Introduction and conversion of the achievement-oriented remuneration in the public service

Attorney Jean Martin young, director/conductor of the forum “industrial law” with Xing.com (2100 members) (openPR) - 1. Introduction
After now all instruments of the achievement-oriented remuneration were presented and the substantial fundamentals were represented, it goes now to the detailed work:
In this section is to be described, how an achievement-oriented remuneration can be introduced and converted. Which possibilities are there, what is thereby to consider How now can the new flexible regulations of the TVöD straight be used regarding an achievement-oriented remuneration most meaningfully
Those are the central questions, to which the script wants to dedicate itself here, because before these questions at present also the personnel responsible persons stand. Naturally had to be led up conditions of employment already existing to the deadline 01.10.2005 to the new TVöD. But since the problem of the transition particularly in the years 2005 and 2006 was meanwhile relevant and at meaning lost, in this script without a detailed representation of the transition one does.

2. The introduction of an evaluation system

New things in the enterprise or the agency to introduce, is not simple always. Straight one with such a serious change like the introduction of an evaluation system is recommended it promptly to look for the contact to the coworkers and to describe sense and purpose of such a system. That diminishes fears and helps to already win understanding and acceptance in this early stage.

A) The reason of the introduction
The reason for the introduction for an evaluation system is above all because of the fact that superiors have it thereby more easily,
To motivate • coworkers
to treat • it more fairly
to make possible • the employment at the optimal work place, optimal for their coworkers, and
to promote • the coworkers and support with the personal development.
If coworkers get these motives mentioned, the first restraining threshold with the new system is overcome and first doubts are eliminated.

b) The sense and purpose for the coworker
If now the coworker experiences, in what respect it is worth itself for him personally to participate in the evaluation system it does not see the introduction of this system as threatening window blind. It has the following advantages:
• it receives precise information about its work and his behavior and whether it fulfills the defaults it being subordinate work area
• by frequent discussions between the coworker and its superior a strong confidence basis between the involved ones is created, the discussions are to run off cooperatively and concentrate not only on a discussion (the evaluation of the coworker actually), but on several discussions (already in the Vorhinein)
• it is used on the basis its abilities - so far that the work organization made possible - and so naturally optimally motivated to the work
• the special abilities of the coworker are recognized and promoted as far as possible vocationally

C) The sense and purpose for the guidance
It may not be concealed thereby also opposite the coworker that the evaluation system provides also some advantages for the guidance apparatus:
• leading of the coworkers is more effective and the responsibility for guidance can strengthened be noticed
• there is clear aims and an objective evaluation on the basis clearly fixed goals, requirements and tasks for each position
• by the evaluation the momentary performance level of the coworker can be compared with the conceptions of the employer, from this arises possibilities for a purposeful promotion and development
• finally by the constant discussion contact a good working climate will become manufactured, weak points better recognized and repaired.

2. Evaluation methods

Before an evaluation system can be introduced, it applies, to inform about different variants of the evaluation and calculation from achievement to.

A) direct power measurement
aa) chord or premium wage
The traditional remuneration procedure in the form of chord or premium wage worked satisfactorily during the evaluation of achievement, as long as achievement could be measured on the basis the productivity and thus objectively and directly. So it was to be kept possible, by faster and more effective working more wages, if were crucial, as many work procedures in a fixed period could be completed. In the course of increasing automation however this form of the power measurement within the range lost un to small-qualified work levels at meaning, while with well trained workers such a kind of the power measurement would be anyway useless and therefore already before no or only little meaning had.
For the evaluation of achievement within a modern enterprise or enterprise this kind of the power measurement makes thus no sense, since the quality of the work thus cannot be determined satisfyingly.
bb) result-oriented evaluation
However it quite makes for sense to introduce an result-oriented evaluation: So can short term goals, which must be achieved, which seize efficient work and which know a reaching of individual results of working are accelerated. This is also in modern enterprises or enterprises for qualified coworkers usually, there goal-oriented premiums or Boni at reaching individual results of working to be measured to be able can. Only it is then necessarily that an objectively measurable achievement is possible, for example the number of worked on procedures per month or reaching a certain saving sum per year.

