------------------Date and Signature of Director


here

4

Personal Development Plan Island Terrotiry of St. Maarten For help on how to fill in this form, see: Explanation of Individual Performance Contract (Point 2, part 2).

Personal Development Plan of: Name Job Title Department Manager

1. Personal Development Plan Objective / competence 1.

Activity

Desired results

Planning

Requirements

2.

The Island Territory of St. Maarten

1

Objective / competence

Activity

Desired results

Planning

Requirements

3.

4.

2.

Comments

Signature employee:

Signature manager:

Signature head of department

Date:

Date:

Date:

POP 20..: Fill here de name of the employee

2

Eilandgebied St. Maarten

INDIVIDUAL PERFORMANCE CONTRACT ASSESSMENT INTERVIEW

for employees

For help on how to fill in this form, see: Explanation of Individual Performance Contract (Point 3).


2. INDIVIDUAL OBJECTIVES Result-oriented and development plans

End Assessment

1. NI

SP

EP

NI

SP

EP

Comment: 2.

Comment: Assessment Interview 20..: Fill in the name of the employee here

3. NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

Comment: 4.

Comment: 5.

Comment: 6.

Comment: *Summary of performance results (Y-axis)

Assessment Interview 20..: Fill in the name of the employee here

3. GENERAL IMPRESSION & COMPETENCIES GENERAL SCORE PROFILE

End Assessment

1. Relation with co-workers/ Role in the team

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

NI

SP

EP

Comment: 2. Working hours Regulation Comment: 3. Sick leave

Comment: COMPETENCIES 4. Comment: 5. Comment: 6. Comment: 7.

Comment: 8.

Comment: 9.

Comment: *Summary of General Impression & Competencies (X-axis)




Manager

Head of Department

Date

Date

Date


6. ASSESSMENT RECOMMENDATION 20…. The assessment recommendation has to be handed in to P&O before December 1st. This means that the awarding of 1 increment/no increment/bonus has to be approved by the director in charge before the first of December.

End score of the assessment (code out the 9 toolbox):…….. Result of this assessment: HOOG

NO Increment (1)

Kernwaarden en competenties Exceptionele prestatie

Exceptionele prestatie

EP-1

Sterke prestatie

EP-2

Zeer zw akke prestatie

SP-4

Increment (2) Increment + Bonus (3)

Promotion (4) Permanent Appointment (5) Incentives Policy (6) Extension of Probationary Period (7)

Prestatieresultaten

Or:

LAAG

LAAG

Sterke prestatie Zeer zwakke prestatie Met de vraag wat er is bereikt, wordt er een koppeling gelegd tussen de prestatie en de doelstellingen van de overheid van St. Maarten.

EP-3

SP-6

SP-5

NI-8

NI-7

NI-9

Met de vraag hoe het is bereikt, wordt een koppeling gelegd tussen de prestatie en de waarden en competenties.

Transfer (8) Dismissal (9)

7. EXPLANATION

-------------------------------------------------------Date and Signature of the Director


Eilandgebied St. Maarten

EXPLANATION FORM INDIVIDUAL PERFORMANCE CONTRACT (For employees and managers)

1. This explanation is a guideline on how to fill in the PLANNING INTERVIEW

Block 1:

PROFILE

General data is stated here. At the bottom of the page, fill in the year and the name of the employee.

Block 2:

PREVIOUS PERFORMANCE CONTRACT

Are there any objectives that were agreed on during the previous interview that have not been attained yet, and, if so, why?

Progress of the set targets is stated here.

Block 3:

CURRENT POSITION

Are you satisfied with your current job responsibilities? How would you like your job or your job responsibilities to develop in the near future?

In this block the position is described. Everything which may affect the job, now and in the future can be stated here.

Are there any bottlenecks (e.g., work pressure, room for initiative, arrangements, etc.)?


1

Block 4:

INDIVIDUAL OBJECTIVES

This block states what is expected of the employee or of a group of employees and which results they should have achieved. Results have to be phrased as concrete, measurable and attainable targets. The results are based on the targets set in the PM contract (department plan) and the tasks described in the job description. Therefore, the documents needed in order to set targets in the planning interview are: job description, strategic competencies of the sector, PM contract and the competency catalogue. A minimum of 3 and a maximum of 6 objectives should be set. Do not forget to make the objectives SMART. SMART stands for: Specific: Objectives have to be concrete or specific – it should be clear what is meant to be achieved. Every objective should be specific and clear for everyone involved. Measurable: You should be able to measure whether you are meeting the objectives or not, in terms of quantity, quality of money (costs). The improvement required to meet the objectives should be measurable. You should be able to establish whether or not the set objective has been achieved and to what degree. Achievable: Both parties should agree on the set objectives. Objectives should be a challenge, but still be attainable within the set boundaries and the department plans. Also, objectives have to be supported by all people involved, i.e., management and directors. Realistic: Objectives should be realistic, time-, cost- and capacity-wise. Objectives should be attainable with the resources you have. The set objectives should also reflect on the employee‟s role. Time-bound: It should be clear at what time the set objectives have to be achieved. There has to be a concrete plan about the time schedule within which the objectives have to be achieved. Preferably, objectives should be attainable within the current calendar year.


