c -*+ PUBLIC SERVICES PERFORMANCE MANAGEMENT

(STAFF PERFORMANCE PLANNING, REVIEW AND APPRAISAL

FORM)

STRICTLY CONFIDENTIAL

SECTION 1 - A: Appraisee Personal Information

PERIOD OF REPORT From (): 01/01/2018 To: (31/12/2018):

Title: Mr. Mrs. Ms. Other (Pls. specify):

Surname: First Name:

Other Name(s):
Gender: Male Female Grade/Salary (p.a) SS.CLG.18 POINT 5

Present Job Title/Position:

Department/ Division CAGD / PENSION COMPUTATION UNIT

Date of Appointment to Present Grade (1ST OCTOBER 2014):

TRAINING RECEIVED DURING THE PREVIOUS YEAR

Institution Date (dd-mm-yyyy) Programme

CSTC 10TH – 14TH SEPTEMBER 2018 SCHEME OF SERVICE

TRAINING

SECTION 1 - B: Appraiser Information

Title: Mr. Mrs. Ms. Other (Pls. specify):

Surname: First Name:

Other Name(s):

Position of Appraiser: SUPERVISOR / SENIOR ACCOUNTANT

Guidance Notes

COMPLETION OF STAFF PERFORMANCE MANAGEMENT FORM

The Performance Management System is designed to evaluate how well you are doing in your present position in relation to
results achieved within the period of appraisal to enable the organization to achieve its goals and objectives. The
Performance Management System is also aimed at assisting you to improve upon your performance and ensure your career
development.
The Performance Management System is an annual cycle involving four key phases. All members of Staff/Heads of
Divisions, Departments/Units and Appraisers should read the Guidelines below before filling the Form

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Employee Guidance Notes

■ Phase One – Performance Planning

Planning and setting of individual performance targets through work plans derived from the organisation’s strategic
plans and objectives set at the corporate, divisional, departmental and unit levels. The target setting process must be a top-
down approach; preferably the first two weeks in January should serve as the period for setting of targets for the year.

■ Phase Two – Progress Reviews

Discussion and communication between appraiser and appraisee on progress of work, and adjustment of targets if
necessary, through the provision of formal feedback.

■ Phase Three – Review and Appraisal

Evaluation of appraisee’s performance at the end of the performance management period.

■ Phase Four- Decision–Making

Deciding on courses of action, i.e. recognition/reward, training plans, promotion prospects, career development plans and
counselling and sanctions.
PERFORMANCE PLANNING
Performance Planning is the process of defining an employee’s job and setting performance expectations for the annual
review. It is important that you involve the appraisee and use his/her input in setting targets to ensure ownership by the
appraisee. The process consists of three steps included on the appraisal form (all in Section 2)
: Key results areas
 Targets
 Resources required
For example, you will define the overall requirements of the job by identifying three to five key results areas.
Stage1 - Before the Meeting
Step 1: Appraiser and Appraisee identify key results areas
Step 2: Appraiser and Appraisee identify targets
Step 3: Appraiser and Appraisee should exchange notes
Stage 2 - During the Meeting
Step 1: Appraiser and Appraisee discuss and agree on key result areas identified for the appraisee
Step 2: Appraiser and Appraisee discuss and agree on targets
Step 3: Appraiser explains competencies as in Section 5
Step 4: Appraiser and Appraisee discuss key resources required for the attainment of targets

Stage 3 – After the Meeting

Step 1: Appraiser fills out the Performance Planning Form
Step 2: Appraiser and Appraisee sign the Performance Planning Form
Step 3: Appraiser gives a copy of the page to the appraisee and returns the original document to the HR.

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 Employee Guidance Notes (Continuation)

PROGRESS REVIEW PROCESS

The Progress Review Meeting
The Progress review Stage of the performance appraisal cycle provides a formal mechanism by which appraisers and appraisee
meet to review progress on targets. The appraiser will arrange a mid-year progress review meeting in July. At least a
week’s notice must be given to the appraisee specifying the date, time and place of the meeting. The review process
should be as follows:

i. Appraiser and appraisee discuss progress of work in relation to targets set, one target after the other. If
conclusions reached at the meeting necessitate changes or adjustments in targets, these modifications should be
specified on the mid-year review form.
ii. Appraiser and appraisee discuss the extent to which competencies are being demonstrated; one competency after
the other.
iii. Appraiser and appraisee agree on additions and deletions to targets and modifications where necessary.
iv. Appraiser records the changes if any and comments on the Mid-year Review Form.
v. Appraiser and appraisee sign the Mid-year Review Form.
vi. Appraiser and appraisee take copies and the original document sent to the HR.
.
THE END-OF-YEAR RAEVIEW AND APPRAISAL PROCESS

