Planning/ Check-in #*

Step # Description

* ***** ** *** *******, the employee (supervisee) completes Initial sheet,

Section #2 and Section #4 (tabs in blue).

Initial sheet- Names, position, dates

Section #2- Team Performance Measures weights. These were decided

by the team in September. Add these into the grey boxes for 'Weight'.

Section #4- Core competencies: The employee selects the 5 core

competencies that they wish to be included. For supervisory personnel,

they should include two managerical competencies and three core

competencies. For each competency, the employee chooses 4-5

descriptions. The employee proposes the weight of each competency.

This may be 20% (default) or between 10-40%; the weights of the 5

competencies must sum to 100%.

The employee sends the partially-completed PEF to the supervisor at

2 least 2 days before the meeting.

At the meeting, the supervisor and employee review the partially

completed PEF and fill in the dates for section 1 (Date the TPM was sent

3 to the SC, updated as needed) and section 3 (Current job description).

During the meeting, the supervisor asks the employee how they think

their performance is so far on the TPM (Section 2). The supervisor listens

4 and summarizes the employees self-assessment in a short paragraph in

the section below.

During the meeting, the employee describes to the supervisor their

chosen core competencies and their goals for development during the

year. The supervisor summarizes the employee's goals in Section 5 and

5 adds any ways in which the supervisor will support the employee to

reach their goals.

The supervisor and employee plan the dates for check-in meeting #2 and

6 #3, and the date for the evaluation meeting and add to the initial page.

After the meeting, the supervisor sends the PEF form to the employee

7 and next-level supervisor.

Planning/ Check-in #1

Summary of employee's self-assessment of their performance on TPMs

to date. This should be summarized in a few sentences (4-10 sentences)

by the supervisor based on the description by the employee. The

employee may wish to review the 5 areas of evaluation in section 2 to

assist in their self-assessment. (Reminder: There is no feedback or

evaluation by the supervisor at this point.)

Type here

CHPR Planning and evaluation form (PEF)

Employee names NCHU-NFOR ESIAH EVANGELINE

Position Site facilitator

Supervisor names RUSSEL YANNICK NGANGUE

Planning/ Check-in #1 Meeting Date Jan 17- Feb 26

Check-in #2 Meeting Date Apr 4- Apr 22

Check-in #3 Meeting Date Jun 20- Jul 8

Evaluation Meeting Date Sep 12- Sep 28

Evaluation Due Date 30-Sep-23 Sept 30, 2023

Introduction: The Personnel Performance Management System

The Personnel Performance Management System (PPMS) is a systematic process for planning,

monitoring and evaluating personnel performance. The Steering Committee (SC) is responsible for

developing and managing the Personnel Performance Management System.

The Planning and Evaluation Form (PEF) is a tool used to document an employee’s annual

evaluation. The PEF consists of the following sections: 1) Team Performance Measures; 2) Team

Performance Areas and Standards; 3) Job Description; 4) Performance Objectives and Standards; 5)

Competencies; 6) Overall Performance Level Rating; 7) Employee Comments, and 8) Signatures.

About the Form: The PEF has seven tabs. Review and fill out the information required for each tab.

In the planning phase, information should be entered on the PEF wherever you see a grey shaded

text box. In the evaluation phase, information should be entered in the green boxes. The pink boxes

should not be changed; these are calculated automatically.

Maximum Characters: A maximum of 1024 characters may be included in each text box. The text

boxes may be extended by clicking on the line below the row number and dragging down.

Additional grey shaded text boxes are available for further comments if needed and also may be

extended by clicking on the line below the row number and dragging down.

Copying and Pasting: Content may be copied from a Word document and pasted into the form by

clicking on the specified grey box, then pasting the content in the formula bar indicated by an “fx”

located at the top of the screen.

Saving the Document: Save each tab after you insert information. Save the overall document with

the employee’s name, and the date of the evaluation. Example: Ali Egbe, July 2021 Evaluation.

Section 1: Team Performance Measures

Planning

The Team Performance Measures is used as a tool to help develop the annual team performance areas.

