Handbook Ver 2 1 July 2007

VERSION 2.
1
July 2007
PERFORMANCE MANAGEMENT &

APPRAISAL SYSTEM
Government of Jamaica
STAFF
HANDBOOK FOR STAFF MEMBERS IN
CENTRAL GOVERNMENT
Developed and maintained by the

Office of the Cabinet
PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

VERSION 2.1 July 2007
TABLE OF CONTENTS
Page
A Message from the Cabinet Secretary

Introduction
1. Why implement a Performance Management & Appraisal System (PMAS)?
2. The Objectives of the PMAS
3. How you link into the Government Planning Process
4. The Fundamental Principles and Values of the System
56
5. What must happen for the PMAS to be implemented in my organisation?
6. Documentation for accountabilities and expectations

Output Focused Job Description
Work Plan
Competence Assessment
Agreed Changes to the Work Plan
7. What should I expect on implementation of the PMAS in my organisation?
10
8. What are my responsibilities under the PMAS?
11 13
9. The Performance Management and Appraisal Cycle
13
10. The Performance Planning Process

Divisional or Unit Plan
14
Individual Work Plan
14
Competencies
14
11. The Performance Monitoring and Management Process

Interim Evaluations
15
15
12. The Formal End of Year Appraisal
15 18
13. Employee Development
18 19
14. Recognising and Rewarding Performance
19
15. Consequences of Continued Poor Performance
19 20
16. Performance Appraisal Appeals Process
20 22
17. Frequently Asked Questions
22 - 24
18. Your Performance Planning Checklist
25
Performance Management and Appraisal System (PMAS)

Office of The Cabinet

TABLE OF CONTENTS
Page
19. Interim Evaluation Checklist
26
20. Final/End of Year Appraisal Checklist
27
APPENDICES
28 - 41
Appendix 1A:
Required Content Work Plan for Managerial Staff
29
Appendix 1B:
Required Content Work Plan for Non-Managerial Staff
30
Appendix 2:
Required Content Competence Assessment Sheet
31
Appendix 3:
Required Content Agreed Changes to the Work Plan
32
Appendix 4:
Suggested Interim Evaluation Form
33
Appendix 5:
Required Content Performance Review Form
34 - 40
Document Control Record
41


A Message from the Cabinet Secretary

introduction, we are attempting to move away
from a system which is somewhat subjective,
with a focus on employee characteristics and
attributes, to one which measures outputs and
results against agreed standards, recognises the
importance of developing job related skills and
competencies, rewards good performance and
applies appropriate sanctions for continued
poor performance.
The Public Sector faces many challenges in

meeting the expectations of the society for
increased efficiency, accountability, and
transparency in respect of the services
provided by it. All these have to be achieved in
a more globalised environment (with all its
manifestations) and limited financial resources
to meet the demands.
Jamaicans have come to expect increasingly
higher levels of service from the Public Sector.
We have made known, (through our
Government at Your Service initiatives), our
promise to serve Jamaicans in a courteous,
efficient and professional manner while
optimising the use of available resources. The
public sector must therefore set itself apart by
developing a reputation of being run by a
competent, professional and ethical cadre of
staff. We ought to consider ourselves
trendsetters; stellar examples of hard work and
dedication others will aspire to follow.
The introduction of this new Performance
Management and Appraisal System (PMAS)
has generated some anxiety and resistance to
change as with any new system which requires
us to operate differently. The PMAS, however,
ought to be embraced as a powerful people
management tool that will bring immense
benefits if implemented appropriately. With its
Performance Management is a high priority for

the Cabinet Office, and we are committed to
provide the necessary training and other
support to ensure that the system is applied
consistently and equitably across the sector.
The system will be continuously monitored
and assessed over time and adjustments made
as we learn from our experiences.
Development of a strong performance
management culture in the public sector is a
major task and will take some time for the
rewards to be fully realized. It is a challenge
which we are fully prepared to face as the
pressures for improvement in public services
will not allow us to avoid it.
Dr. the Honourable Carlton Davis