The End-of-Year Review and Appraisal Meeting

The End-of-Year Review and Appraisal Process shall span the period of December 1stto December 31st. The process is in
three parts, namely before the interview, during the interview and after the interview

Stage 1 - Before the Meeting:

Step 1 – Appraiser should give at least one week notice to the Appraisee of the meeting.
Step 2 – Appraiser should write down on a separate sheet appraisee’s performance in terms of targets achieved and
targets not achieved with reasons.
Step 3 – Appraiser should write down appraisees performance in terms of competencies demonstrated and not
demonstrated with reason(s).
Step 4 – The appraisee should review his/her performance and list the main achievements. Step Step
5 – The appraisee should prepare for the discussion with the appraiser.
Stage 2 - During the Meeting:
Step 1 – The appraiser should welcome the appraisee and state the purpose for the meeting.
Step 2 – The appraiser should discuss the targets achieved one after the other.
Step 3 – The appraiser should discuss the targets not achieved one after the other
Step 4 – The appraiser should discuss the competencies demonstrated one after the other Step Step5
– The appraiser should discuss the competences not demonstrated one after the other.
Step 6 – The appraiser should summarise his / her observations and communicate them to the appraisee

Stage 3 - After the Meeting

Step 1 – The appraiser fills the form within three working days.
Step 2 – The appraiser invites the appraisee to read, provide comments on the appraisal and sign the End-ofYear Form
(section 7).

DECISION-MAKING
Performance Improvement or Enhancement plan is put in place by an autonomous body at the Human Resources
Division to identify and list ways to enhance performance as well as any training/development or new challenges
sought.The phase involves management ensuring that a plan of action is carried out such as coaching, counselling, salary
increase, bonus and training programmes, which the employee will need during the next twelve months to continue
growth, to develop new skills, and/or to improve various aspects of job performance.

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 SECTION 2: Performance Planning Form

To be agreed between the appraiser and the employee at the start of the annual appraisal cycle or when a new employee is engaged.

KEY RESULT AREAS TARGETS RESOURCES REQUIRED

(Not more than 5 - To be drawn from strategic goal of the organisation (Results to be achieved, should be specific, measurable, realistic and
and employees Job Description) time-framed)

Key Competencies Required: (see Section 5)

APPRAISEE’S SIGNATURE APPRAISER’S SIGNATURE

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SECTION 4: End-of-Year Review Form

END-OF-YEAR REVIEW FORM

NO. TARGET PERFORMANCE ASSESSMENT WEIGHT OF SCORE COMMENTS

TARGET

TOTAL (Q) =

(A) AVERAGE =
(Q/n)
(M) = (A) × 0.6 =

APPRAISEE’S SIGNATURE APPRAISER’S SIGNATURE

DATE (dd/mm/yyyy) DATE (dd/mm/yyyy)

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SECTION 5: Annual Appraisal
Assessment of Core Competencies
Rating Explanation
5– Exceptional, exceeds expectations: Hasconsistentlydemonstratedthisbehaviorcompetencyandalwaysencouraged others to
do same. Four (4) or more examples can be evidenced to support this rating. Exceptionally, exceeded expectations on this
behavioural competency requirement.
4. Exceeds Expectations : Hasfrequentlydemonstratedthisbehaviorcompetencyandsometimesencouragedothersto do
Same. Three (3)or more examples can be evidenced to support this rating .Exceeded expectations on this behavioural
competency requirement.
3. Meets Expectations: Has demonstrated this behaviour competency and at least two (2) examples can be evidenced to
support this rating. Meets expectations on this behavioural competency requirement.
2. Below Expectation: Has rarely demonstrated this behaviour competency and two (2)or more examples can be evidenced to
support this rating. Demonstration of requirements of this behavioural competency was below expectation
1. Unacceptable: Has not at all demonstrated this behaviour competency and three (3) or more examples can be evidenced to
support this rating. Demonstration of requirements of this behavioural competency was unacceptable and did not meet any
expectations.