The Team Leader and Team Members will review their team’s current Team Performance Measures for

accuracy to ensure the Measures align with the Organization’s: Mission, Values and Strategies;

beneficiaries, internal and external collaborators’ needs; and group goal and strategies. If the Team

Performance Measures have changed, highlight the changes and forward the new Team Performance

Measures with the review date to the HR Department and /or Steering Committee. If the Team

Performance Measures has not changed, note the review date and forward the Team Performance

Measures to the Steering Committee.

Date current Team Performance Measures sent to Steering Committee: 1/3/2023

Were the team performance measures changed during the year? Yes/No

If the TPMs were changed, please provide a summary of when and why they were changed:

Section 2: Team Performance Areas and Standards

Planning

Team Performance Weight

Evaluating

Annual evaluation of Team Performance Area 1 performance achieved:

(In two to three sentences, briefly describe the results achieved)

On a scale of 1 to 5, rate your Team Member's Team performance Area 1: (1-5)

5 - Greatly exceeded, 4 - Exceeds; 3 - Met; 2- Met some; 1- Did not meet expectations

Planning

Team Performance Weight

Evaluating

Annual evaluation of Team Performance Area 2 performance achieved:

(In two to three sentences, briefly describe the results achieved)

On a scale of 1 to 5, rate your Team Member's Team performance Area 2: (1-5)

5 - Greatly exceeded, 4 - Exceeds; 3 - Met; 2- Met some; 1- Did not meet expectations

Planning

Team Performance Weight

Evaluating

Annual evaluation of Team Performance Area 3 performance achieved:

(In two to three sentences, briefly describe the results achieved)

On a scale of 1 to 5, rate your Team Member's Team performance Area 3: (1-5)

5 - Greatly exceeded, 4 - Exceeds; 3 - Met; 2- Met some; 1- Did not meet expectations

Planning

Team Performance Weight

Evaluating

Annual evaluation of Team Performance Area 4 performance achieved:

(In two to three sentences, briefly describe the results achieved)

On a scale of 1 to 5, rate your Team Member's Team performance Area 4: (1-5)

5 - Greatly exceeded, 4 - Exceeds; 3 - Met; 2- Met some; 1- Did not meet expectations

Planning

Team Performance Weight

Evaluating

Annual evaluation of Team Performance Area 5 performance achieved:

(In two to three sentences, briefly describe the results achieved)

On a scale of 1 to 5, rate your Team Member's Team performance Area 5: (1-5)

5 - Greatly exceeded, 4 - Exceeds; 3 - Met; 2- Met some; 1- Did not meet expectations

Summary evaluation:

This area is automatically calculated

Weight Rating

10 0% 0

20 0% 0 Do not enter

30 0% 0 (automatically

40 0% 0 filled)

50 0% 0

Weighting total: 0% (100%)

Objectives weighted resu 0 (1 to 5)

Section 3: Job Description

Planning

The job description is used as a tool to help develop the annual performance objectives and competencies.

The supervisor and employee will review the employee's current job description for accuracy to ensure the

job description matches the employee's job duties. If the job description has changed, highlight the

changes and forward the new job description with the review date to the HR Department and /or Steering

Committee. If the job description has not changed, note the review date and forward the job description to

the HR Department and / or Steering Committee.

Confirm current job description is available in personnel file Yes/No

Date current job description signe (Enter in format: 1 January 2023)

Was the job description changed during the year? Yes/No

If the job description was changed, please provide a summary of when and why it was changed:

To be completed in April 2023

Section 5: Competencies

Planning

Competencies are defined as the knowledge, skills, abilities and behaviors that enable the employee to perform his or

her job. At the beginning of the evaluation period when the employee and supervisor meet to document the

performance objectives, after the team has documented their team performance measures, the employee and

supervisor also will discuss the competencies together and how the supervisor will support the employee. Discussions

should include how each competency can be exhibited (see “Description”), identify what specific competencies are

key to the employee’s job function, which competencies are strengths and which competencies represent

development opportunities. Select five “Core Competencies”. Choose a minimum of four and a maximum of five

Description for each of the five “Core Competencies” are selected for the evaluation period. They will be rated during

the evaluation period to collectively reflect the employee’s performance for each competency.

Evaluating

At the end of the annual evaluation period, the supervisor assesses the employee’s competencies and assigns a rating

for each. The rating should be an objective evaluation of the employee’s competence. Choose only one rating for each

of the competencies. Each competency area must be accompanied by specific comments that support the rating

given. Be sure comments are reflective of ratings given. Remember to be honest. Do not overrate or underrate. The

supervisor also will document potential staff development and how the supervisor can best support the employee in

developing each competency.