December 2006

INTRODUCTION
Managing performance is increasingly important with the public and other stakeholders
expecting as the norm and not the exception, good service, integrity, transparency and
accountability. Government institutions are often held to a higher level of accountability, and
understandably so, as the public requires value for taxes paid.
People make things happen and therefore the contribution of human effort to organizational
success is as important as any other resource input. The quality of the performance of civil
servants is critical to achieving the outcomes sought by government, the general development of
the country and the expectations of the people. In light of this, the Performance Management
and Appraisal System (PMAS) has been introduced as a means of managing and improving staff
performance and accountability in the Public Service.
The PMAS is an improved system of performance management and evaluation. It clearly
defines how your work contributes to the achievement of the organisations goals and identify
what needs to be done to ensure you are given the opportunity for personal growth and
development in your work life. Properly implemented, this is a win-win system. The employees
skills, talents and interest will be honed and guided for maximum performance and the
organization will benefit from the combined performance of all staff.
This HANDBOOK is designed as a reference for all staff in the public sector operating within
the guidelines of the new PMAS.

Page 1 of 41

1. Why implement a Performance Management & Appraisal System (PMAS)

for the Public Sector?
A strong and achieving Public Sector is a necessary condition for a competitively successful nation
(Michael Gillibrand Commonwealth Secretariat)
The performance of the public sector affects every aspect of life in our nation. An effective public sector
is a critical element in the development of a country and the quality of life experienced by its citizens,
residents and visitors. Jamaica therefore needs to have a competent, motivated, professional, and forward
thinking public sector working on its behalf with integrity.
In order to make this happen, the Public Sector must engage the minds of each and every public servant
by ensuring that their contribution and potential is understood and channelled into doing the right things
and not only doing things right. When an individual understands what the organisation is seeking to
achieve and how they contribute, it fosters initiative and allows for the identification and prevention of
problems before they occur.
PMAS = CULTURE CHANGE

New performance
culture with greater
emphasis on:
client focused and
results oriented Public
Service
development of human
resources to deliver
results
best possible
utilisation of human
resources in delivering
results
Introducing a Performance Management and Appraisal System for the public service will help to
transform the dominant culture into one that is committed to providing service internally and to all who
interact with Government organisations, in a manner that is focused on customer satisfaction, delivered
with professionalism, courtesy and integrity, to the benefit of the wider society, truly exemplifying
Government at Your Service.

Page 2 of 41

2. The Objectives of the PMAS
BROAD PMAS OBJECTIVES

Institutionalise the principles of customer service
and results oriented operations
Create systems and processes to support delivery of
services in a more efficient and effective manner
Ensure staff who deliver service with courtesy,
professionalism and integrity
Increase motivation of staff
clearly define contribution to the organisation
reward good performance and achievement
Higher levels of productivity
better results produced with less waste of time, effort
and money
1.
2.
3.
PMAS OBJECTIVES: PHASE I

1.
2.
3.
4.
5.
6.
7.
8.
Mar-06
All work programmes (division/unit and individual)

geared to achieving the goals of the organization
Common understanding of job requirements
Individual performance reviewed against mutually
agreed Performance Standards
Feedback on performance is provided regularly
Training and development needs are identified and
addressed
Improved communication between
managers/supervisors and other staff to foster a
more open and participative environment.
Good performance is recognised and improvement
encouraged
Poor performance is appropriately managed and
addressed
Public Sector Reform Unit

Page 3 of 41

3. How you Link into the Government Planning Process

GOVERNMENT PRIORITIES
(Key government objectives)
MINISTRY/DEPARTMENTS STRATEGIC PLAN

(Longer term goals and objectives linked to the wider key government objectives)
BUDGET ALLOCATIONS
(Financial resources to be made available to the Ministry/Department based on key government
objectives)
MINISTRY/DEPARTMENTS OPERATIONAL PLAN

(Goals and objectives for a given Financial Year)
DIVISION/UNITS ACTION PLAN

(How each Division or Unit of the Ministry/Department will contribute to the implementation of
the operational plan)
INDIVIDUAL WORK PLAN

(How each individual will work towards helping their Division/Unit achieve its objectives)

Page 4 of 41

4. The Fundamental Principles and Values of the PMAS

4.1
Effective Communication
Employees at all levels must have a clear understanding of the purpose of their job,
responsibilities and what outputs they are expected to produce. The output focused job
descriptions capture this and other job related information.
Feedback on performance must be given regularly. The process is a two-way one.

