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NATIONAL AUDIT OFFICE
GUIDE TO
OPEN STAFF PERFORMANCE
APPRAISAL SYSTEM
Guide to National Audit Office Open Staff Performance Appraisal System
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Foreword
It gives me pleasure to issue the open staff performance appraisal system that will be used for
appraisals of staff in the National Audit Office starting from 2005. All members of staff will
from now on be appraised on an annual basis.
The aim of the newly developed staff performance appraisal system is to carry out a fair and
transparent assessment of the work done by all members of staff at the National Audit Office.
The performance appraisals will in turn be used to identify staff training needs, to identify room
for improvements where shortfalls are observed, and to correct wayward attitudes of members
of staff. In due course, when the National Audit Office is expected to become an autonomous
institution that is independent from the Malawi Civil Service, the appraisals will also be the
main tool for identifying high performing staff for promotions, salary adjustments etc.
In order for a Staff Appraisal System to be successful, it is my firm belief that it must be fair,
transparent and made applicable to all members of staff. To ensure that this goal is achieved,
we have put in place procedures to ensure that all members of staff are adequately sensitized on
how to use the appraisal system. The sensitization includes the production of this Guide to the
Open Staff Performance Appraisal System, as well as courses that will be delivered at all NAO
Offices in due course. In terms of transparency and fairness, the appraisal system ensures that
appraisees will always be shown the written appraisals, and that there is a possibility of making
a formal appeal if one feels the appraisal has been unfair or based on the wrong criteria’s. As
part of the annual appraisals, all members of staff will also be asked to appraise their closest
manager (typically section head).
The NAO Open Staff Performance Appraisal System has been developed as part of the
Institutional Cooperation Project between NAO and SNAO. It has been developed using a
number of sources from home and abroad. The system has among other things been based on
the similar systems in a number of other well reputed Supreme Audit Institutions around the
world, as well as those used in other Malawi government institutions.
H.B. Kalongonda
Auditor General
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Table of Contents
Foreword ....................................................................................................................................... 2
Table of Contents .......................................................................................................................... 3
Chapter 1 Introduction ............................................................................................................... 4
Chapter 2 Organization of Staff Appraisals ............................................................................... 5
2.1 When shall Annual Staff Appraisals be performed ? .................................................... 5
2.2 Who are subject to annual staff appraisals ? ................................................................. 5
2.3 What does the appraisal consist of ? ............................................................................. 5
2.4 How will the appraisals be conducted ? ........................................................................ 6
2.5 Storage of appraisal files ............................................................................................... 6
2.6 Role of Human Resource Manager ............................................................................... 7
2.7 Establishment of NAO Appraisal Committee ............................................................... 7
Chapter 3 Rating System ........................................................................................................... 8
3.1 Interpretation of Ratings ................................................................................................ 8
3.2 Distribution of Ratings ................................................................................................ 10
Chapter 4 Management Appraisal ........................................................................................... 11
Chapter 5 Introduction to Appraisal Forms ............................................................................. 12
5.1 Form A - Preparatory Form/ Self Assessment ............................................................ 12
5.1.1 Basic Data about the Appraisee .......................................................................... 12
5.1.2 Self Evaluation of Results and Development in previous review period and Plans
and Goals for next review period ........................................................................................ 13
5.2 Form B – Evaluation of Members of Staff in the National Audit Office .................... 16
5.2.1 Staff work effectively and efficiently, have the necessary technical skills, good
work habits and produce high quality work ........................................................................ 16
5.2.2 Staff have good communication skills ................................................................ 19
5.2.3 Staff conduct themselves with a high degree of integrity and loyalty ................ 20
5.2.4 Staff show initiative and have desirable personal characteristics ....................... 21
5.3 Form C - Evaluation of Management in the National Audit Office ............................ 23
5.3.1 Managers at the NAO are goal and result oriented ............................................. 23
5.3.2 Managers motivate staff ...................................................................................... 25
5.3.3 Managers at the NAO contribute to cooperation, open communication and a
good work environment ...................................................................................................... 27
5.4 Form D – Summary, Goal and Development Plan ...................................................... 29
Chapter 6 Guidance on Appeal Procedure ............................................................................... 31
Chapter 7 Questions & Answers .............................................................................................. 32
Appendix 1 Form A ................................................................................................................ 35
Appendix 2 Form B ................................................................................................................. 39
Appendix 3 Form C ................................................................................................................. 43
Appendix 4 Form D ................................................................................................................ 47
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Chapter 1 Introduction
To deliver our work, to improve the quality of our products and our reputation, and to meet the
challenges that we face in an increasingly complex and demanding environment, we need to
maximize the calibre and contribution of our work force. We must therefore, manage and
improve our performance and that of our teams, and our efforts to get the best from each other
will help maximize everyone’s contribution to our success.