2

In preparation for the planning interview you can, together with your manager, fill in the “Individual Objectives” Template on the “Individual Performance Contract” Form. Fictitious examples are: The result areas in which a contribution will be made (What)

The results that The products and have to be achieved actions that have to (Results) be delivered (Deliverables)

Time line/ Date when ready* (When – How Long)

1. Implementing the

Computerizing the financial and administrative processes for the benefit of a trustworthy management of the financial administration.

1) an implemented Financial & Controlling system in accordance with requirements 2) Fully operational accounting system 3) 90% decrease of outstanding payments Monthly reports in accordance with a set format (total of 12 reports)

1) 10 months 2) from 01-01-09 tot 01-11-09

1) Improving the preparation of solutions and settlements; 2) 10% decrease of complaints in comparison to 2008 (per quarter) Ananlysis of: - The degree in which managers involve their employees in the work process; - Degree of satisfaction as regards the speed of reaction and the length of time of the advisory process. - Promises about advice are kept An overview of current policy documents

1) 1-08-2009;

„Financial & Controlling‟ system

2. Supplying my manager with pro-active and regular reports with regard to the progress of my work activities. 3. Dealing with complaints

1) Reporting to the manager 2) Improving mutual communication 3) Fulfilling the set tasks Preventing and dealing with complaints

4. Advising

Advising the management on company policy

5. Designing a structure for the policy library

Improving the quality of the sector‟s service by using topical policy documents Learn to give presentations and training

6. Take a „public speaking‟ course

1) Monthly

2) 31-12-2009 1) 1-10-2009

1-7-2009 to 31-12 2009 (6 months)

1) Follow a „public 1-11 tot 15 -12-09 speaking‟ course 2) A certificate of a „public speaking‟ course 3) Independently train new employees in December 2009 * Different dates can be stated because of longer decision making procedures, e.g., decision making of the Executive Council or the Island Council.


3

Block 5:

REQUIREMENTS / SUPPORT NEEDED IN ORDER TO ACHIEVE THE SET OBJECTIVES

This block explains the kind of support the employee or group of employees need in order to achieve the set targets. Examples are progress discussions with the manager, cooperation with colleagues, setting up teams, carrying out research or inquiries, temporary exemption of other tasks, etc.

Block 6:

OVERALL IMPRESSION

Working relationship with manager: a. How is the mutual cooperation; b. How is the management style experienced and what can be improved; c. Are there other points in which the manager can improve?

a) Review of the manager‟s performance, to the extent it affects the employee‟s performance.

b)

c) Relation with co-workers/ Role in the team Working hours Regulation (Werktijdregeling 2007) Sick leave

These subjects will be discussed. They also occur in other PM instruments.

How does the managing of the sector/department/section go? Take care of management meetings Progress report

Human Resources Cyclus

Knowledge of all incoming documents: a. Sign all documents and present them to the manager b. Provide information about policy preparation and execution c. Give notice of the needs of the sector/department to the managers Taking care of the conduct and performance of personnel

These subjects will be discussed. This only applies to managers (directors, department heads and section heads).

This only applies to department heads and section heads


4

a. Planning & Control cycles b. Reporting on budget realization Annual report (has to be finished before January 15th ) This does NOT apply to section heads

Written reports of working instructions (and presenting them to EC and Director).

Block 7:

COMPETENCIES

In this block, the sector‟s competencies for the coming period are mentioned. These are competencies that are especially important for next year. Specific competencies may be needed for the result areas. For the description of the competencies, read the „Competencies catalogue‟.

Block 8:

PERSONAL AMBITIONS AND DEVELOPMENT OR TRAINING NEEDS

Input for Personal Development Plan

1 2 3

The employee‟s ambitions are discussed here (what does the employee want and what does the manager think about that)


5

Block 9:

AGREEMENTS/ COMMENTS/ POINTS OF INTEREST

If necessary, further details can be described here concerning the set objectives, activities, the concrete results or the input/role of the employee in certain processes.

