Understanding Performance Appraisal in FRSC
Performance appraisal is crucial for evaluating students, schools, government organizations, and their staff, with a focus on optimization, promotion, and appointment in organizations like FRSC. This paper aims to familiarize course participants with the methodology of appraisal in FRSC, outlining objectives, appraisal meaning, essential elements, and levels of performance appraisal. The significance of appraisal in achieving organizational goals is discussed, emphasizing the importance of clear job descriptions for effective evaluation.
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INTRODUCTION contd. Appraisal performance of students in schools, the school itself, Government organizations and their staff. is a means of evaluating the Parastatal,
INTRODUCTION contd. In FRSC, Appraisal is used for staff optimization Promotion Posting appointment etc.
AIM To acquaint course participants with appraisal methodology in FRSC.
OBJECTIVES At the end of this paper, participants should be able to:
OBJECTIVES contd Give the meaning of appraisal. List the objectives of appraisal in FRSC. Describe the appraisal system in FRSC before the current system. List the essential elements of the current appraisal system in FRSC. Itemize the levels of performance appraisal/appraisal methodology in FRSC. Explain staff annual job binder. Discuss the annual performance evaluation report (APER)
WHAT IS APPRAISAL ? Appraisal means Evaluation which in simple terms is a judgment or opinion on something or somebody, especially effectiveness or usefulness. one that assesses
WHAT IS APPRAISAL ? contd Appraisal is also an objective measurement of the effectiveness of an output or service individual employee, organization or country, delivery of an in realization of a desired end relation to available resources and in
WHAT IS APPRAISAL ? contd For an objective appraisal to be achieved, There description and specification has to be a precise clear job Which realization quest is geared of towards organization s the overall strategic the This becomes imperative for each Individual, Command, Department and Corps Office.
OBJECTIVES OF APPRAISAL IN FRSC Good organization uses to measure its capability to prevail. performance is a criterion an Appraisal determines the parameters under which programs, acquisitions are reaching results. investments the and targeted .
OBJECTIVES OF APPRAISAL IN FRSC contd The fundamental essence of appraisal is to achieve the following: Determine Productivity levels and growth rates Identify the potential obstacles Set Specific, Measurable, Achievable, Realistic and Time-bound (SMART) targets Enable Productivity improvement efforts . Inspire and motivate staff to work.
OBJECTIVES OF APPRAISAL IN FRSC contd The concept of appraisal in FRSC is aimed at achieving the following objectives: To set clear corporate strategic goals for each year that will cascade across Departments, Corps Commands down to individual staff To review the performance of employees over a given period of time . Offices, and
OBJECTIVES OF APPRAISAL IN FRSC contd To judge and bridge the gap between the desired and actual performance level To help Management uniform organizational control in exercising To help strengthen the relationship and communication between the supervisor and subordinate
OBJECTIVES OF APPRAISAL IN FRSC contd To judge the effectiveness of the other human resource systems and processes To ensure that the work performed by employees accomplish the deliverables expected of the Corps
OBJECTIVES OF APPRAISAL IN FRSC contd To provide a clear understanding at all levels of the nature and quality of work assigned to each individual in the organization To ensure that employers feedback on how effective they are performing relative to clearly articulated expectations. receive on-going
OBJECTIVES OF APPRAISAL IN FRSC contd To ensure that formal appraisals are driven by clear yardsticks such that measurements are standardized, transparent and deemed to be equitable across board To ensure that rewards, promotion and compensations are ultimately driven by the employees performance
OBJECTIVES OF APPRAISAL IN FRSC contd To development needs for the future that need to be addressed by the organization, as they relate to either subordinates or supervisors identify capacity gaps/training and To provide information to assist in other personnel decisions of the organization.
BRIEF APPRAISAL SYSTEM IN FRSC PRIOR TO INTRODUCTION OF THE CURRENT PERFORMANCE APPRAISAL DESCRIPTION OF SYSTEM
BRIEF DESCRIPTION OF APPRAISAL SYSTEM IN FRSC PRIOR TO INTRODUCTION OF THE CURRENT PERFORMANCE APPRAISAL SYSTEM contd Departmental revolved around routine programs and tactical objectives plans largely while budgets were often not related to plans.