The aim of the appraisal system is to contribute to the successful development of the NAO
through establishing a system for fair, open, objective and transparent appraisals of all members
of staff in the National Audit Office.
It is hoped that the introduction of the newly developed system for staff appraisals will bring a
number of tangible benefits to the organization. These include:
1) Increased motivation of members of staff
2) Clarification to members of staff of what is expected of them
3) A system for better identifying individual, and office wide training needs
4) A method for giving fairer evaluations of the work done by both management and
members of staff
5) A method for identifying, documenting and correcting wayward attitudes and
underperformance
6) Recognition of achievements and encouragement of further success
7) A system for assigning promotions, wage salaries and new tasks to high performing
members of staff.
The annual staff appraisals are applicable for all members of staff working on behalf of the
National Audit Office
To ensure that the appraisals are carried out in a proper, efficient and correct manner, this
document has been developed as a Guide to explain how the appraisal system is to be used.
This first chapter has given a brief introduction to the perceived benefits of the National Audit
Office Open Appraisal System.
Chapter 2 explains all issues concerning the organization of the annual staff appraisals.
The third chapter looks briefly at the appraisal rating system that is to be used, before we in
chapter four look specifically at appraisals of management.
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In the fifth chapter, we explain in some detail all of the different forms that are to be used in the
appraisal process. The actual forms can be found in the annexes to the Guide.
Chapter 6 deals with the procedures for appeals, before the last chapter is a “Questions &
Answers” chapter, which contains questions you might have regarding the system with answers
to these.
Chapter 2 Organization of Staff Appraisals
2.1 When shall Annual Staff Appraisals be performed ?
Staff appraisals are to be carried out annually. All staff appraisals are to be completed and
submitted to the Human Resource Manager by the end of January each year.
2.2 Who are subject to annual staff appraisals ?
All members of staff in the National Audit Office who have worked in the NAO for more
than 3 months are subject to annual staff appraisals.
All auditors in audit sections are to be appraised by their Section Heads
All members of support staff, except for those in IT and Accounts are to be appraised by the
Human Resource Manager
Members of the IT Unit are to be appraised by the Head of IT
Staff in Accounts are to be appraised by the Head of Accounts
Section Heads are to be appraised by their Divisional Heads/ Regional Heads
Divisional Heads / Regional Heads are to be appraised by the Deputy Auditor General
The Deputy Auditor General will be appraised by the Auditor General
All appraisals are to be communicated to the Human Resource Manager within 5 days of the
appraisal, and within the month of January.
2.3 What does the appraisal consist of ?
The appraisal consists of 4 standardized and obligatory forms.
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The following forms will be used:
Form A- Preparatory Form/ Self Assessment
Form B- Evaluation of Members of Staff in the National Audit Office
Form C- Evaluation of Management in the National Audit Office
Form D- Summary, Goal and Development Plan
2.4 How will the appraisals be conducted ?
Members of staff will be appraised by their closest superior manager, in a one-on-one appraisal
meeting. A minimum of 2 hours should be set aside for each appraisal. Prior to the appraisal,
the appraisee is responsible for preparing Forms A (Preparatory form/ Self Assessment) and C
(Evaluation of Management in the National Audit Office). The appraiser on the other hand, is
responsible for preparing Form B (Evaluation of Members of Staff in the National Audit
Office) prior to the appraisal meeting.
The appraisal meeting will start with the appraisee presenting Form A to the appraiser. This
will be followed by a presentation of Form B by the appraiser. Care should be taken to clearly
explain the reasons behind the assessment. Both participants must sign Form B to verify that
the appraisee has seen the completed form.
Following this, the appraisee will present Form C to the appraiser. Care should again be taken
to clearly explain the reasons behind the assessment. Both participants must sign Form C to
verify that the manager has seen the completed form.
Form D sums up the appraisal and sets goals and targets for the forthcoming review period.
This form shall always be completed together in the course of the evaluation. The form shall be
signed by both parties.