Block 10:

SIGNATURE FOR APPROVAL

Employee

Manager

Head of Deparment

Date

Date

Date Every report has to be signed for approval. The opinions of both participants are described. Also sign if you don‟t agree with each other‟s opinions. The director is the last one to sign the report.

-------------------------------------------------Date and Signature of Director Manager will give copy to: Employee/Manager The master copy will be sent (in a closed confidential envelop) to the director in order to be signed for approval.


6

2. This manual is a guideline on to how to fill in the Mid Term Assessment

INTERVIEW. This form consists of 2 parts: 1. Mid Term Assessment Interview and 2. Personal Development Plan (POP) Part 1: The Mid Term Assessment interview is a structured interview between the employee and his manager, which aims to improve the employee‟s performance and the mutual cooperation. Both interlocutors are of equal merit; it is a two-way conversation. Both manager and employee give their opinion and make suggestions. Improvement is the key in this interview. An important part of the interview is the assessment of the plans that have been made and the targets that have been set in the planning interview, and establishing the bottlenecks. Solutions will be found for the problems, aiming not only to improve the employee‟s performance, but also to improve the mutual cooperation. All plans and objectives set during the planning interview should be discussed. The targets can be cut from the planning interview form and pasted on the mid term assessment interview form. The following points should be discussed in the mid term assessment interview: 1. Nature and level of task (set objectives) What has been achieved, what goes well; What has not been achieved, what are the bottlenecks; What are the causes; How could this be solved; 2. Perception of job (e.g. cooperation with co-workers) Mutual cooperation; Perception of management, points of improvement; What is your role in the team; How good is your relationship with your co-workers; 3. Factors which may prevent good performance (to the extent they have not been discussed yet), e.g.: Working conditions; Regulation working hours; Sick leave Part 2: 4. Plans for the future (career and training) You can discuss your personal ambitions and plans for the future. You can discuss the competencies you wish to develop or improve and how you wish to achieve that, e.g., through coaching or training. NB: These plans are established in a Personal Development Plan (POP) You had a planning interview with your manager in which you discussed your development. This development is linked to your individual career goals and the organizational goals. In this plan you will report in concrete terms which activities you will undertake, when you will undertake them, what kind of support and facilities you will need, and what the desired result will be. This form will have to be filled in once every two years.


7

3. This manual is a guideline on how to fill in the ASSESSMENT

INTERVIEW. All objectives and targets established in the planning interview and the mid term assessment interview will be discussed and assessed. We use a three-tier scale division (see Remuneration Policy): 1.

Exceptional Performance (EP)

Exceptional performance

2.

Strong Performance (SP)

Good performance

3.

Needs Improvement (NI)

Weak performance

Block 2:

INDIVIDUAL TARGETS

First decide to which degree the targets have been met: WHAT has been achieved? This can be EP, SP or NI. Under each target there is the possibility to write the comments if necessary.

Block 3:

OVERALL IMPRESSION & STRATEGIC COMPETENCIES

Decide in what way the values and competencies have been performed, improved or developed: HOW have the results been achieved? This can be EP, SP or NI.

Block 6:

ASSESSMENT RECOMMENDATION

Fill in the year in question next to de heading. The end score has to be filled in. This is the code out the 9 toolbox. The combination of blocks 2 and 3 determines the „end score‟: EP-1, EP-2, EP-3, SP-4, SP-5, SP-6, NI-7, NI-8 or NI-9 is. The “9-Box Tool” is a matrix. The „y-axis‟ shows what has been achieved and the „x-axis‟ shows how it has been achieved. It is an appraisal instrument which focuses equal attention on what has been achieved as well as on how it has been achieved. The matrix has nine ratings which represent a combination of both dimensions. The matrix has a symmetrical structure. The ratings EP-1, EP-2 and EP-3 are „very good‟, the ratings SP-4, SP-5 and SP-6 are „good‟ and the ratings NI-7, NI-8 and NI-9 are „weak‟.


8

The 9 tool box: Core values and competencies Low

High P e r f o r m a n c e r e s u l t s Low


Strong performance

Weak performance


EP-1

EP-3

SP-6

Weak performance

EP-2

SP-5

NI-8

Weak performance

SP-4

NI-7

NI-9

With the question what has been achieved , a link is made between performance and the organiza tional goals of the St. Maarten government.

With the question how has it been achieved, a link is made between performance on the one hand, and core values and competencies on the other hand.

High

X axis: Core values and competencies

Low

EP-1: Exceptional performance in respect of both 1) core values and competencies and 2) objectives and results that have been achieved.

EP-3: Strong performance in respect of core values and competencies. Exceptional performance in respect of objectives and results that have been achieved.