BRIEF DESCRIPTION OF APPRAISAL SYSTEM IN FRSC PRIOR TO INTRODUCTION OF THE CURRENT PERFORMANCE APPRAISAL SYSTEM contd Performance targets were not set at the onset of any given period against which appraisal could eventually be benchmarked, thereby creating room for apathy and general laissez-faire attitude to work amongst staff
BRIEF DESCRIPTION OF APPRAISAL SYSTEM IN FRSC PRIOR TO INTRODUCTION OF THE CURRENT PERFORMANCE APPRAISAL SYSTEM contd The Annual Performance Evaluation Report (APER) forms were poorly filled even though religiously utilized, Formal inconsistent appraisals were therefore
BRIEF DESCRIPTION OF APPRAISAL SYSTEM IN FRSC PRIOR TO INTRODUCTION OF THE CURRENT PERFORMANCE APPRAISAL SYSTEM contd Management of the FRSC in 2010 began the process of repositioning the Corps for improved and efficient service delivery by conducting an internal Strength Weakness Opportunity and Threat (SWOT) analysis on the various operational activities of the Corps and consequently designed its present appraisal system- The PMS
PERFORMANCE MANAGEMENT SYSTEM (PMS) ORGANIZATIONAL INPUTS, VISION MISSION AND VALUES CORE STRATEGIC GOALS REVIEWING PERFORMANCE SETTING EXPECTATIONS PURPOSE STATEMENTS CORE RESPONSIBILITIES, INDIVIDUAL GOALS MEASURES REWARD, RECOGNITION COMPENSATION SUPPORTING PERFORMANCE FEEDBACK COACHING COUNCELLING
ESSENTIAL ELEMENTS OF THE CURRENT APPRAISAL SYSTEM IN FRSC The new appraisal system aims to tie the day to day activities and targets of an individual staff with the corporate objectives of the characterized by the following: Corp. It is
Distinct levels of performance appraisal; Corporate Departmental Command Individual Annual Performance Evaluation Report (APER) ; Officers Marshal Inspectors Road Marshal Assistants Staff annual job binder Staff bio-data Brief description of job function Key Performance Indicators
Quarterly Assessment of Departments/Corps Offices Reporting rendition (45%) Task accomplishment and innovations (39%) Aligning Service Standards (42%) Teamwork and Collaboration (9%) Capacity Building (24%) Financial and Resource Management (12%) Management Retreat/ Strategy Session: This is held quarterly to review the performance of the Corps for a given period in order to ensure realization of the goals/objectives set for that year.
LEVELS OF PERFORMANCE APPRAISAL/APPRAISAL METHODOLOGY IN FRSC Corporate Four distinct levels of performance appraisal are identified thus: Departmental/ Corps Office Command Individual
CORPORATE This is the first level of assessment which deals with conceptualization of the corporate strategic objectives / goals for the year. This is usually done by the Corps Marshal s Office at the beginning of each year, to drive the Corps in a specified direction in line with the vision, mission and core values of FRSC. FRSC CORPORATE STRATEGIC GOALS 2019, are formed during this process
DEPARTMENT/ CORPS OFFICE REPORT RENDITION (45): PLANNING AND MONITORING (32): TASK ACCOMPLISHMENT AND INNOVATIONS(39) ALIGNING SERVICE STANDARDS (42): TEAM WORK AND COLLABORATION (9). CAPACITY BUILDING (24): FINANCIAL AND RESOURCE MANAGEMENT (12):
COMMANDS REPORT RENDITION (45): PLANNING AND MONITORING (32): TASK ACCOMPLISHMENT AND INNOVATIONS(39) ALIGNING SERVICE STANDARDS (42): TEAM WORK AND COLLABORATION (9). CAPACITY BUILDING (24): FINANCIAL AND RESOURCE MANAGEMENT (12):
INDIVIDUAL THE STAFF ANNUAL JOB BINDER :This document contains the Job functions/specifications of each staff with the key performance Indicators (KPIs) i.e. expected deliverables. The KPIs must conform to the SMART acronym i.e. the KPI must be: Specific (S) Measurable (M) Achievable (A) Realistic (R) Time-bound (T) The staff annual job binder shows the following features: Name of staff Rank PIN Command Designation Department/ Corps Office Date of Assumption of duty with FRSC Date of Assumption of Duty in present Command Date Assigned to present Job Function Brief Summary and detail of Job functions Reporting Officer s comment and finally signatories of appraisee staff/Reporting officer.
ANNUAL PERFORMANCE EVALUATION REPORT (APER) APER: Confidential reports are written on Officers and Marshals to provide information necessary to ensure that each Officer or Marshal can have a full and useful career And to reach the highest rank comparable with his qualities and experience.
