This document provides guidance on completing performance evaluations using form GP 247A in the Kenyan public service. It discusses challenges civil servants face in implementing the partial 360 degree feedback system. The document outlines how to rate values, competencies, objectives and targets. It emphasizes using the supplementary Guide to the Performance Appraisal System and recommended language to accurately assess performance. Sample completed forms are included to illustrate setting objectives, targets, and mid-year reviews.

1. Performance Management in Public Service of Kenya - a Practical Approach for PAS
using revised GP 247A tool
You have been appointed as an officer in-charge for Station. You are feeling stressed because
you were not thoroughly prepared for this promotion and the shared responsibilities that
accompany it. It is the end of the financial year. The Authority to Incur Expenditure (AIE)
reports will be much easier because there are other stakeholders in the system that will show you
the ropes. The biggest challenge arises from completing GP247; this is Performance appraisal
subsystem that was cascaded from Performance Management System.
Performance management system is defined by Michael, 2009 as a processes used to identify,
encourage, measure, evaluate, improve, and reward employee performance. Michael, 2009 also
defined PA “The process of evaluating how well employees perform their jobs when compared
to a set of standards, and then communicating that information”. It is It been noted that it is
major problem for most civil servants to implement this partial 360 Degree Feedback and
Performance Appraisal System; stating with the officer being appraised, the first supervisor -
who is you now and the second Supervisor whose role is like of an umpire in a hockey match.
The focus for HR management is to contribute to the success of organization. The figure below
depicts the key to enhancing organizational performance by ensuring that human resources
activities support organizational efforts focusing on productivity, service, and quality. To
accomplish these three goals, HR management is composed of several groups of Interlinked
activities: HR activities, Organization and Environment. However, the performance of the HR
activities ( HR Planning and Analysis, Equal Employment, Staffing, HR Development,
Compensation and benefits, Health, Safety and Security, Employee and Labour / Management
Relations) must be done in the context of the organization (Nature of Organization, Mission,
Structure, Culture, Size, Operations) which is represented by the inner rings in figure.
Additionally, all managers with HR responsibilities must consider external environmental forces
such as legal, political, economic, social, cultural, and technological. When addressing these

2. activities. These external considerations are especially important when HR activities must be
managed whether locally or regionally or internationally
Source: Michael, 2009
Figure: Human Resource Activities interlinked with the Goals of the organization in an
environment

3. On GP 247, the section of assessment of Values and Competencies is particularly tricky when it
comes to rating the values / competencies of the appraisee's. This should not be case because the
developers of this important tool in Human Resource also created a supplementary publication
titled “Guide to the Performance Appraisal System in the Civil Service and Local Authorities”.
This tool will hopefully be revised to comply with the dispensation of the Constitution of Kenya
2010 which was promulgated on 27th
August 2010 and heralded the transition for a Devolved
Government System of County Governments. The implementation process has repealed Local
Government Act (Cap 265) when the Urban Areas and Cities Act was commenced. The Local
Authorities previous known as City Councils, County Councils, Municipal Councils and Town
Councils. These will now exist as Decentralized Units under the County Governments and
responsible to the Governor of the respective County through a management board after being
conferred on the status of either a City or Municipal or Town.
However this supplementary publication is not easily available. Because it was paper based and
as typical in the Government record keeping systems. It may have been filed and the file
archived. Yet the document is expected to be your current reference resource. This guide can be
found now at https://www.ghris.go.ke You also can request a copy from author of this article.
Back to the challenges of filling the form. How have you been rating the core values? For
example integrity. Did state good or bad or excellent. That statement is inappropriate. What of
core competences? See below the recommended text and illustrated Objectives, Performance
Targets and Mid year Performance Reviews. Remember the score grading are given as follows:
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.
70% - 79% - Poor Performance: Targets partially met.
below 70% - Very Poor Performance: Targets not met
I believe this article will improve your performance as you delivery quality services to the
citizens /customers. Success in your endeavors.

4. Sample Filled in forms – Objectives, Performance Targets and Mid year
Performance Review
Sample filled section – Objectives
Departmental or SAGA’s Objectives
List the Departmental priority objectives from which performance targets will be derived:
1. Control the Entry and Exit of Persons.
2. Issuance of Travel Documents to Kenyans.
3. Regulation of residency and Employment of Non- Kenyans
Table 1: Sample filled in forms –Performance Targets
Agreed Performance Targets (To be completed by
the Appraisee as agreed with the Supervisor at the
beginning of the Appraisal period)
Performance
Indicators/Proof of
Performance (To
be completed by
the Appraisee in
consultation with
the Supervisor at
the beginning of
the appraisal
period)
To be completed by the
Supervisor at the end of the
appraisal period
Results
achieved
Performance
Appraisal (See
rating scale)
1. To clear arriving Passengers and Vessels 80 Passengers
55 Vessels
98 Pass.
60 Vessels
123%
109 %
2 To clear departing Passengers and Vessels 80 Passengers
50 Vessels
92 Pass.
56 Vessels
115%
112%
3 To examine Travel Documents and Profiling of All Passengers 100%

5. all Passengers
4. To issue and renew Port Passes to Crew
Members
All Crews 100%
5 To enable voluntary Repatriation for Refugees 10 Repatriates 15 Repat. 150%
Total score on performance targets 809%
Mean score /Appraisal score (%) 115
3 (b) Appraisal results for the previous year (%) 105
Rating Scale: The following rating should be used to indicate the level of performance by an
Appraisee
Table 2: Sample filled in forms – Targets Varied Mid Year
Case: Targets Varied Mid Year (Not varied)
Targets changed or added
as agreed during mid year
performance Appraisal
Performance
Indicators/Proof of
Performance (To
be completed by
Appraisee during
mid year review)
To be completed by the Supervisor at the end
of the appraisal period
Results
achieved
Performance Appraisal by
the Supervisor (See rating
scale)
1 Not Applicable (N/A) N/A N/A N/A
2
N/A
N/A N/A N/A

