The Department of Human Resources of the Government of Dubai reported that the Dubai Government Performance Management System's Operational Guide has identified four mandatory competencies that Dubai Government employees must work on: evoking and broadcasting positive energy, serving the community, responding to the needs of its clients and excellence in carrying out their work.
The Department explained to Emirates Emirates that the procedural guide for the performance management system for the employees of the Government of Dubai dealt with the issue of the behavioral competencies of the employee and showed that the basic and leadership competencies include two levels of competencies. The first is the mandatory competencies, The second is the additional competency, which has a degree of flexibility in application, where government agencies are given the choice of a range of behavioral competencies, not necessarily identical.
The core competencies include: Compulsory competencies, additional competencies, and mandatory competencies Invoke and transmit positive energy, serve the community and respond to the needs of its clients and excellence in implementation, while additional competencies include financial literacy, institutional understanding, innovation and creativity, Leadership skills are also mandatory and additional. Mandatory leadership competencies include leadership and inspiration of others, support and empowerment of change, and additional strategic thinking, staff development, and decision-making.
The procedural guide for the performance management system for Dubai government employees indicates that in determining behavioral competencies, the individual objectives of the employee shall be taken into consideration by determining the competencies, levels of proficiency and indicators required by the participation of both the direct supervisor and the employee, provided that the number of such competencies does not exceed the prescribed limits. How to apply competency to the tasks and responsibilities of the job, and how to monitor the employee's performance in these competencies through various mechanisms and methods, such as personal interview, discussion and concrete evidence, monitoring positive and negative behaviors, and that the direct president To inform the employee of the behavioral competencies and performance indicators approved and required to be achieved by the employee, to be adopted by the second week of February of the evaluation year.
The Department noted that the procedural guide addressed the performance management system for Dubai Government employees in its fourth chapter, "End of the Performance Planning Stage", which is approved by the direct supervisor and the audited director, after reviewing the individual objectives and behavioral competencies and identifying the learning and development plan with the participation of the employee. Performance Plan A copy of the employee and a copy of the department's human resources department are provided. The direct president retains the original version of the performance plan for continuous monitoring of performance, feedback, guidance and direction.
The department confirmed that the period of periodic review is one of the most important stages of the performance management cycle, where the performance of the employee is monitored, the progress achieved in the tasks assigned to him is examined, and due to the operational and organizational specificities of the government agencies and the different activities, The department should choose either of these two mechanisms to evaluate the employee's performance in accordance with their operational and organizational needs, provided that only one mechanism is applied for each employee during the evaluation year. The first mechanism is continuous review of performance, The second mechanism is the semi-annual review.
The department said that the continuous review phase of the employee's performance aims to enable the direct supervisor and the employee to stand up to the level of achievement and to follow up the work process accurately through periodic follow-up throughout the evaluation year, especially as some government departments have activities and tasks that require the formation of task forces or Employees are required to complete more than one project or task during the evaluation year. The continuous review is carried out through several steps. First, the direct supervisor periodically monitors the performance of the employee by the end of each evaluation year. , With a view to standing Performance goals and quality of outputs «individual objectives, technical and behavioral competencies and performance indicators adopted», as well as identify challenges and constraints, and take corrective actions in light of this to achieve the target completion rates in a timely manner, and provide guidance to the employee in a constructive and positive, and identify opportunities for learning And development based on evaluation results during this phase.
The second step of the continuous review is to ensure that the employee performs an initial evaluation of his / her performance prior to the follow-up and review session by reviewing and evaluating completion rates in accordance with the approved performance plan and identifying the challenges and factors affecting the achievement. In the third step, the direct supervisor will participate with the employee to adjust the goals and their weights if necessary, in accordance with the requirements of the work plan and the requirements of the organizational plan of the organizational unit. The fourth step is to follow the same procedures for the audit session indicated in the semi- Assessment, determination of the outcome of the quarterly evaluation, and this result is counted as part of the final evaluation result of the employee. The second employee evaluation mechanism is the semi-annual review, which begins in mid-June. The direct supervisor reviews the level of performance and achievement of his staff according to individual objectives and behavioral competencies and performance indicators. The employee will identify the strengths and aspects that need to be developed in order to improve performance. , And make any necessary and justified adjustment to the objectives and indicators. The semi-annual review is carried out through several steps. First, the Human Resources Department, in mid-June of the evaluation year, should circulate to all organizational units, In the second step, the direct supervisor shall review the objectives, behavioral competencies and performance indicators approved with the participation of the employee, with a view to reviewing the employee performance and agreed delivery rates of the objectives, competencies and performance indicators, in accordance with the performance plan, Objectives or weights, in accordance with the requirements of the workflow, and identify the challenges faced by the employee, if any, to try to solve quickly, and review the needs of learning and development.
The third step of the semi-annual review is that the employee conduct the initial assessment and send it to the direct president, and then hold a review session between the direct and staff leader as a fourth step, with the aim of achieving several things, including determining the actual achievement of individual goals and behavioral competencies, Direct and employee in the performance plan model, and strengthen the audit session with documents and evidence showing the actual delivery rates. The direct president and the employee sign the performance plan and submit it to the director to approve the amendments, if any. T provide the employee and the management of human resources, a copy of the updated performance plan, and is calculated as a result of evaluation of the employee at this stage of the final result of the evaluation within him.
When determining behavioral competencies, the employee's individual goals and levels of proficiency are observed.
Periodic review in which the performance of the employee is monitored, and measuring the proportion of his progress in accomplishing his duties.
A dialogue session to foster the culture of innovation
The Department of Human Resources of the Government of Dubai organized a dialogue session entitled "Heroes of Innovation", within the initiatives of the Center for Innovation and Research in the Department, to learn about the success stories of the departments of the Hamdan Bin Mohammed Smart Government Program. The session, which was held at the Human Resources Department of the Government of Dubai, was attended by the Director General of the Human Resources Department of the Government of Dubai, Abdullah Ali Bin Zayed Al Falasi, a number of officials of the Department and the participating parties.
Al Falasi emphasized that the UAE attaches great importance to the issue of innovation, sponsors innovators and innovates, and encourages talented people in various sectors to enhance Dubai's position and maintain its global competitiveness.