2.5 Storage of appraisal files
All annual appraisals are to be placed on the personal employee files. It is the responsibility of
the Human Resource Manager to ensure that all personal files are stored securely.
After an appraisal has been carried out, it is the responsibility of the appraiser to hand over all
the appraisal files from his/her section.
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The Human Resource Manager shall not allow managers access to files for the purpose of
checking appraisal ratings in previous years before completing the appraisal in the current year.
This is so to ensure a fair, objective and fresh appraisal every time.
2.6 Role of Human Resource Manager
The Human Resource Manager is responsible for following up that all appraisals are carried out
on-time and in the manner prescribed in this Guide.
Other duties of the HR Manager include the safe storage of appraisals on employee files and the
development of an Annual Appraisal Report for submission to the NAO Appraisal Committee.
The Annual Appraisal Report shall be completed within 1 month of the deadline and should
contain the following information:
1) Information on the general timeliness and quality of the appraisal
2) The average grades given by each appraiser to his/her section
3) A list of high performing and underperforming managers
4) A list of members of staff in the top and bottom brackets
5) A list of identified training needs for each section
6) A summarized list of training needs for the whole office
7) All appeals that have been submitted
Any other relevant information or problems encountered
2.7 Establishment of NAO Appraisal Committee
The NAO will establish a Staff Appraisal Committee. The Committee will consist of eight
members, namely: 1 representative for Top Management (Assistant Auditor General level and
above), the Human Resource Manager, the Training Manager, 1 representative from audit staff
in headquarters, 1 representative from support staff in headquarters and 1 representative from
each of the Regional Offices. The Appraisal Committee is accountable to, and reports to the
Deputy Auditor General.
The NAO Appraisal Committee will have the following tasks:
1) Review and recommend the Annual Appraisal Report for approval by the Deputy
Auditor General
2) Compare the average ratings submitted for each section/unit with the guidelines
concerning distribution of ratings. Follow up on appraisers who grade too high/ too low
3) Consider disciplinary action towards those who fall within the bottom bracket
4) Discuss measures regarding managers who have received weak ratings
5) Consider possible rewards for those falling within the top bracket
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6) Discuss the identified training needs that have resulted from the appraisal, and ensure
that the Training Manager takes account of these when organising future training
7) Discuss and resolve any appeals that may have been submitted. This process shall
include interviews with both parts. The Committee must then establish whether they
approve the rating that has been given or if it should be changed.
Make necessary amendments to the appraisal forms based on the experiences from the
appraisals and feedback received
Chapter 3 Rating System
Ratings are used for Forms B (evaluation of appraisees) and C (evaluation of appraisees closest
manager). The grade system encompasses five possible ratings for each question asked.
1- Poor
2- Unsatisfactory
3- Satisfactory
4- Exceeds expectations
5- Exceptional
A rating shall be assigned to each question raised within the different categories.
At the end of Forms B and C respectively, there is a box for “Overall Performance” where the
average grade shall be entered. The average grade is reached through adding all the scores and
dividing it by the number of questions. The higher the average score, the higher the rating.
3.1 Interpretation of Ratings
It is important that all members of staff have a uniform perception of how each rating should be
interpreted. The following thus provides broad guidelines on how the various grades should be
interpreted.
1- Poor
The appraisee has delivered poor performances in all, or most of, the categories he/she has been
evaluated in.
Showed serious lack of reliability, performance and effort during the review period
Need much more management support and supervision than his/her colleagues in order to
perform and deliver
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Has shown minimal or no personal and professional development during the last review period
Has committed a serious breach of the Code of Ethics or other rules and regulations (not
necessary to be evaluated as poor, but any serious breach should automatically lead to a “poor”
rating.)
2- Unsatisfactory
The appraisee has delivered an acceptable performance in some of the categories while
performing poorly in others, or has performed unsatisfactory across all or most of the categories
Has not shown the expected dedication to duty, reliability, performance or efforts
Needs more management support and supervision than most of his/her colleagues in order to
perform and deliver
Has shown some, although very limited, personal and professional development during the
review period
3- Satisfactory
The appraisee has consistently delivered a reliable and acceptable performance across the
categories he/she has been assessed on.
Has consistently delivered a standard and quality of performance that is acceptable, and has
shown the expected reliability and efforts in the conduct of his/her work.
