Tech Startup Growth Hacking 101 - Basics on Growth Marketing
Pas in the public service performance appraisal system
1. TOPIC: STAFF VALUES AND COMPETENCES
Facilitator by
Gabriel Lubale
Phone: 0726 934 441, Web: http://www.gabriellubale.com
COURSE: PERFORMANCE MANAGEMENT
2. INTRODUCTION
PAS is a critical component of overall
human resource management function
in the public service.
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in the public service.
It is founded upon the principle of
work planning, setting of agreed
performance targets, feedback and
reporting.
3. PAS MAIN OBJECTIVE
To manage and improve performance
of the public service by enabling a
higher level of staff participation
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higher level of staff participation
and involvement in planning, delivery
and evaluation of work performance.
4. PAS Specific Objectives
1. Link individual performance with organizational
performance.
2. Enable supervisors and appraisees to continuously
asses work progress.
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asses work progress.
3. Asses the learning and development needs of staff
on a timely basis.
4. Promote accountability in the public service.
5. PAS Specific Objectives … contd
5. Promote communication and encourage continuous
feedback between appraisee and supervisor.
6. Set the basis on which officer’s performance is
monitored and evaluated as stipulated in the
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monitored and evaluated as stipulated in the
individual work plan.
7. Improve the quality of work through better
planning.
8. Provide information for decision making on
administrative and HR issues.
6. PERFORMANCE APPRAISAL
Performance appraisal reflects the summation of the
year’s performance.
This includes:
On-going performance (performance reporting) -
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On-going performance (performance reporting) -
Quarterly.
Mid-year performance review.
End of year appraisal
7. Performance Reporting
PA is an on-going process throughout the
performance period
Milestones over the review period should be
documented and maintained in the appraisee’s
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documented and maintained in the appraisee’s
personal file.
8. Performance Reporting.. contd
This calls for:
Individuals keeping a record of what
they do on daily basis for use in
quarterly report preparation.
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quarterly report preparation.
All supervisors should keep record of
assignments given out.
Individuals must submit quarterly
reports to their supervisors
9. FEATURES OF GP 247 A
This is an instrument to be used by officers from JG “H”
and above in the civil service For Officers on Job
Group ‘H’ and above in the Civil Service and Equivalent
in the County Governments, Judicial Service, SAGAs.
The form is completed in duplicate where one copy is
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The form is completed in duplicate where one copy is
retained by the appraisee while the other is put in the
staff’s confidential file.
Appraisees will be required to provide performance
indicators to support achievements.
The rating scale.
10. FEATURES OF GP 247 A … contd
Comments by the supervisor and the
appraisee on the appraisee’s
performance are required.
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performance are required.
Second supervisor’s comments on
whether the targets set by both the
supervisor and appraisee are SMART
is provided.
11. FEATURES OF GP 247 A … contd
Core values and competences are included.
In section 6 (b) a column of performance indicators
is included and guidelines on how to appraise one
on transfer, promotion, redeployment or assignment
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on transfer, promotion, redeployment or assignment
of other duties than those agreed are given.
In section 7 (iv) the appraisee is accorded a chance
to comment on his/her supervisor’s contribution to
his/her performance.
12. FEATURES OF GP 247 A … contd
Section 9 is on recommended rewards or sanctions.
This will depend on how one has performed.
The ministerial performance management committee
will give appropriate recommendations to the
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will give appropriate recommendations to the
authorized officer.
13. FEATURES OF GP 247 A … contd
Core values include cooperation which is critical in
enhancing teamwork.
Core competences for these officers include proper
use of resources which takes into account the nature
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use of resources which takes into account the nature
of the tasks they perform for example
photocopying, cleaning and duplicating of mail.
14. PERFROMANCE APPRAISAL
PROCESS
The PAS process consists of the following:
1. Work planning and setting of
performance targets
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2. Values and competences assessment
3. Monitoring and evaluation
4. End of year evaluation
5. Rewards and sanctions
15. WORK PLANNING & SETTING OF
PERFORMANCE TARGETS
A work plan translates the strategic objectives of an
organisation into specific activities and tasks to be
undertaken by an individual or a team over a given
period.
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It indicates what is to be achieved at different
stages of the plan implementation period given
available resources.
16. WORK PLANNING & SETTING OF
PERFORMANCE TARGETS .. contd
Advantages of Work Plans
Breaks activities into tasks to be performed by
individual staff.
Indicates when specific tasks are to be
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Indicates when specific tasks are to be
undertaken.
Indicates specific resource requirements.
Enables open and objective
appraisal/evaluation to be undertaken.
17. WORK PLANNING & SETTING OF
PERFORMANCE TARGETS .. Contd
Linkage in work planning
1. Kenya Vision 2030
2. National Goals (medium Term Plans)
3. Ministry mandate
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3. Ministry mandate
4. Strategic plan
5. Performance contract
6. Annual work plan
7. Departmental performance contract
8. Departmental work plan
18. WORK PLANNING & SETTING OF
PERFORMANCE TARGETS .. Contd
Linkage in work planning … contd
9. Individual work plan
10. Individual performance agreement (target setting)
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10. Individual performance agreement (target setting)
11. Quarterly reports
12. Evaluation
13. Rewards/sanctions/other interventions
19. WORK PLANNING & SETTING OF
PERFORMANCE TARGETS .. Contd
SETTING OF PERFORMANCE TARGETS
Performance targets are generated from individual work plans
A target are specifics in an overall objective to be achieved
The overall purpose can be broken down into the things that
can be done in order to achieve it
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can be done in order to achieve it
They are shorter and definitive time horizon and/or some
measurable element (SMARTER or SMARTEL).