Managers/Supervisors must be aware/made aware of any work related challenges and ideas for
resolving work related problems being experienced by their staff.
4.2
Objectivity
Evaluations must be made against clearly stated and documented performance standards stated in
your work plan.
Performance standards are to be developed by the manager/supervisor in collaboration with the

staff member.
Performance standards in individual work plans should be S.M.A.R.T.
4.3
Specific (what is to be achieved)

Measurable (how will the standard be evaluated as achieved)
Attainable (must be achievable with effort)
Resourced (must have the resources for its achievement)
Time-bound (must be achieved within a specific timeframe an element of its measurement)
Transparency
There should be no surprises at the time of the end of year evaluation, if the other principles
have been observed.
Evaluations for all staff are based on the results achieved by an individual, after receiving
feedback on performance during the year and the application of the appropriate corrective
action.
4.4
Fairness
During the year, decisions and actions related to the achievement of performance standards,
are made with due regard to changing circumstances and resources.
Individuals will not be penalised because of resource insufficiency or changing circumstances

beyond their control, that render them unable to achieve a target to the required standard.
Where this is the case, the employee must discuss the matter with the supervisor who will be
required to make appropriate adjustments to accommodate the change.

Page 5 of 41

4.5
Equitable Treatment
All employees are to be treated equally and have equal and appropriate access to benefits, training
and resources to achieve the performance standards set.
4.6
Mutual Respect and Trust

Discussions about performance are to be conducted with due regard to accepted principles of
courtesy, respect and an understanding of each others roles and responsibilities.
Observing all the principles above will be the basis of building trust.
5. What must happen for the PMAS to be ready for full implementation in
my organisation?
PREREQUISITES FOR IMPLEMENTING THE SYSTEM
1. Top management must understand and commit to the principles and fundamental values of the system
2. The organisation must have a Strategic or Corporate Plan
3. The organisation must have a one year Operational Plan that links into the Strategic Plan
4. The organisation must also have Divisional/Unit Plans that link into the Operational Plan
5. An internal implementation team (comprised mainly of managers) must be established and commit to
meeting regularly to drive the implementation of the PMAS in the organisation. This team is called
the Employee Performance Management and Appraisal Team (EPMAT).
6. A communication plan must be developed to ensure that staff has a clear understanding of what is
required of them during the development and implementation of the PMAS.
7. Output focused job descriptions must be developed, identifying the accountabilities of and
competencies required for each position in the organization.
8. Work plans for each individual must be developed, indicating how major tasks assigned for the year,
are linked to the objectives of the Division or Unit in which they work, and how their successful
completion will be measured.
9. Managers and supervisors must be trained in key competencies such as performance planning,
monitoring, management and conducting performance appraisals
10. A clearly defined performance appraisal cycle and process, must be communicated in a user-friendly
format to all staff
11. How the required performance as agreed will be tracked, must be discussed and communicated by the
manager/supervisor with each staff member, to ensure transparency and fairness in the management
of performance, including taking corrective action for underperformance.
Page 6 of 41

6. Documentation for Accountability and Expectations

Documentation of an individuals responsibilities and performance expectations is important to
ensure that the employee and manager/supervisor are clear about the standards which will be
used to assess the employee. The four documents that facilitate this are the Output Focused Job
Description, the Work Plan, the Competence Assessment and Agreed Changes to the Work Plan.
The Output Focused Job Description
The new work order underscores the principle that work output should create value for the
organization. This ideal can be achieved, in part, by informing each staff member in a clear and
factual way of the requirements and expectations of the job. With a clear and common
understanding of the roles and responsibilities of each job position, the basis will be set for fair
and objective performance appraisals.
Your Output Focused Job Description is written in relation to the goals of the organization and
defines your accountabilities. It documents the following information:
1. Job Title
2. Job Grade
3. Department
4. To whom you report
5. The job positions you supervise
6. Signatures that validate the job description
Your signature
Your managers/supervisors
Head of Department/Division
7. Date received in the HRM Division

