1. INTRODUCTION
This policy is designed to provide an appropriate, clear, and consistent framework for the assessment of employees’ performance within the context of work improvement, self-evaluation and development planning. It ensures that managers fairly and equitably review the performance of their employees and ensures that each employee is delivering high quality service to stakeholders, and is treating colleagues with dignity and respect. It also provides supervisors with an effective tool to evaluate their employees’ work performance and also to help employees to improve their work performance. It also gives employees an opportunity to get feedback concerns and areas of potential.
2. PURPOSE
The Main objectiveof this policy is to ensure that the organizations have a clear, consistent and fair approach to appraisal.
Performance appraisal is aimed to:
1. Acknowledge good performance.
2. Evaluate the performance of employees in any organization.
3. Improveemployees’ performance.
4. Decide performance expectations/requirements and discuss them with the employees.
5. Determine if performance expectations/requirements are being met and how well they have been met.
6. Set objectives for the year ahead.
7. Encourage staff development.
8. Objectively document employees’ performance.
9. Inform employees of any performance strengths and weaknesses.
10. Serve as a consideration in making promotional decisions.
11. Inform employees are accountable for the quality and outcomes of their work.
3. SCOPE
This policy applies to all employees employed by the organizations
4. ROLES AND RESPONSIBILITIES IN THE COORDINATION OF THE PERFORMANCE APPRAISAL PROCESS
4.1. Individuals /Appraisees
Individual employees are responsible for:
4.1.1. Their own performance and ensuring that they understand expectations in relation to work objectives and ongoing work responsibilities for their role.
4.1.2. Actively participate in the performance and review process by preparing for the appraisal discussion, contributing to their personal appraisal development plan and actively applying newly acquired knowledge and skills within the role.
4.1.3. Self-assessment of their achievements and progress against objectives.
4.1.4. Agreeing a Personal Development Plan (PDP) with their appraisers.
4.2. Line Managers / Appraisers Line managers are responsible for:
4.2.1. Ensuring that each member of staff has an individual appraisal at least once every year.
4.2.2. Ensuring that each member of staff has an up-to-date job description and person specification.
4.2.3. Ensuring that each member of staff has an up to date performance appraisal manual.
4.2.4. Ensuring that appraisers have the necessary training, skills and information to carry out an appraisal discussion.
4.2.5. Informing HR Department of the date of when an appraisal discussion has taken place so that the staff member’s electronic staff record (ESR) is up-to-date and accurate.
4.2.6. Ensuring the formal appraisal documentation, store a copy in the staff member’s personal file held by the line manager and provide a copy to the appraisee.
4.2.7. Ensuring meaningful objectives are set which support overall organizational objectives.
4.2.8. Agreeing an annual performance development plane (PDP) with all employees and providing support to meet that plan.
4.2.9. Providing regular feedback on achievement and progress required to ensure continuous development.
4.2.10. Ensuring that all employees have an equal access to the development opportunities.
4.2.11. Recording the Performance Appraisal on the Manual Staff Record (MSR) or Electronic Staff Record (ESR).
4.3. Human Resources Department
Human Resources department is responsible for:
4.3.1 Providing guidance on the application of the Performance Appraisal policy.
4.3.2 Providing appraisal advice, support and training to managers/appraisers.
4.3.3 Helping managers to identify and overcome the barriers to performance appraisal.
5. PERFORMANCE APPRAISAL PROCESS
The appraisers should follow this performance appraisal process which consists of:
5.1. Setting the performance standards
Organizations should first develop performance standards and measures to be used as a benchmark to compare actual performance of the employees. This step requires setting the performance criteria to judge performance of the employees as successful or unsuccessful of the degrees. The standards set should be clear, easily understandable and measurable terms.
5.2. Communicating the standards
The standards should also be communicated to the parties involved in performance appraisal: such as: appraiser and appraisee. Appraiser is one who does the appraisal and the appraisee is the one whose performance is evaluated. The appraisees should be informed to the standards to help them understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators as performance measures. Communicating the standards to the involved parties helps the organizations to modify the standards based on the relevant feedback from the employees or the evaluators or both.
5.3. Measuring the actual performance
After setting the performance standards and communicating them to the involved parties, the third step is to measure the actual performance which is the most difficult part of the performance appraisal process. For example, the work done by the employees during a specified period of time is a continuous process which involves monitoring the performance throughout the year. This stage requires careful selection of the appropriate techniques of measurement such as personal observation, statistical reports, and written reports for measuring the performance.
5.4. Comparing actual performance with performance standards
At this stage, actual performance is compared with the desired performance or performance standards. Comparison reveals deviations in the performance of the employees from set standards. This comparison can show actual performance is better than the desired performance or, actual performance is less than the desired performance or equals. At this stage, organizations reveal whether there is deviation in the performance of the employees (gap).
5.5.Providing feedback
When the actual performance is compared with the desired performance or performance standards, the results of the comparison should be communicated and discussed with the employees on one-to-one- basis. The focus of the discussion is on communication and listening. The results, problems and possible solutions should be discussed, with the aim of problem solving and reaching consensus and motivate the employees to perform better.
5.6. Taking corrective actions
After comparing the actual performance with the desired performance or performance standards, and showing the gap, then, the corrective actions such as training and developments, demotions, transfers etc. should be taken when the actual performance is less than the desired performance to overcome the deficiencies or to take decisions related to HR practices like rewards, promotions, if the actual performance is equal or better than the desired performance.
6. CONFIDENTIALITY
The whole performance appraisal information including objectives and evaluation of performance will be treated with strict confidentiality at all times. Performance appraisal information will only be shared with authorized bodies.
7. DOCUMENTATION AND RECORD KEEPING
1. Annual Performance Appraisal and Development Reviews should be recorded by the Managers to meet local needs or confirm the appraisal discussions and outcome by writing a letter as long as the following areas are documented:
2. The appraiser and appraisee should each keep a copy of the completed documentation.
3. The record is kept on a confidential personnel file in HR Department
4. The record should be used as reference for the implementation of the agreed actions and for consideration of progress at the next review.
5. Performance appraisal information should be retained for a minimum period of years either on the employees personnel file or on the HR system.
8. MONITORING
1.HR Department should monitor and evaluate performance appraisal records and related data to ensure policy compliance.
2.HR department is responsible for auditing performance appraisal policies, practices, and processes to ensure that employees working throughout the organizations have a functional and compliant performance appraisal system.
9. POLICY REVIEW
Performance Appraisal policy should be reviewed on an annual basis.
10. STAFF PERFORMANCE APPRAISAL FORM
The Appraisal form will be provided by HR at the time of Performance Review.