High Commissioner, Botswana
Performance Management System
Tue Jul 14 2009
Molosiwa Selepeng discusses the widely successful performance management reforms in Botswana during his tenure as head of the public service between 1999 and 2003. The program was unique in that it was successfully implemented across all branches of civil service without the use of monetary incentives. Selepeng attributes much of Botswana’s success to a culture of communal cooperation, transparency and giving. He believes that this culture allowed Botswana to avoid corruption, muster domestic support for performance management, and avoid reform fatigue. He also attributes success to support from international donors, visionary leadership, and generally democratic, consensus-based government. Selepeng reflects upon several aspects of the initiative, including the training of employees, department-wide setting of objectives for individuals, evaluation, and non-monetary incentives for all ranks of the civil service. He explains the challenges faced by Botswana in this regard, especially in relation to the evaluation of unquantifiable tasks. Finally, he reflects upon Botswana’s general development since independence, and the role of culture, leadership, and international support in encouraging it.
At the time of this interview, Molosiwa Selepeng was high commissioner of Botswana. Prior to this, between 1999 and 2003, he was employed at the Office of the President as secretary to the Cabinet and head of public service. He previously held the posts of senior private secretary to the president, and, starting in 1990, permanent secretary for political affairs in the Office of the President. Before that, he worked at the foreign office under the Office of the President, and was posted in embassies in London and Brussels.