8. Job Purpose
9. Key Outputs
10. Key Areas of Responsibility (as applicable) e.g.
Management/Administrative Responsibilities
Technical/Professional Responsibilities
Human Resource Management Responsibilities
Other Responsibilities
11. Performance Standards

12. Required Competencies
Core (general)
Technical (job specific)
13. Minimum required Education and Experience

14. Special Conditions Associated with the Job
15. Authority
Page 7 of 41

The Work Plan

Your Work Plan is an important tool in the process of managing performance. The drafting of work plans
fosters a culture of focusing on outputs and how they are achieved. They also provide the basis for
continuous communication between the individual and their supervisor.
The work plan should seek to:
1. Align work activities to meet the strategic goals of the organization
2. State clearly the outputs expected from an individual employee
3. Promote quality work through the agreed performance standards
The work plan should be:
1. Developed in consultation between managers/supervisors and employees
2. With agreed objectives written in clearly stated terms
The work plan is not developed in a vacuum but must link to the organisations operational
plan and your Divisions/Sections related work plan. This way you can be sure that your work
assignments are focused on the right priorities.
Your Work Plan is the document that defines what you are expected to focus on
doing/producing over a given year. It defines the following:
1. Period (financial year or calendar year or related portion)
2. Name
3. Employee #
4. Related Operational / Unit Plan Objective (if directly linked)
5. Your individual objective as it relates to the Unit Plan Objective
6. Major Tasks
7. Outputs
8. Performance Standards related to the outputs
9. Resources required to deliver the outputs at the standard expected
10. Actual results against stated performance standards
11. Signatures that validate the work plan when first done
Your signature
Your mangers/supervisors signature
Date agreed
12. Evaluation rating given (when appraised) based on actual results against the expected
performance standard
Appendix 1A and 1B has the Guideline Systems Work Plan forms. One of the two forms will
apply to you.

Page 8 of 41

Competence Assessment Mechanisms

The competencies against which you will be assessed must be defined in the job description and any other
document as agreed by the organisation and communicated to you. Competencies are of 2 types, Core and
Technical. The Guideline PMAS provides a Competency Framework from which the core competencies
and the relevant level required for a job can be selected. Technical competencies are related to the specific
nature of the work you are required to do. The technical competencies critical to your particular job along
with the level at which it must be demonstrated, must be defined when the job descriptions is created.
(See Appendix 2 for the Guideline Systems Competence Assessment Agreed Measurement
Mechanisms form).
Agreed Changes to the Work Plan
During the year changes to your work plan must be agreed and documented to ensure that the work and
outputs you have produced over the year, as circumstances and resources have changed, are recorded
before the end of year appraisal. Agreed Changes to the Work Plan captures all or some of the following
information depending on the type of change:
2. Name
3. Employee #
4. Type of change being made Addition, Deletion or Change
5. Your individual objective related to the change
6. Major Tasks
7. Outputs
9. Resources required to deliver the outputs at the standard expected
10. Reason for the change
11. Signatures that validate the agreed changes to the work plan as required
Your signature and date

Your mangers/supervisors signature and date
See Appendix 3 for the Guideline Systems Agreed Changes to the Work Plan form.