b) indirect power measurement: the evaluation of achievement
In contrast to it the indirect calculation of achievement takes place on the basis evaluations the same. This makes particularly with the persons employed sense, who are well trained, since their achievement often cannot be determined at objectively measurable criteria. Indirect is the measurement of the achievement, because not the achievement of the coworker takes place directly, but only via third, the critic. In addition there are 3 in principle different evaluation methods:
aa) the summarized (summary) evaluation
Here is tried to get under appreciation of all achievements of a coworker by the evaluation a total judgement that then into relation to the achievements of other coworkers one sets and for the coworker explanation about its performance level within the enterprise, enterprise or the department gives immediately. With the fact it is problematic that during such an evaluation much of the subjective impression of the critic depends and badly evaluated coworkers then alone to the relationship to the critic refers. This kind of the performance review is rejected therefore predominantly.
bb) evaluation of the function/the person
Here it is judged which the coworker in its function carries out particularly in long-term regard and whether for him possibilities for the personal advancement, particularly regarding its Leistungspotenzial, result. This kind of the evaluation is quite far common, but it is rarely the only method, which is used.
CC) the performance analysis
Here one does not judge, which could individual coworkers carry out and like their personal development turn out, but capability characteristics are defined, which it applies to then fulfill from view the coworker. Those are not (as with the result-oriented evaluation) objectively measurable characteristics, but such, which are accessible to a partial evaluation by the critic. Such individual capability characteristics are then separated judged from each other and weighted possibly less or more strongly and to lead then to a total judgement of the coworker.

C) Result
Naturally the indirect performance review plays the main role with the evaluation of coworkers. However it is meaningful to connect this kind of the evaluation with the result-oriented evaluation as element of the direct power measurement - if that is possible.
In addition during the indirect power measurement should be tried to couple the evaluation of the function and/or person with the performance analysis in order to achieve so an optimal utilizable value for all involved ones.
However it is independently of the evaluation method crucial that not only during the introduction of an evaluation system, but also at the time of its execution continuity in highest place stands: if you communicate, motivate and you give the coworker in regular intervals feedbacks over the performed work. Only so an evaluation procedure satisfying for all sides can be installed and operated. Anonymous filling out of form sheets brings here only few!

3. The execution of the evaluation

A) Introduction
The different methods for evaluation do not know are called still for a long time to be able to use it also effectively. There are differences in the evaluation and surely also sources of error, which it applies to recognize and turn off.

b) Evaluation possibilities
There are different possibilities of making evaluations: Apart from the most usual evaluation by the superior there is also „the evaluation of the coworkers “, „the evaluation by 360 degrees “as well as the self evaluation.
aa) evaluation by the superior
That is the normal and also most important case of evaluation: the direct superior judges it being subordinate coworkers. That is related to the knowledge of the coworker, its efficiency as well as the position in the enterprise the best evaluation possibility, however the superior can judge here under normal conditions rarely objectively, but even certain coworkers due to personal preferences prefer, straight if third in the evaluation is involved.
Meaningful it would be here to prepare first evaluations and to include then the next higher superior into the evaluation with.
Another possibility is it to let external third participate in the evaluation: Thus proceed American enterprises, which merge as third up to 3 „main customers “of the person employed and teammate into the evaluation: They must express and judge usually their opinion to the coworker, to what extent its work contributes to the result within the enterprise. To if judgment should be a coworker on one responsibility level and thus „Untergebene “have, also gladly opinions of this Untergebenen are caught up. But it applies also here that objective judgements are hardly to be expected. The straight competitive situation among teammates can positively or negatively affect the evaluation.
bb) evaluation of the coworkers
This form of the evaluation has usually only small force of expression concerning the work of the superior, it can however a rather exact picture of the personal relations of the coworkers with the superior draw. Clear it is also here that subjective expressions of the critics at the agenda will be. Substantial points of this form of the evaluation are and as kommunikativ, penetrationable, trained and the superior are motivating the kind of the coworker guidance and the occurrence. It can be also judged, as efficiently it works, which goals it sits down and its coworkers whether it reaching the goals supervised and how it reacts to feedbacks of its coworkers possible results can a positive feedback or criticism be. This kind of the evaluation contributes above all to it, „the working climate “within the enterprise to examine enterprise or a department and accomplish on the basis the evaluation results improvements. After the evaluation that should its judged one „Untergebenen “the evaluation result present and point out, how he intends to proceed now further, in order to improve and/or turn the individual points off.
A condition for this form of the evaluation is that the superior for criticism must be adjusted openly and also to it. Here coined/shaped by the hierarchical and rigid layout within public administrations first only little interest in this evaluation form to exist. The evaluation by the coworkers is however essential, in order working climate-harmful conflicts and problems within a department recognizes and to work on to be able.
CC) „evaluation around 360 degrees “
This form of the evaluation does not follow evaluation within the hierarchy of an authority or an enterprise. In center evaluation stands to judgments themselves, which from all, with which he must catch up evaluations has to do with his work, - all the same whether it concerns teammates, superiors, customers or suppliers. From these evaluations, then from all ranges, with those to judgment during its work contact has (therefore the designation of this evaluation form) arises then a general impression, which can be won however only by the too judged one, since won the information is to be revealed to no different one within the enterprise or enterprise. Also to judgment can only draw the conclusions, which result from this form of the evaluation, - it is thus because of the way of personal handling the evaluation, which success results from it. Thus it shows up also that this evaluation straight is not meaningful during the introduction of an achievement-oriented remuneration and is suitable the other evaluations specified already for it better.
dd) Self evaluation
This evaluation is simple to accomplish and finds by the reciprocal component with all took part a high acceptance. It contains an evaluation by the superior, gives however to the too judged one also the possibility of estimating itself. Both the superior and that to judgments fill out a form for evaluation, which contains the same questions and response possibilities. Straight one with the evaluation by the superior would be alone meaningful it just like with the evaluation by the superior to prepare first evaluations and to include then the next higher superior into the evaluation with - so a more objective result can be obtained.
Directly to the evaluation then a so-called evaluation discussion follows, as both sides compare and try their estimates to find together further steps for the advancement of the too judged one. About it is important not to accuse to the coworker of negative to point out and look for for solution types but it to it clearly. Also otherwise it is important to concentrate on concrete and as objective a points as possible so that both sides profit optimally from this evaluation. It is on the fact in addition-works that to the next examination date with each valuation criterion a from both sides agreed upon score is reached.
ee) result
The self evaluation is to be favored straight during the introduction of an achievement-oriented remuneration, it is simplest to accomplish and with all involved ones also best accepted. With the formulations of sample is also an evaluation elbow, which as example and reference point for its own evaluation can serve.

