Phasing of the grading system in the civil service and its replacement with interviews of assessment requires new practices within government. Managers, in particular, must adapt to their new role. Dimension sometimes not enough understood.
I saw them daily, and we dialoguions informally on a particular topic. When I spoke to conduct assessment interviews, I asked myself the question of their interest. Public Service, reveals the lack of knowledge some officials of the maintenance assessment, established by the Act of February 2, 2007 to modernize the civil service.
For managers, much remains to be done. And, first, to understand the difference between the rating, which dominated so far and compares the agents to each other, and maintenance, which compares to an agent himself, in reference to the previous year. Human resources departments have work to provide interviews to put the evaluation in a broader context and allow officials to lose their reflexes around seniority.
In practice, individual evaluation is possible only if there has been a good upstream collective assessment and definition of clear objectives assigned to its service, which is sometimes difficult in the public sector.
Indeed, it must be a high point of confrontation and exchange of views, which should highlight what is important at a given time. As in the private sector, good preparation is needed to conduct an interview. The manager, a technical leader, is not accustomed to accountability for measurable objectives. The evaluator must be an actor of his evaluation.