Instructions for filling out the competencies rating – In this Rating Scale area, the supervisor will rate from 1 to 5 (1

being the lowest scale, and 5 the highest scale), in the gray box provided for in the rating scale area. Each competency

must have a rating. If you do not put a rating for each competency, the average of competency point’s box will not

give an accurate measure. The competencies weight has been predetermined during planning. The supervisor should

follow-up progress made by his/her employee in each of the competencies, quarterly and document sessions.

Rating Scale for Competencies in Section 5:

5 – Outstanding – Truly excellent, a clear strength, could be a role model for others. May manifest as:

proactively seeks to understand the values of the Organization, monitor personal behavior to ensure that it supports

them;

4 explicitly

– Fully acts without

Competent thoughts of personal

– Highly effectivegain,

butand

stillstands

couldstrong underdeveloped.

be further pressure; ensures all actionsas:

May manifest andseeks to

decisions are taken in the Organization’s best interests, checking any potentially controversial issues with more senior

3 – Competent

managers;

identifies – Solid

and acts and stable

to address in essential

any behavior in selfaspects but

or others could

which be improved.

is unethical Mayinmanifest

or lacking integrity,as:

andbehave br

positively promotes

2 – Developing the importance

of integrity

– Not consistent or wherever possible.in some essential aspects, could be a weakness if cri

fully developed

1 – Underdeveloped – Employee competency is not developed and needs to be developed. May manifested

Section 5: Competencies

Evaluating

Weight %

Core Competency 1 1-C-COMMUNICATION 20 10-40

Description Score

1 1-C-Listens to otherr, correctly interprets messages 4 1-5

from others and responds appropriately.

2 1-C-Asks questions to clarify, and exhibits interest in 5 1-5

having two-way communication.

3 2-C-Works collaboratively with colleagues to achieve 5 1-5

organizational goals.

4 2-C-Places team agenda before personal agenda. 4 1-5

5 3-C-Uses time efficently. 5 1-5

Average score 4.6 Auto

5- Outstanding; 4- Fully Competent; 3- Competent; 2- Developing; 1- Underdeveloped

Supporting documentation and comments:

Describe staff development in this area and how supervisor and staff will work together to support this

development:

Weight %

Core Competency 2 2-C-TEAMWORK 20 10-40

Description Score

1 1-C-Demonstrates openness in sharing information and 4 1-5

2 keeping

2-C-Workspeople informed. with colleagues to achieve

collaboratively 5 1-5

3 organizational goals.

2-C-Solicits inputs by genuinely valuing others' ideas 4 1-5

and exprtise; is willing

4 2-C-Contributes to safety,to learn from others.

accessibility and organization 5 1-5

of workspace.

5 2-C-Supports and acts in accordance with final group 5 1-5

decisions, even when such decisions may not entirely

Average score

reflect own position. 4.6 Auto

5- Outstanding; 4- Fully Competent; 3- Competent; 2- Developing; 1- Underdeveloped

Supporting documentation and comments:

Describe staff development in this area and how supervisor and staff will work together to support this

development:

Weight %

Core Competency 3 5-C-CLIENT ORIENTED 20 10-40

Description Score

1 5-C-Considers all those to whom services are provided to be "c 4 1-5

2 5-C-Keeps client informed of progress or setbacks in progress 4 1-5

3 5-C-Identifies clients' needs and matches them to appropriate 5 1-5

4 5-C-Meets timeline for delivery of product or services to clien 4 1-5

5 5-C-Establishes and maintains productive parneships with clie 5 1-5

Average score 4.4 Auto

5- Outstanding; 4- Fully Competent; 3- Competent; 2- Developing; 1- Underdeveloped

Supporting documentation and comments:

Describe staff development in this area and how supervisor and staff will work together to support this

development:

Weight %

Core Competency 4 4-C-ACCOUNTABILITY 20 10-40

Description Score

1 4-C-Takes ownership for all responsibilities and honors com 4 1-5

2 4-C-Delivers outputs for which one has responsibility within 4 1-5

3 4-C-Operates in compliance with organizational regulations a 5 1-5

4 4-C-Supports subordinates, provides oversight and takes resp 4 1-5

5 4-C-Takes personal responsibility for his/her own shortcomin 5 1-5

Average score 4.4 Auto

5- Outstanding; 4- Fully Competent; 3- Competent; 2- Developing; 1- Underdeveloped

Supporting documentation and comments:

Describe staff development in this area and how supervisor and staff will work together to support this

development:

Weight %

Core Competency 5 1-C-COMMUNICATION 20 10-40

Description Score

1 1-C-Listens to otherr, correctly interprets messages from oth 4 1-5

2 3-C-Monitors and adjusts plans and actions as necessary. 5 1-5

3 3-C-Develops clear goals that are consistent with agreed stra 4 1-5

4 3-C-Identifies priority activities and assignments; adjusts prio 5 1-5

5 3-C-Uses time efficently. 5 1-5

Average score 4.6 Auto

5- Outstanding; 4- Fully Competent; 3- Competent; 2- Developing; 1- Underdeveloped

Supporting documentation and comments:

Describe staff development in this area and how supervisor and staff will work together to support this

development:

Evaluating

This area is automatically calculated

Category Competency Weight Rating

1-C-COMMUNICATION 20 4.6

2-C-TEAMWORK 20 4.6

5-C-CLIENT ORIENTED 20 4.4

4-C-ACCOUNTABILITY 20 4.4

1-C-COMMUNICATION 20 4.6

Total Weight 100

Competencies Weighted Results 452

CORE

COMPETENCIES

COMMUNICATION

TEAMWORK

PLANNING AND

ORGANIZING

ACCOUNTABILITY

CLIENT ORIENTED

CREATIVITY

TECHNOLOGICAL

AWARENESS

COMMITMENT TO

CONTINUOUS

LEARNING

MANAGERIAL

COMPETENCIES

VISION

LEADERSHIP

EMPOWERING

OTHERS

MANAGING

PERFORMANCE

BUILDING TRUST

JUDGEMENT /

DECISION MAKING

DESCRIPTION

Speaks and writes clearly and effectively.

Listens to otherr, correctly interprets messages from others and responds appropriately.

Asks questions to clarify, and exhibits interest in having two-way communication.

Tailors language, tone, style, and format to match the audience.

Demonstrates openness in sharing information and keeping people informed.

Works collaboratively with colleagues to achieve organizational goals.

Solicits inputs by genuinely valuing others' ideas and exprtise; is willing 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

Contributes to safety, accessibility and organization of workspace.

Develops clear goals that are consistent with agreed strategies.

Identifies priority activities and assignments; adjusts priorities as requried.

Allocates appropriate amount of time and resources for completing work.

Foresees risks and allows for contigencies when planning.

Monitors and adjusts plans and actions as necessary.

Uses time efficently.

Takes ownership for all responsibilities and honors commitments.

Delivers outputs for which one has responsibility within prescribed time, cost, and quality standards.

Operates in compliance with organizational regulations and rules

Supports subordinates, provides oversight and takes responsibility for delegated assignments.

Takes personal responsibility for his/her own shortcomings and those of the work team, where applicable.

Considers all those to whom services are provided to be "clients" and seeks to see things from clients' point of view.

Establishes and maintains productive parneships with clients by gaining their trust and respect.

Identifies clients' needs and matches them to appropriate solutions.

Monitors ongoing developments inside and outside the clients' environment to keep informed and anticipate problems.

Keeps client informed of progress or setbacks in progress.

Meets timeline for delivery of product or services to client.

Actively seeks to improve departments/units or services.

Offers new and different options to solve problems or meet client needs.

Promotes and persuades others to consider new ideas.

Takes calculated risks on new and unusual ideas; thinks outside the box.

Takes and interest in new ideas and new ways of doing things.

Is not bound by current thinking or traditional approaches.

Keeps abreast of available technology.

Understands applicability and limitations of technology to the work of the Department/Unit.

Actively seeks to apply technology to appropriate tasks.

Shows willingness to learn new technology.

Keeps abreast of new developments in own occupation/profession.

Actively seeks to develop oneself professionally and personally.

Contributes to the learning of colleagues and subordinates.

Shows willingness to learn from others.

Seeks feedback to learn and improves.