Page 9 of 41

7. What Should I Expect On Implementation Of The PMAS In My

Organisation?
a. You should have a clearer understanding of the objectives to be achieved by the organization in
which you work, in a given year.
b. You should also have a clearer understanding of the specific outputs you are required to produce as a
contribution to the achievement of those organizational objectives.
c. You should see greater effort being made to ensure that the resources and tools required to help you
make that contribution as agreed, are provided in a timely manner.
d. You will have the opportunity to discuss regularly with your manager/supervisor, the challenges and
successes you are experiencing as you do your work.
e. You should have a better understanding of what specific outputs your fellow colleagues in your
Division/Section are responsible for producing, allowing you to have more productive and effective
work relations within a Division/Section.
f.
Career planning and the development of job related knowledge will be facilitated during the
performance monitoring and evaluation process, without your having to make a separate special
request to discuss these issues.
g. Managers/Supervisors should find it easier to manage/supervise individuals with a more structured

approach to assigning work and communicating changes throughout the year.
h. If the system is followed as set out in the Guidelines, there should be few performance related appeals
at the end of the year.

Page 10 of 41

8. What are my responsibilities under the PMAS?
Roles & Responsibilities:

Permanent Secretary/Chief Executive Officer
z Clarify the organisations mandate and
plan for the year
z Ensure work environment is organised for
optimum productivity
z Ensure policies and procedures support
the desired culture change
z Provide effective leadership, giving clear
directions
z Foster team spirit & cohesion
z Regularly discuss performance
expectations, changing priorities and
resource allocation with Managers
z Monitor performance for corrective action
z Approve rewards and sanctions

Managers/Supervisors
z Ensure knowledge of the organisations
mandate and plan for the year
z Provide effective leadership, giving clear
directions
z Promote the culture change
z Ensure work is organised
z Foster team spirit & cohesion
z Discuss performance expectations &
assessment criteria (work plans)
z Communicate changing priorities and
resource allocation to staff
z Give regular feedback on performance
z Facilitate/Provide opportunities for
training & development to enhance
performance before and after formal
performance reviews
z Share and discuss information on
rewards and sanctions

Page 11 of 41

Role & Responsibilities:

Employee
z Maintain/improve knowledge & skills
z Maintain awareness of operating
environment & organisations
mandate
z Know & understand scope of
responsibilities & duties
z Give feedback on performance
expectations and assessment
criteria
z Give feedback on constraints to
achieving targets
z Produce & maintain high quality of
output

Reviewing Manager
z Ensure equitable
treatment
z Help resolve any
disagreement which
may result from the
assessment process

Page 12 of 41


Human Resource Manager
z Ensure knowledge of the PMAS
z Facilitate exercise of
managers/supervisors responsibilities
z Facilitate employee development
z Manage career and succession planning
z Act as resource for all staff
z Ensure employee performance appraisal
records are kept and maintained
z Monitor the system
z Ensure appropriate follow-up action is taken
CO18
9. The Performance Management And Appraisal Cycle

Step 1: March/April
Step 5: March/April
Supervisor & Employee

develop & agree on
performance objectives/
targets
Annual Review,
Setting targets for
new financial year,
including those in
relation to training
& development
Step 2: June/July
Review performance
in relation to targets
& agree appropriate
adjustments/ action
Step 4: December/January
Step 3: September/October
Review performance in relation

to targets & agree appropriate
adjustments/ action
Review performance in relation

to targets & agree appropriate
adjustments/ action

Page 13 of 41

10. The Performance Planning Process

By the time you are ready to begin Step 1 of the Performance Management and Appraisal Cycle in
March/April or December/January (if your organisations reporting period is the calendar year), your
organisations Operational Plan and your Division/Units Work Plan should have been drafted as the
basis for defining the work priorities for the year ahead.
Divisional or Unit Work Plan

Your Divisional or Unit Work Plan should contain the following information:
2. Operational Plan Objective
3. Related Unit Work Plan Objective
4. Your individual objective as it relates to the Unit Plan Objective
5. Major Tasks
6. Key Activities
7. Assigned to (Employees Name and/or Job Title)
8. Outputs expected from the key activities
The Unit Work Plan when properly done facilitates fairly easy development of individual work plans by
managers and supervisors and their staff. It is also a useful tool for ensuring that no one person in the Unit
is overloaded with work.
Individual Work Plans