6. 3
N/A
N/A N/A N/A
Supervisor’s Name …………………… Signature …..............Date ………………...................
Note: In the event of an Appraisee’s transfer, promotion, redeployment or assignment of other
duties other than those specified at the beginning of the appraisal period, the Appraisee’s
performance shall be assessed on a pro-rata basis.
Table 3: Sample Filled in forms with recommended text – Staff Values
Values Comments (Choose one appropriate sentence)
Integrity Demonstrates and upholds Civil Service and Authorities
values as stipulated in the Public Officer Ethics Act.
Acts without consideration of personal gain.
Does not abuse power or authority.
Takes prompt appropriate action in cases of unprofessional or
unethical behaviour.
Respect for National/Gender
Diversity
Works effectively with people from all backgrounds.
Treats all people with dignity and respect.
Shows respect for and understanding of diverse points of
view and demonstrates this understanding in daily work and
decision-making.
Does not discriminate against an individual or group.
Includes a gender perspective in substantive work

7. Recognizes the strengths in national diversity and takes
measures to harness them.
Appreciates cross-cultural uniqueness and recognizes
differences in socio-economic status.
Meritocracy Demonstrates talent and competence/ability to perform.
Putting systems in place where merit is recognized in
accordance with people’s abilities and achievements.
Fairness Treating all equally and reasonably
Confidentiality Understands the classification of official documents and the
principle of “the need to know”.
Table 4: Sample filled in forms with recommended text – Core
Competences
Core Competences Comments (Choose one appropriate sentence)
Customer/Citizen Focus Identifies customers’ needs and matches them to appropriate
solutions.
Conforms to the provisions of the Ministry’s/Local
Authority’s Service Charter.
Keeps customers informed on progress or setbacks in service
delivery.
Meets timelines for delivery of services to the customer.
Professionalism Demonstrates professional competence and mastery of
subject matter.
Shows pride in work and achievements.
Is conscientious and efficient in meeting commitments,

8. observing deadlines and achieving results.
Is motivated by professional rather than personal concerns.
Shows persistence when faced with difficult problems or
challenges
Remains calm in stressful situations.
Technical Competency Command and use of relevant technical and job related
knowledge and skills.
Possession of the relevant technical knowledge and skills
and the ability to use or apply them.
Communication Speaks and writes effectively.
Listens to others, correctly interprets messages from others
and responds appropriately.
Engages in two-way communication.
Tailors language, tone, style and format to match the
audience. Demonstrates openness in sharing information and
keeping people informed.
Team work Works collaboratively with colleagues to achieve
organizational goals.
Solicits inputs by genuinely valuing others’ ideas and
expertise.
Willingness to learn from others.
Places team agenda before personal agenda.
Builds consensus for task purpose and direction with team
members.
Supports and acts in accordance with final group decisions
even when such decisions may not entirely reflect own
position.
Shares credit for team accomplishments and accepts joint
responsibility for team shortcomings.
Time Management Ability to work on schedule and to meet deadlines.

9. Continuous Learning and
Performance Improvement
Continuously seeks to develop oneself professionally.
Shows willingness to learn from others.
Table 5: Sample filled in forms with recommended text – Managerial and
Supervisory Competences
Competency State one appropriate sentence and
Edit accordingly either +vely or –vely
in columns on right hand side.
Appraisal
(Positive
comments)
(Negative
comments)
Planning and
Organizing
Sets clear objectives and works
towards their achievement.
Establishes and adheres to realistic
work plans and time tables.
Works within budgetary, policy and
authority guidelines.
Training and
Development of Staff
Coaches and mentors staff to raise
their level of competence.
Identifies staff performance gaps and
recommends appropriate training
Programmes.
Offers guidance to staff to enable
them take up more challenging
assignments and

10. responsibilities.
Accountability in
Managing Resources
Plans prudent utilization of scarce
resources to meet goals and
performance
Targets.
Organizes and oversees work
processes to achieve quality results
within budgetary
Provisions.
Takes responsibility for own actions
and honours commitments.
Operates in compliance with
organizational regulations and rules.
Risk Management Anticipates and minimizes the
possibility of damage, destruction or
loss
Judgment and
Objectivity
Identifies the key issues in a given
situation.
Gathers relevant information
Thinks quickly, logically and
accurately in making a decision.
Makes timely decisions in the interest
of the Service.
Managing and
Evaluating
Performance
Sets clear objectives and targets and
clarifies responsibilities and reporting
lines to each staff member
Delegates appropriate responsibility,
accountability and decision-making
authority.
Allocates resources needed to

11. accomplish tasks and matches tasks to
skills.
Supports the development and career
aspirations of staff
Carries out regular staff performance
appraisals.
Promoting use of
Information
Technology
Takes an active role in introduction
and application of Information and
Communication.
Technology (ICT) at the workplace.
References
Michael, A., (2009). Human resource management, (9th Ed), Prentice Hall.
National Council for Law Reporting , Constitution of Kenya 2010, Nairobi.
National Council for Law Reporting , County Governments Act 2012, Nairobi.
National Council for Law Reporting , Transition to Devolved Government Act, Nairobi.
National Council for Law Reporting , Urban Areas and Cities Act, Nairobi.
Republic of Kenya, (2008), Guide to the performance appraisal system in the civil service and
local Authorities, Government Printer, Nairobi.
Republic of Kenya, (2008), Staff Performance Appraisal Report GP 247 A (Revised 2008),
Government Printer, Nairobi.