Delivered a standard and quality of performance similar to the majority of his/her colleagues
Has shown visible personal and professional development during the review period
4- Exceeds Expectations
The appraisee has consistently delivered good performances across all the categories he/she
has been assessed on
He/She has excelled in some of the categories
Consistently delivered a good performance against a wide range of challenging objectives such
as quality and timeliness of work, contribution to the team, communication skills and integrity
and loyalty
Needs little management support and supervision in carrying out tasks
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Has shown strong personal and professional development during the review period
Has generally exceeded the expectations in terms of work for his/her grade
Has the potential for promotion
5- Exceptional
The appraisee has consistently delivered an impressive performance across all the categories
he/she has been assessed on
He/She has excelled in all, or almost all, of the categories.
Consistently delivered an impressive performance against a wide range of challenging
objectives such as quality and timeliness of work, contribution to the team, communication
skills and integrity and loyalty
Needs minimal or no management support and supervision in carrying out tasks
Has shown exceptional personal and professional development during the review period
Has generally performed much better than what should be expected from his/her grade
Is a very strong candidate for promotion
3.2 Distribution of Ratings
In order for an Appraisal System to be fair and to be carried out equally within different parts of
the organization, there is a need for guidelines on the proportions of staff who receive particular
ratings. Even though there will be natural variations according to the distribution of talent,
training and performance, generally the proportion of staff receiving the rating should fall
roughly within the following pattern:
Average Rating Rating Classification Expected % to fall within range
1.0-1.5 Poor 5-10%
1.6-2.5 Unsatisfactory 25-35%
2.6-3.5 Satisfactory 40-50%
3.5-4.5 Exceeds Expectations 25-35%
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4.6-5.0 Excellent 5-10%
This means that for the NAO as a whole, and for each individual section, it is for instance
expected that between 40 and 50% of appraisees receive a rating of “Satisfactory” and between
25 and 35% receive the rating of “Very Good” etc.
This distribution will not be applicable to the assignments assigned to closest superior managers
by appraisees. This is so due to the fact that there is only one manager appraised for each
section. Developing an expected distribution rating for one person is impossible.
Chapter 4 Management Appraisal
Management, in both this Guide and in the actual appraisal forms, refers to all Heads of Units,
Sections, Divisions and the Deputy Auditor General.
The appraisal of management is viewed as particularly important, as skilled and high
performing managers that motivate their staff are essential for the success of the NAO.
The appraisal of managers is however somewhat different from the appraisal of other members
of staff, as managers both get appraised by their subordinates and superiors. This is opposed to
other members of staff that only are appraised by their closest superior manager.
The main reason for this is that managers both manage upwards and downwards in the
organization and must interact and work closely with both superior managers and subordinate
staff. It is also seen as important, that also subordinate members of staff have an opportunity to
advise their manager on how he/she should improve the performance, as the manager’s
performance strongly affects the performance of the section as a whole.
As such, both superior managers and subordinate staff should be in a very good position to
point out the managers strong points and areas that need improvements. The two sets of
appraisals should therefore be seen to be complimentary, as they come from two different, but
equally important, sources.
Appraisals of all members of management by their superiors should be carried out after the
manager has appraised all members of his/her section (but within the deadline)
The manager shall bring copies of all the management appraisals from the section (Form C) to
the appraisal with his/her closest superior manager. The same forms will be used for
management in their appraisals as in all other appraisals, but the feedback from the managers
subordinates (Form C) shall also be discussed during the meeting.
When giving an overall rating to the manager in Form D, both the appraisals from the superior
manager and those from subordinate staff shall be used. The final rating on Form D shall be
derived at by adding the average rating received by his/her section (Form C) and that received
form the superior manager (Form and dividing this by two. The score shall be entered in the
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box titled “Total Management Score”. This box shall not be used for appraisals of members of
staff other than managers. Managers have the same right of filing an appeal as other members
of staff.
Chapter 5 Introduction to Appraisal Forms
In this chapter, the forms that are used in the appraisal process will be explained.
The following forms are used during this process:
Form A- Preparatory Form/ Self Assessment
Form B- Evaluation of Members of Staff in the National Audit Office
Form C- Evaluation of Management in the National Audit Office
Form D- Summary, Goal and Development Plan
5.1 Form A - Preparatory Form/ Self Assessment
The Preparatory Form/ Self Assessment is to be completed by the appraisee prior to the
Annual Appraisal. The content shall be explained in detail to the appraiser.