ANNUAL PERFORMANCE EVALUATION REPORT (APER) contd. The APER is designed specifically for the three Cadres of staff in the Corps as follows: Officer Marshal Inspector and Road Marshal Assistant
ANNUAL PERFORMANCE EVALUATION REPORT (APER) contd. The APER is designed to capture such fundamental features as: An Introduction/ Instruction for completion The report rendering process Report reviewing authorities Report appeal process Procedure for report rendition Completion of the Report Calculation, Recommendation and Conclusion
ANNUAL PERFORMANCE EVALUATION REPORT (APER) contd. The APER report is divided into 3 broad parts as follows: Report particulars Performance module (20%) Competency module (80%)
ANNUAL PERFORMANCE EVALUATION REPORT (APER) CONTD The competency module is further divided into: Interpersonal skills Verbal and written communication skills Personal organization skills ICT skills Customer service skills Time management skills Teamwork Personal leadership skills and Grooming A. Generic organizational competencies (60% for ARC-CRC and 40% for ACC-Above) which judges:
ANNUAL PERFORMANCE EVALUATION REPORT (APER) CONTD Technical writing Supervisory skills Creativity and innovation Intelligence gathering Technology competencies Accounting skills Arbitration B. Job Specific Competencies (20%)
ANNUAL PERFORMANCE EVALUATION REPORT (APER) CONTD Management and team-building skills Leadership skills Strategic thinking skills Networking skills C. Leadership and Management Competencies (20%) Strictly for ACC and above:
Examples of previous assessments of Departments and Corps offices RESTRICTED 6. STATISTICAL REPRESENTATIONS A Below is a sample of the performance scorecard used by the Monitoring and Evaluation unit of the Corps Marshals Office to track the performance of Department and Corps Offices IMPLEMENTATION OF THE 2011 STRATEGIC OBJECTIVES SUMMARY: TOTAL NUMBER OF ACTIONABLE ITEMS: % COMPLETED % ONGOING % NOT DONE 266 87 11 2 - - - 12
RESTRICTED QUARTERLY/ ANNUAL ASSESSMENT OF DEPTS/COS BY THE CMO A quarterly performance assessment has led to creation of a healthy competitive working environment as all the component functional units aspire to the realization of their individual targets. A quarterly comparative analysis report enables each department or office to take stock of its previous or current performance with a view to identifying areas for improvement. It is noteworthy that any Department that comes first at the annual assessment gets rewarded by a salary bonus for its entire staff while the head goes to Harvard for a course. Below is the Departments and Corps Offices assessment and ranking for 2011. B DEPTS/COS 1ST QTR 2ND QTR 3RD QTR 4TH QTR AGGREGATED TOTAL POSITION ST ND RD TH TH TH TH TH TH TH TH TH TH TH TH TH TH TH TH TH OPS CPRO SMP CTSO CA MVA CMRS SED CP CS CPEO F&A TSC CLOG CPL CIO CLA AHR PRS BUD 80.5 71 54.4 62.3 63.5 62.9 63.5 55.5 64.8 59.1 60 54.2 63.3 59.2 57.1 61.2 53.8 55.6 39.3 44.9 77.5 74 71 55 69 63.5 55 71.5 64 64.5 65 62 63 49.5 64.5 61.5 59.5 50 57 43.5 84 74 80 79 65 51 59 54 56 56 51 57 54 46 40 40 53 45 39 37 80 76 79.5 79 69 66 64.5 57.5 48 51 48.5 50 40 61.5 47 42 29 43.5 56 31 80.5 73.8 71.2 68.8 66.6 60.8 60.5 59.6 58.2 57.7 56.1 55.8 55.1 54.1 52.1 51.2 48.8 48.5 47.8 39.1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 13
RESTRICTED C COMPARATIVE ANALYSIS/ GRAPHS OF 2010 & 2011 ANNUAL ASSESSMENT OF DEPTS/COS BY THE CMO COMPARATIVE ANALYSIS OF 2010 AND 2011 ASSESSMENT Average for 2011 Average for 2010 Difference = 58.3 = 57.7 = 0.6 DEPTS/COS 2011 2010 COMPARISON OPS 80.5 84.75 -4.25 CTSO 68.8 55.25 13.6 Therefore, there was an overall increase in performance by 0.6% CPRO 73.8 67 6.7 CA 66.6 62.5 4.1 Note also that the above analysis can further be broken down into performance areas with a view to determining which performance area requires improvement by the Depts./COS in RED below. (See tabular presentation) SMP 71.2 68.3 3 CMRS 60.5 60.5 0 MVA 60.8 58.4 2.4 CP 58.2 60 -1.9 15 CLOG 54.1 54 0.1 CS 57.7 54.4 3.3 10 F&A 55.8 44.6 11.2 CPEO 56.1 61.3 -5.2 5 SED 59.6 68 -8.5 TSC 55.1 58.4 -3.3 0 CIO 51.2 51.3 -0.1 OPS CTSO CPRO CA SMP CMRS MVA CP CLOG CS F&A CPEO SED TSC CIO AHR CPL CLA PRS BUD AHR 48.5 55.5 -7 -5 CPL 52.1 59.5 -7.4 CLA 48.8 46 2.8 -10 PRS 47.8 52.9 -5.1 BUD 39.1 31.3 7.8 GREEN: RED: DEPT/COS THAT IMPROVED IN 2011 UPON THEIR 2010 PERFORMANCES DEPTS/COS THAT DROPPED IN 2011 AGAINST THEIR 2010 PERFORMANCES. (11) (9) GREEN: RED: DEPT/COS THAT IMPROVED IN 2011 UPON THEIR 2010 PERFORMANCES DEPTS/COS THAT DROPPED IN 2011 AGAINST THEIR 2010 PERFORMANCES. (11) (9) 14 15
There is no gainsaying that appraisal is linked to productivity and performance it improves employee engagement because everyone understands how the quality of their inputs directly contributes to the realization of the organization s high level goals.
An objective appraisal system is a veritable tool which must be exploited by any result-oriented and performance driven organization or individual Regular evaluation and appraisal of the entire processes of the Corps informs Management of whichever area that needs more attention.