These are specifics to job holders in an organisation
20. VALUES AND COMPETENCES ASSESSMENT
Achievement of performance targets will also
depend on possession of certain specific
competencies
Results are also realized through the observance of
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Results are also realized through the observance of
certain well defined values and ethics
Each competence and value should be discussed
between the supervisor and the appraisee at the
beginning of the appraisal period
21. VALUES AND COMPETENCES
ASSESSMENT .. contd
Values are shared standards, ethics and principles
which guide the actions and behavior of staff, they
include:
Integrity
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Integrity
Respect for national/gender diversity
Meritocracy
Fairness
confidentiality
22. VALUES AND COMPETENCES
ASSESSMENT .. contd
Competences are skills, behaviour and work related
attributes that are considered important for all staff
regardless of their grades, they include:
Customer/citizen focus
Professionalism
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Professionalism
Technical competency
Communication
Teamwork
Time management
Continuous learning and performance improvement
23. VALUES AND COMPETENCES
ASSESSMENT .. contd
These are skills, behaviour and work related attributes
that are considered essential for staff who have
managerial and supervisory responsibilities, they
include:
Planning and organizing
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Planning and organizing
Training and development of staff
Accountability in managing resources
Risk management
Judgment and objectivity
Managing and evaluating performance
Promoting use of information technology
24. MONITORING AND EVALUATION
1st Quarter – 1st July – 30th September each
year
2nd Quarter – 1st October to 31st December
of each year
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of each year
3rd Quarter – 1st January to 31st March of
each year
4th Quarter – 1st April to 30th June of each
year
25. MONITORING AND EVALUATION.. contd
NOTE
Reports to be submitted to supervisors by 3rd of the
following month after every quarter.
Quarterly reports should reflect cumulative
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achievements on agreed targets
Report for the fourth quarter will be the end year
report
Ad hoc assignments and any constraints encountered
should be recorded
26. MONITORING AND EVALUATION.. contd
NOTE (…contd)
Those who trained should give a report
on what they learnt and the period
Period for leave taken should also be
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Period for leave taken should also be
indicated for accountability
Any period of absence should form part
of an appendix to the report
27. MONITORING AND EVALUATION.. Contd
Mid-Year Performance Review
Mid year performance review sessions are
mandatory
Mid year staff performance appraisal must be
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Mid year staff performance appraisal must be
discussed between officer and supervisor
The focus of discussion should be on targets as
earlier set at the beginning of the appraisal year.
Keeping record of activities/tasks done
28. MONITORING AND EVALUATION..
Contd
Purpose
monitor the appraisee’s progress
Gives opportunity for adding or including changed
targets where necessary
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targets where necessary
Take stock of achievements, any shortcomings in
order to take remedial action early if required
29. MONITORING AND EVALUATION.. Contd
Purpose
NOTE
Mid-year performance appraisal must be discussed
between officer and supervisor
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between officer and supervisor
The focus of discussion should be on targets
30. MONITORING AND
EVALUATION.. Contd
End of Year Evaluation
During the end year appraisal, the guide to
performance appraisal system GP 247 (Revised
2008) must be read and be used in the appraisal
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2008) must be read and be used in the appraisal
session
Appraisee should prepare a summary of
achievements based on quarterly reports which
should be supported by performance indicators
before appraisal session takes place
31. MONITORING AND
EVALUATION.. Contd
End Year Appraisal
The guide provides useful directions for values/staff
competency appraisal
During the appraisal session, the supervisor will use
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During the appraisal session, the supervisor will use
the following ratings:
32. MONITORING AND
EVALUATION.. Contd
End Year Score Grading
101% - Excellent performance: All performance Appraisal consistently
exceeded.
100% - Good performance: All performance targets fully met.
80% - 99% - Fair Performance: some performance targets fully met.
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70% - 79% - Poor Performance: Targets partially met.
below 70% - Very Poor Performance: Targets not met
Officer should be warned through a letter of the risk through
separation should the very poor performance recur in the following
year
33. REWARDS AND SANCTIONS
Rewards
Excellent performance attracts a bonus award of
one month’s basic salary.
Good performance will not attract any rewards.
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Good performance will not attract any rewards.
34. REWARDS AND SANCTIONS ..
contd
Sanctions
Fair performance will be exempted from sanctions, but
will be alerted on the consequences of deterioration of
performance.
Poor performance will attract a cautionary letter for the
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Poor performance will attract a cautionary letter for the
first year.
A warning letter in the second year and Separation in
the third year.
Very Poor will attract a warning letter in the 1st year
and separation in the 2nd year.
35. Common Challenges
1. Lack of models and commitment by senior
staff.
2. Over-delegation of PAS responsibilities.
Mindsets/resistance/lack of willingness to
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3. Mindsets/resistance/lack of willingness to
embrace change.
4. Lack of clear job descriptions.
5. Inadequate funds to facilitate activities
needed in the implementation of PAS.
36. Common Challenges ……contd
6. Understanding of Appraisal System as not all
officers may not have comprehended it well.
7. Champions who are supposed to facilitate
implementation of PAS in organisations are
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implementation of PAS in organisations are
not taking responsibility seriously as set by
appointing authority.
8. Difficulty in developing individual work-plans
9. Problems in setting SMARTER/SMARTEL
performance targets.
37. Common Challenges ……contd
10. Failure to submit format in standardized
format and in some cases failure by officers
to submit quarterly reports at all.
11. Inadequate appraising skills.
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11. Inadequate appraising skills.
12. Non-availability of the necessary documents
to inform on PAS e.g. lack strategic plans,
performance contracts, departmental work
plans and service charters.