The form serves two purposes:
1) establishes basic data about the appraisee
2) includes a self assessment of performance over the last review period and plans and
goals for the next review period
Form A can be found in Annex 1
5.1.1 Basic Data about the Appraisee
The following information has to be completed:
Surname:
First Name(s):
Title of Post: (e.g. Assistant Auditor or Principal Auditor)
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Grade of Post: (e.g. EO or SEO or P8)
Date 1st appointment NAO: (information on when you joined the NAO)
Date for appointment to current post: (information on when you were appointed to your current
position)
Academic/ Professional Qualifications: This refers to all studies/ professional courses
undertaken that have led to the attainment of a degree, diploma or equivalent. If you are
currently undertaking academic/ professional qualifications this should be included (but include
that this has not yet been completed).
Courses undertaken: This should refer to relevant courses undertaken. Examples include: Train
the trainer courses, subject specific courses on auditing/ human resources, courses on IT etc.
Period of review: This is the period your performance appraisal is based upon. It should
typically be the last year (for instance 01.01.05 – 31.12.05). If you joined the NAO less than a
year ago, the appraisal period should be from your time of joining until the appraisal date
Name of appraiser: Here you state the name of the person conducting the appraisal. This is
your closest superior manager (typically Head of Section/Unit or Division)
5.1.2 Self Evaluation of Results and Development in previous review
period and Plans and Goals for next review period
This part of Form A should be used by the appraisee to give an honest account of how he/she
views the efforts, results and development achieved during the review period, and to outline the
goals and wishes for the forthcoming year. This will, in combination with Form B, form the
basis for the Goal and Development Plan in Form D.
The appraisee is expected to fill in the form comprehensively and to explain the content clearly
to the appraiser during the Annual Appraisal.
The first part refers to evaluation of tasks, results and development during the review period.
Outline major duties performed during the review period
This will typically include information on work carried out over the last year, it should among
other things include information on what assignments you have carried out, if tasks outside the
job description have been undertaken, if you have had any team leader roles, if you have been
involved in any particularly challenging assignments (such as a highly complex audit), if you
have performed new tasks (such as IT, Investigative and Performance Audits), if you have had
to deputize for superiors etc.
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Did you reach your work goals during the previous period? If not, why?
This refers to among other things if you managed to successfully complete your assignments
the last year, if they were completed on time, whether you attained the expected results and
improvements identified in Form D from last years appraisal, whether you managed to perform
your duties in line with or exceeding the expectations outlined in your job description.
If the answer to any of these questions is no, outline the reason why this was the case.
How do you evaluate your own effort and quality of work during the review period?
Here you should give a frank evaluation of whether you during the last period have made the
necessary personal effort to perform your job in the best possible manner, and to evaluate
whether the products you have produced (such as audits that have been carried out and reported
on) have been of the expected quality.
If you feel that your own effort and quality of work has been weaker than you would like,
please outline the reasons for this.
Did you have the necessary competence to carry out the tasks assigned to you? If not, what
areas need improvement?
Here you must make a self-assessment of whether you had the skills needed for the assignments
you carried out during the review period. There could for instance be cases where you were
expected to perform analysis that you felt unqualified for, that you did not have the necessary
competences to develop an audit report to the required standards, or that a lack of computer
skills slowed down the progress of your work.
If you feel that you lacked necessary competence to do the required job, you should list the
areas that need improvement in order for you to perform at the expected level.
Did you undertake any initiative to improve your performance during the review period (formal
or informal) ?
This refers to whether you during the last year have taken any active steps to improve your
skills and performance. This could cover a wide range of initiatives such as: formal training,
self study, seek feedback on areas for improvement by superiors, becoming more familiar with
using computers, actively sought to learn from more senior team members etc
Have there been any specific office or domestic disturbances that have affected your
performance during the period under review?
If you feel that your performance has been below your expectations, there might be a number of
reasons for this. Some of the reasons could be within your control (such as effort made) while
other factors could be outside of your control. Here you should state any (if there are any)
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office or domestic disturbances that has adversely affected your performance during the last
period. These factors could for example encompass such things as disagreement with
colleagues in your section, harassment or discrimination from superiors, marital problems,
personal problems with alcohol etc. Only if such problems are identified, can steps be taken to
try to solve them.
Have you made any special contributions to the NAO during the review period ?