(W) (S) Score on

A/. CORE COMPETENCIES weight Scale W×S COMMENTS

(i) Organisation and Management:

 Ability to plan, organise and manage work load. 0.3 -1- -2- -3- -4- -5- Total……………...
0.3 -1- -2- -3- -4- -5-
 Ability to work systematically and maintain quality. 0.3 -1- -2- -3- -4- -5- Average……………
 Ability to manage others to achieve shared goals.
(ii) Innovation and Strategic Thinking
■Support for organis ational change 0.3 -1- -2- -3- -4- -5- Total……………...
■ Ability to think broadly and demonstrate creativity. 0.3 -1- -2- -3- -4- -5-
■ Originality in thinking 0.3 -1- -2- -3- -4- -5 Average……………
(iii) Leadership and Decision Making
■ Ability to initiate action and provide direction to others 0.3 -1- -2- -3- -4- -5- Total……………...
■ Accept responsibility and decision-making. 0.3 -1- -2- -3- -4- -5-
■ Ability to exercise good judgment 0.3 -1- -2- -3- -4- -5 Average……………
(iv) Developing and Improving
■Commitment to organization development 0.3 -1- -2- -3- -4- -5- Total……………...
■ Commitment to customer satisfaction 0.3 -1- -2- -3- -4- -5-
■ Commitment to personnel development 0.3 -1- -2- -3- -4- -5- Average……………
(v) Communication (oral, written & electronic)
■ Ability to communicate decisions clearly and fluently 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■ Ability to negotiate and manage conflict effectively.
■ Ability to relate and network across different levels and 0.3 -1- -2- -3- -4- -5-
Average……………
departments
(vi) Job Knowledge and Technical Skills
■ Demonstration of correct mental, physical and manual skills. 0.3 -1- -2- -3- -4- -5-
■ Demonstration of cross-functional awareness. 0.3 -1- -2- -3- -4- -5- Total……………...
■ Building, applying and sharing of necessary expertise and 0.3 -1- -2- -3- -4- -5-
technology. Average……………
(vii) Supporting and Cooperating
■ Ability to work effectively with teams, clients and staff.
0.3 -1- -2- -3- -4- -5-
Total……………...
■ Ability to show support to others . 0.3 -1- -2- -3- -4- -5-
■ Ability to adhere to organisation’s principles, ethics and values. 0.3 -1- -2- -3- -4- -5- Average……………
(viii) Maximising and maintaining Productivity
■ Ability to motivate and inspire others. 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■Ability to accept challenges and execute them with confidence.
0.3 -1- -2- -3- -4- -5-
■ Ability to manage pressure and setbacks effectively. Average……………

(ix) Developing / Managing budgets and saving cost: 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■ Firm awareness of financial issues and accountabilities.
■ Understanding of business processes and customer priorities. 0.3 -1- -2- -3- -4- -5- Average……………
■ Executing result-based actions.

Average of ALL averages for CORE COMPETENCES (N) = __________________________________

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SECTION 5: Annual Appraisal (Continuation)

(W) (S) Score on

B. NONE -CORE COMPETENCIES weight Scale W×S COMMENTS
(xi) Ability to Develop Staff.
■ Able to develop others (subordinates) . -1- -2- -3- -4- -5- -
0.1 Total……………...
■ Able to provide guidance and support to staff for 0.1 1- -2- -3- -4- -5-
their development . Average……………
(xii) Commitment to Own Personal Development
and Training 0.1 -1- -2- -3- -4- -5-
0.1 -1- -2- -3- -4- -5- Total……………...
■ Eagerness for self development.
■ Inner drive to supplement training
from organization. Average……………
(xiii) Delivering Results and Ensuring Customer
Satisfaction 0.1 -1- -2- -3- -4- -5-
■ Ensuring customer satisfaction . 0.1 -1- -2- -3- -4- -5- Total……………...
■ Ensuring the delivery of quality service and
products . Average……………
(xiv) Following Instructions and Working Towards Total……………...
Organisational Goals: 0.1 -1- -2- -3- -4- -5-
■ Keeping to laid -down regulations and procedures. 0.1 -1- -2- -3- -4- -5- Average……………
■ Willingness to act on ‘customer feedback’ for
customer satisfaction .
(xv) Respect and Commitment
■ Respect for superiors, colleagues and customers. -1- -2- -3- -4- -5-
0.1 Total……………...
■ Commitment to work and Organisational -1- -2- -3- -4- -5-
0.1
Development. Average……………
(xvi) Ability to Work Effectively in a Team
■ Ability to function in a team. 0.1 -1- -2- -3- -4- -5-
0.1 -1- -2- -3- -4- -5- Total……………...
■ Ability to work in a team.
Average………
……