MANAGERIAL COMPETENCIES

Identifies strategic issues, opportunities and risks.

Clearly communicates links between the Organization's strategy and the work department's/unit's gaols.

Generates and communicates broad and compelling organizational direction inspiring others to pursue that same direction

Conveys enthusiasm about future possibilities.

Serves as a role model that other people want to follow.

Empowers others to translate vision into results.

Is proactive in developing strategies to accomplish objectives.

Establishes and maintains relationships with a broad range of people to understand needs and gain support.

Anticipates and resolves conflicts by pursuing timely mutually agreeable solutions.

Drives for change and improvement, does not accept the status quo.

Shows the courage to take unpopular stands.

Delegates responsibility, clarifies expectations and gives staff authonomy in important areas of their work.

Encourages others to set challenging goals.

Holds others accountable for achieving results related to their area of responsibility.

Genuinely values staff members' input and expertise.

Shows appreciation and rewards achievement and effort.

Involves others when making decisions that affect them.

Delegates the appropriate responsibility, accountability and decision-making authority.

Makes sure that roles, responsibilities and reporting lines are clear to each staff member.

Accurately judges the amount of time and resources needed to accomplish a task and matches task to skills.

Monitors progress against milestones and deadlines.

Regularly discuss performance and provides feedback and coaching to staff.

Encourages risk-taking and supports personnel when they make mistakes.

Actively supports the development and career aspirations of personnel.

Appraises performance fairly.

Provides an environment in which others can talk and act without fear or repercussions.

Manages in a deliberate and predictable way.

Operates with transparency, has no hidden agenda.

Places confidence in colleagues, personnel and clients.

Gives proper credit to others.

Follows through on agreed upon actions.

Treats sensitive or confidential information appropriately.

Identifies the key issues in a complex situation, and comes to the heart of the problem quickly.

Gathers relevant information before making a decision.

Considers positive and negative impact on others and on the Organization.

Proposes a course of action or makes a recommendation based on all available information.

Checks assumptions against facts.

Determines that the actions proposed will satisfy the expressed and underlying needs for the decision.

Makes tough decisions when necessary.

Section 6: Overall Performance Level Rating

Evaluating

At the end of the evaluation period, the supervisor will schedule a private review meeting with the employee at

least one month in advance of the evaluation. At least two weeks to the review meeting, the supervisor and

employee should have completed the evaluation sections in the Planning and Evaluation Form (PEF). At the

review meeting, the supervisor and employee will review the employee's self-evaluation and the supervisor's

evaluation of the employee's performance.

The evaluation date and the employee's and supervisor's names will be automatically inserted from the Initial

Information sheet. The employee's Team Performance Area ratings, Objective ratings, Competency ratings and

overall performance ratings are automatically inserted and calculated below.

Date: Conversion scale

If numerical Overall performance level is:

NCHU-NFOR ESIAH EVANGELINErating is

between:

Performance rating for:

RUSSEL YANNICK NGANGUE

Supervisor's name: 4.6 and 5 Greatly exceeded expectations

3.6 and 4.5 Exceeded expectations

2.6 and 3.5 Met expectations

1.6 and 2.5 Met some expectations

1 and 1.5 Did not meet expectations

Team Performance Rating 0 Do not enter (automatically

filled)

Objective Rating

Competency Rating 452

Overall Numerical Performance 226

Overall Performance Level

Section 7: Employee Comments (Voluntary)

Evaluating

The purpose of this section is to provide the employee with an opportunity to comment on their evaluation, if

an employee chooses to do so.

Instructions: Employee emails comments on evaluation to supervisor who inserts the comments into the

area below.

Employee comments:

Section 8: Signatures

Evaluating

After the Planning and Evaluation Form (PEF) has been reviewed and discussed in a private

meeting with the employee, the form must be signed below. Your signature acknowledges

receipt and discussion of the evaluation. A hard copy of the original final version of the PEF

with the appropriate signatures is submitted to HR (or as makeshift for now, the next level

supervisor who will review and forward to the Director) within two weeks after the

evaluation meeting. The supervisor and the employee should keep a copy of the PEF in

their files. Please do not use electronic signatures.

Signature of Employee

Date

Signature of Supervisor

Date

Signature of Next Level Supervisor

Date

Contact this candidate