SP-6: Weak performance in respect of core values and competencies. Exceptional performance in respect of objectives and results that have been achieved.

EP-2: Exceptional performance in respect of core values and competencies. Strong performance in respect of objectives and results that have been achieved.

SP-5: Strong performance in respect of core values and competencies. Strong performance in respect of objectives and results that have been achieved.

NI-8: Weak performance in respect of core values and competencies. Strong performance in respect of objectives and results that have been achieved.

SP-4: Exceptional performance in respect of core values and competencies. Weak performance in respect of objectives and results that have been achieved.

NI-7: Strong performance in respect of core values and competencies. Weak performance in respect of objectives and results that have been achieved.

NI-9: Weak performance in respect of both 1) core values and competencies and 2) objectives and results that have been achieved.

Low


9

According to the new incremental scale, the employee will get (dependent on the employee‟s end appraisal): Appraisal

Salary increase

NI:

None

SP:

1 increment according to salary structure

EP:

1 increment according to salary structure

Reward scheme

+ 1 bonus

By linking rewards to the assessment, three decisions can be made: 1. NO increment An employee who scores NI for three consecutive assessments is unsuitable for the position, this is also for the employee who scores NI three times in a period of 5 years. Depending on the circumstances, appropriate measures will have to be taken, such as transfer or dismissal. 2. Increment By linking rewards to the assessment, all increments of the relevant year will be awarded at the same time, namely as of 1 January. Employees who start before the first of July will qualify for an increment as of the first of January the next year if they perform well. Employees who start after the first of July do not qualify for an increment as of the first of January the next year, but the year after that. Every salary scale has a maximum salary. When an employee has reached the maximum salary scale, he will not receive any more structural increments. 3. Increment + Bonus An exceptional performance bonus consists of a one-time or a temporary financial reward for extra effort or outstanding performance of employees. The bonus is a one-time payment equal to twelve times a monthly pay raise. See “Remuneration Policy: paragraph 5.3 Bonus EP” for the specific forms of exceptional performance bonuses that can be used within the Island Territory of St. Maarten. The following decisions can also play a role: 4. Promotion See Remuneration Policy (BC301007.9 + BC100608.9) paragraph 5.2.1.3 and LMA (P.B. 1964 No. 159). 5. Permanent Appointment We should always be looking for the right, i.e. suitable, candidate for the job. Payment will be made according to the salary scales consistent with the position, or maybe minus 1 or 2 scales, if the employee does not meet the job requirements yet. It is important that candidates are appointed who will be able to reach the desired level of performance reasonably quickly, i.e., within 1 to 4 years. If this is not the case, than it is not the right candidate and the person should not be appointed to the position.


10

6. Incentives Policy See “Instroombeleid (BC220408,12) chapter 5 ‘Het Incentive Policy” for further explanation. 7. Extension of Probationary Period See LMA (P.B. 1964 No. 159) for further explanation. 8. Transfer See Relocation & Transfer (BC220408.12) for further explanation. 9. Dismissal See LMA (P.B. 1964 No. 159) for further explanation. The different decisions are coded from 1 to 9. These codes can be used in the last column “Gevolg” of the department overview (See appendix 6 and 7) if it is needed.

Block 7. EXPLANATION If necessary, further explanations can be written here.


11

Check list for employee 1.

Step 1: Contribution Both the planning and mid term assessment interview are dialogues. This means that you have to take the initiative and contribute to the interview.

2.

Step 2: Preparation You have already thought about what you want to bring in. You can talk about the things that go well, that you like to do, but you can also talk about things that annoy or irritate you, or things that you don’t like, which make your job less fun. There may be tasks you would like to do, or rather not do or rather have someone else do. You can also talk about the pleasant cooperation with co-worker A, or the fact that meetings always overrun their time. Make sure you understand the information you received in advance and that the aim of the interview is clear, so that you can prepare well. Read the reports of previous interviews. Write down targets (see “Individual Objectives” Template) and points of action or improvement (POP) that can be discussed during the interview. Start writing your Personal Development Plan (POP). Be on time for the interview and make sure you have enough time for the interview.

3.

Step 3: The Interview You are responsible for meeting the set objective and achieving the set results. It is highly important that you take the initiative in this. Assess yourself; think about your positive and your negative points, think of action points and solutions. Work on your points of improvement and involve other people. Think about what you’d like to do in the future. Check whether you are on the right track. Be prepared to be critical of your own performance regarding values and competencies as well as in meeting your targets.

4.

Step 4: Completion Sign the form for approval. Keep a copy for your own archive and as a starting point for the next interview.