C) Error
aa) introduction
With each evaluation naturally also error can occur. This applies to avoid or with their occurrence repair it as soon as possible either already from the beginning. Here the principle applies: „Danger recognized - danger gebannt! “Here the most frequent errors are scarcely represented:
bb) capability characteristics - errors
There are many different characteristics, which can find into an evaluation entrance. Problematic it is here to find those out for the authority/the enterprise correct characteristics which can give also sufficient force of expression to the evaluation concerning their usefulness, which thus make it for the evaluation possible to show the achievements of the too judged ones realistically. From past practice it shows up that 2 points in no evaluation may be missing: the evaluation of the behavior of the coworker and the evaluation of the fulfilment of the tasks placed against it. The evaluation of the actual achievement of the too judged one stands then in third place, the ability for guidance only most fourth-frequently is only called.
Here it is advisable, straight during introduction of an evaluation system to concentrate on the two most important groups: The evaluation of the behavior of the coworker actually and the evaluation of the fulfilment of the tasks placed against it - always co-ordinated with the tasks of the enterprise/enterprise or the individual department. , An inaccurate evaluation in most cases draws and makes other points more strongly to weights these useless.
CC) the general impression error
Like many errors in the context of an evaluation, is also this error of subjective nature: A coworker, who by its superior is altogether positively noticed (particularly regarding abilities, which are particularly noticeable), also in individual characteristics, which are not so positive, better is usually estimated than its colleague. That applies in particular to characteristics, which are justified in the person of the judged one and no effects on its activity have, e.g. for body smell or Umgangsformen.
dd) the hierarchy error
Another error, which is gladly made, is that, coworker, who has a higher place in the hierarchy of an enterprise, despite same characteristic structure is better evaluated than „the lower coworkers “.
ee) the transport error
If coworkers longer time are not carried, their evaluations fail often more badly. Here a cause and effect collapse on fatal way: Straight one because it was not carried, the coworker of its superior more negatively estimated - a fatal vicious circle can find so its beginning.
FF) the contact error
A coworker, who has more frequent contact with the critic than other one - usually vocationally justified - of this also often more positively noticed than its colleagues. That affects then also frequently its evaluation.
gg) the superior favourite error
If one is to judgments the favourite of the superior of the critic, the critic judges this coworker usually more positively to correspond above all in order to the conceptions of his superior.
rear spar) the individual performance overestimation error
A singular achievement of the too judged one is superelevated and judged from their the total output of the coworker - all too human weakness, which therefore agitates that it benefitted us in the course of the evolution to judge from individual events a total situation. In this case however to a distortion of the perception and thus to a distorted evaluation would lead.
ii) the conflict avoidance error
In order to avoid controversy within the enterprise, enterprise or the department, the critic tries to evaluate its coworkers similarly - which leads then too little meaningful evaluations.
jj) the self reference error
The critic judges from his own attitude and his own conceptions out (which he natural-proves for the correct holds) the abilities of the coworkers. Who is most similar to it, then also more positively one notices than its colleague - applies to positive and to negative characteristics.
kk) Tipps for source of error removal
Many this error are based as previously mentioned on subjective influences. They could be mostly never turned off completely, but alone the knowledge around its existence can lead to limit the errors to a minimum. As standard of valuation therefore as far as possible objective characteristics should be exclusively and consulted. Discussions with the critics can help these to make evaluations without large errors - thus you do not do without this important preparation step!