This refers to achievements that are outside the expectations outlined in your job description. It
could include both subject specific issues and/or more general issues. Examples of subject
specific issues could be: Deputising in an impressive manner for your Section Head, deliver
courses on subject specific issues, contribute to the development of new types of auditing in
the NAO, training new entrants into the NAO etc. General issues could include active
participation in welfare initiatives and initiatives that improve the work environment (such as
active contributions on the HIV/AIDS Committee, the Training Committee etc)
What parts of your job do you enjoy the most and least, and why?
Here you should outline your favourite and least favourite parts of the job, and give reasons for
this. For an auditor for example, the favourite part might be the planning and carrying out of the
audit, while he/she might dislike performing interviews of clients. For staff working with
transport, they might enjoy driving the vehicles and dislike performing minor repairs.
You should also state the reasons for this. For instance, a member of transport staff might feel
that he/she does not have the skills to perform the repairs in an adequate manner and therefore
dislikes or avoids that part of the job.
Part two of the self-evaluation refers to the appraisees plans, goals and wishes for the
forthcoming review period.
Would you like to change your current work tasks (work methods, area of work, degree of
independence in performing the task, job rotation etc) and why?
Changes in work could include changes in the field of work (e.g. work with Performance
Auditing or Parastatal Auditing rather than Financial Auditing of Ministries), changing location
of work (e.g. from Lilongwe Office to Mzuzu Office), if you feel a different approach should be
taken to the current tasks (for instance using more innovative audit approaches), if you feel you
should have a different role in the audit team, and if you think you should be involved in the
audit of different entities. Again, make sure you include reasons for your answer.
Is there a need for further training in order to perform your current job or prepare for new
tasks? If so, what type of training?
Here you should outline what, if any, type of training you feel is necessary for you to raise your
performance. Any needs expressed must be explained.
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What are your professional objectives for the forthcoming review period?
Here you should outline which areas of performance you aim to improve, and how you plan to
go about it. One example could be that you want to improve your ability to use computers in
your daily work, and the way you want to improve on it is to practice daily on using Word and
Excel. Another example could be that an auditor wants to improve his skills in sampling, and
tries to get information on this through either using the internet, sourcing books or asking more
experience staff members to teach him sampling techniques. The professional objectives could
also be more general, such as improving the timelines of submission of reports, or to generally
increase the efforts made in the job.
5.2 Form B – Evaluation of Members of Staff in the National Audit
Office
This form shall be completed by the appraiser prior to the appraisal. If necessary, the appraiser
can make amendments to the form during the appraisal. The form shall be signed by both
parties, to verify that it has been discussed and that the appraisee has seen his/her ratings.
The appraisee shall also be allocated a copy of the finalized Form B.
Form B can be found in Annex 2
The appraiser should assign a rating on each of the 15 questions by ticking the box
corresponding to the grade he/she wants to assign.
All marks should be accompanied by an explanation for that particular rating. This is
particularly important if very high or low ratings are assigned.
The appraiser must ensure that the ratings given, and the reasons thereof, are explained orally in
a clear and honest manner to the appraisee.
Form B includes 4 categories on which all members of staff will be assessed.
Each category starts with a statement on how the NAO would like their staff to conduct
themselves. The questions in that category then seeks to establish the degree to which the
apraisee in his/her work and conduct act in accordance with the given statement.
5.2.1 Staff work effectively and efficiently, have the necessary technical
skills, good work habits and produce high quality work
This category of questions seeks to measure the actual work that has been conducted by the
appraisee during the review period. It seeks to measure the quality of work, the timeliness of
submissions of work, the effort and productivity of the employee and the attitude shown
towards work.
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It goes without saying, that this category is important, and that compliance with the principles
of good work habits, high quality of work and effectiveness and efficiency are vital components
in improving the performance of the National Audit Office.
Does the appraisee plan and organize the work in an effective manner, so as to contribute to
effectiveness and timeliness of work?
The score given should among other things include an assessment of:
Does he/she
- recognize the critical issues to cover in the assignment ahead?
- develop realistic and high quality assignment plans?
- identify key priorities and realistic and appropriate deadlines in planning?
- manage to realistically estimate the workload?
- manage to create audit objectives and audit criteria and develop audit programme?
- seek feedback on plans from management and colleagues?
- act promptly so that plans are put into practice?
- carry out the tasks within the scheduled time?
- monitor progress and give early warnings of possible time overruns?
- avoid time and cost overruns which are not due to unforeseen circumstances?
- organize assignments to keep costs to a minimum?
- organize work to keep time spent on a task to a minimum without compromisi
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