Average of ALL averages for NONE CORE COMPETENCES (O) = _____________________________

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OVERALL ASSESSMENT
SECTION 5: Annual Appraisal (continuation)
PERFORMANCE ASSESSMENT (M) = --------------------------------------------------------------------
CORE COMPETENCIES ASSESSMENT (N) = ---------------------------------------------------------------------
NON-CORE COMPETENCIES ASSESSMENT (0) =-----------------------------------------------------------------

OVERALL TOTAL =---------------------------------------------------------------------------

OVERALL ASSESSMENT/SCORE (Z) = T/5 X 100 = -------------------------------------------------------%

OVERALL RATINGS AND DESCRIPTIONS

The table below provides explanations for overall rating and descriptions
5 Exceptional, Behavioural competencies and/or work performance consistently far
exceeded exceeded expectations due to exceptionally high quality of work There are not less than
expectations performed in all essential ll areas of responsibility, resulting in an overall four (4) particular cases
quality of work that was superior; and either 1) included the completion that can be cited to
of a major goal or project, or made an exceptional or unique contribution support the rating.
in support of unit, department, or organizational objectives. The
employee truly stands out and clearly and consistently demonstrates
exceptional accomplishments in terms of quality and quantity of work.
His/her demonstration of competencies is easily recognized as truly
exceptional by others.

4 Exceeded Demonstration of behavioural competencies and work performance

Expectations consistently exceeded expectations in all essential areas of There are not less than
responsibility, and the quality of work over all was excellent. three (3) particular
Achievements are regularly above expected level. Performance is cases that can be cited
sustained and uniformly high with thorough and on time results. Annual to support the rating.
goals were met above expectation.

3 Met all Behavioural competencies and/or work performance consistently fully Performance met the
Expectations met expectations in all essential areas of responsibility, and the quality of expected standards
work over all was very good. While minor deviations may occur, the
overall level of performance meets all requirements. The worker has
achieved all critical annual goals.
2 Below Behavioural competencies and/or work performance did not consistently Performance fell short
Expectation meet expectations – performance failed to meet expectations in one or of expected standards.
more essential areas of responsibility, and two or more of the most There are not less than
critical goals were not met. The employee generally struggles to fully two (2) particular cases
meet expectations. that can be cited to
support the rating.
1 Unacceptable Behavioural competencies and/or work performance was consistently Failed to meet
below expectations in most essential areas of responsibility, and/or performance standards.
reasonable progress toward critical goals was not made. Significant There are not less than
improvement is needed in three or more important areas. The three (3) particular
employee is not meeting the job requirements. cases that can be cited
Performance must improve substantially with in a reasonable period of to support the rating.
time if the individual is to remain in this position.

OVERALL RATING SCALE

Score 80% above 79-65 % 64-50% 49-41% 40% &below

Rating 5 4 3 2 1
Description Exceptional, exceeded Exceeded Met all Below Unacceptable
expectations Expectations Expectations Expectation

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SECTION 6: Annual Appraisal (Continuation)

Appraiser’s Comments on Performance Plan Achievements

(Comment on Performance Plan achievements and additional contributions made)

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DATE (dd/mm/yyyy)
APPRAISER’S
SIGNATURE

SECTION 7: Career Development

Training and Development - Comments and Plan
(To be completed by the Appraiser in discussion with the employee)
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SECTION 8: ASSESSEMENT DECISION

Assess the Appraisee’s potential to perform the duties of the next grade, taking account of the assessment of performance in
Section 5above.)
Outstanding –should be promoted as soon as possible (promotion out-of-turn, study visits, commendations, salary
increments and etc. )
Suitable for promotion(encourage through mentoring, coaching, training and etc.)
Likely to be ready for promotion in 2 to 3 years(encourage through mentoring, coaching, training and etc)
Not ready for promotion for at least 3years (forfeit yearly increment, reassignment and etc.)
Unlikely to be promoted further: (apply sanctions: demotion, dismissal, removal and etc)

SECTION 9: Appraisee’s Comments

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DATE (dd/mm/yyyy)
APPRAISEE’S SIGNATURE

SECTION 10: Head of Department’s / Division’s (HOD) Comments

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DATE (dd/mm/yyyy)

NAME AND HOD’S

SIGNATURE
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