D) Evaluation discussion
aa) introduction
At the end each evaluation stands the evaluation discussion between critics and the judged coworker. As previously mentioned, found the results are kept here, review discussed, searched solution types and pointed out to advancement possibilities regarding the strengths and the weaknesses of the too judged one. It serves however for the conclusion one evaluation period - recommended period is the calendar year - also for the examination of communication and feedback between the involved ones.
The ideal discussion runs undramatisch and surprise-free, since already in the course of the evaluation an intensive exchange took place and the discussion is only times questions and problems already raised followed up and an opportunity for constructional co-operation. There is to be an overview of it, the judged one has which strengths and weaknesses, that that lay and which can be done in the future, in order to promote strengths and turn weaknesses off. Like that even a motivation thrust is possible by the evaluation discussion and so not at all improbable for both sides.
Although also during the evaluation a constant exchange between the involved ones takes place, may not be done without the locking evaluation discussion. This last step in the evaluation procedure is coming to terms with the past and future planning at the same time, therefore it is called pretty often also „guidance and promotion discussion “.
Inquiries do not occupy last that coworkers, who completed such a evaluation discussion estimated their own possibilities and opportunities for advancement better and more realistically than those, which never came into the benefit of such a discussion. Meanwhile also the legislator reacted and grants to the employee the right to discuss an accomplished evaluation with its superior and for vocational advancement in the enterprise or enterprise shown to gotten chances (§ 82 BetrVG).
bb) important points of discussion
The following points should be missing in no evaluation discussion, which should the following questions there are discussed:
• As the coworker is estimated by his critic - as objective as possible -
• The coworker has which possibilities for the advancement
• For his performed work one thanks to the coworker, one appreciates his work
• The spoken criticism is material and constructional
• The causes for weaknesses of the coworker shown If: Are ways pointed out, how the causes to be repaired to be able
• The coworker can describe its desires and conceptions concerning his vocational advancement
CC) Sense and purpose of the discussion
The discussion has a certain function within the evaluation procedure. It is
• to the coworker the furnished achievements point out - classified according to the individual evaluation criteria;
• constructionally and point out the causes for it criticize the coworker in addition, with bad works and/or find;
• the coworker opportunity to the discussion with the superior and critic to give and a common resolution to measures, which serve the improvement of the achievement develop let;
• co-operation between the involved ones promote, as the discussion in an open and trusting atmosphere takes place;
• the coworker promote, motivate and to a cooperative co-operation stop;
• the desires and conceptions of the coworker regarding his tasks and future developments consider and last
• the future tasks of the coworker specify.
dd) Introduction problems
With all positive resonance, which already obtained the installation of an evaluation and in particular an evaluation discussion in the individual enterprises (predominant the private sector), it should not be concealed that straight in public administrations reservations and resistance will have here to be found.
That is justified in the fact that it gave such discussions in the past, but a promotion of the coworker was then missing. In addition negatively judged coworkers did not have to fear any disadvantages. At this lever, therefore is important it must be set to point from the outset the linkage out between the evaluation and the achievement-oriented remuneration in order to make clear from the beginning that immediately conclusions are very probably drawn to positive and negative kind from the evaluation -.

(Cutout from the seminar “achievement-oriented remuneration in the public service”)

Jean Martin young
Attorney
(Training representative SRH FH Heidelberg/FH Ludwigshafen)

Director/conductor of the forum “industrial law with Xing.com (2100 members)
www.xing.com/net/arbeitsrecht/

Law office young
Karl Ludwig Str.29

68165 Mannheim

Tel.: 0621-420180
Fax: 0621-4201823
Mobil: 0178-8 535,717

www.KanzleiJuenger.de

The emphasis of the vocational activity of RA young is on the area of the industrial law. Thus it is to employers, work councils as well as employees as a legal adviser in affairs pertaining to labour law at the disposal and represents these within all ranges judicially. By the correspondence office in Miami, Florida it is occupied with that international private law. The moreover he is an author in the range pertaining to labour law as well as director/conductor of the forum „industrial law “(2100 members) with www.xing.com.

Within the range of the adviser activity with the emphasis industrial law it has experience of several years.

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