The development of the work plan involves collaboration between the manager/supervisor and the
employee. It is the managers/supervisors responsibility to direct the process, with feedback from the
staff member. The participatory approach should ensure that each staff member and their
manager/supervisor have a common understanding of expectations. This should reduce the possibilities
for misunderstanding and confusion when appraising the employee. The content of the work plan will
undoubtedly have to be changed during the year, as priorities and resources change.
Competencies
In the performance planning phase the technical competencies against which you will be assessed should
reflect those that are most critical for the achievement of the targets on your work plan1. All Core
competencies however, must be appraised as they are common to all staff members and are considered
important to the organisation regardless of the position a staff member holds.
Assessment against all technical competencies may not be necessary in a given work plan period

Page 14 of 41

11. The Performance Monitoring and Management Process

Having agreed an initial work plan, it is critical that feedback on successes, challenges, changing
priorities and resources, be communicated and discussed regularly throughout the year until the final
appraisal has been written. This is a 2-way process and is the responsibility of both the
manager/supervisor and the staff member being supervised. The manager/supervisor must however (as
good management dictates) ensure that they are aware of the status of work responsibilities for which they
are accountable. This can only be done by giving feedback to and receiving feedback from the relevant
staff members.
Interim Evaluations
Steps 2, 3 and 4 of the Performance Management and Appraisal Cycle represent these interim
evaluations. Quarterly interim evaluations are recommended, however some organizations opt to do half
yearly reviews. Ensure that you are aware of what has been decided by your organisation and also ensure
that interim evaluations are held when they should be. This activity helps to ensure that the Values and
Principles of the PMAS are observed. Interim evaluations should focus on the work achieved as well as
the required job related competencies demonstrated by the individual in delivering on his/her work
assignments. The results of interim evaluations must be documented in the format agreed. Appendix 4
provides a suggested format. Ask your HRM Unit for the format agreed for your organisation.
In between interim evaluations feedback should also be given as a part of the ongoing monitoring of
performance. Monitoring allows:
The development of two-way communication between the manager/supervisor and their staff
Positive or negative feedback soon after a critical or significant incident/event
Corrective action to be taken and training needs to be identified/addressed, in a timely manner
The Revision of work plans as and when necessary
Issues that have been discussed and documented throughout the year will be used to assist in the
formal end-of-year appraisal.
12. The Formal End of Year Appraisal

The formal appraisal should be conducted in the last month of the financial year or within the first two
weeks of the new financial year. (See Appendix 5 for the Guideline Systems Performance Review
Form).
Preparing for the Appraisal Session
A collaborative approach should be taken in setting the agenda, venue and time for the formal
performance review.
Page 15 of 41

Supporting Documentation
It is important to have all the relevant documentation to support the performance appraisal or review,
otherwise, the credibility of the assessment will be questionable. The following documentation must be
brought to the performance review:
1. The initial work plan agreed
2. Changes agreed to the work plan and the revised work plan (if one was redone)
3. The list of agreed assessment mechanisms for competencies
4. Notes/the agreed form used in the interim evaluation(s)
5. Log notes related to critical incidents that had an impact on planned work activities
Giving and Receiving Feedback

The same principles of giving and receiving feedback in interim evaluations apply. However performance
information will now form the basis for making decisions on rewards, sanctions, development and
improvement plans.
Building Motivation During The Performance Appraisal Review Interview
The ideal performance appraisal results in a desire for continued improvement or sustained good
performance by the employee. If an employee leaves the evaluation motivated to improve rather than
feeling demoralised, the supervisor can consider the appraisal to be a success. The rating period is based
on work performed over a twelve months or otherwise agreed when the work plan was first developed.
Self-Assessment
Many organizations find it helpful to encourage individuals to prepare for their performance review by
completing a self-assessment of achievements in relation to their work plans. Some advantages of selfassessment are listed below:
1.
2.
3.
4.
It helps to generate less inhibited and more positive discussion;

It involves appraisees actively in the process;
It is likely to reduce defensive behaviour
It reduces the top down approach to traditional performance appraisals.

Page 16 of 41

Evaluation Scores2
The evaluation scores assigned based on the actual results achieved on the work plan (stated as a %)
against performance standards and competencies as agreed, are determined using the following:
Performance Rating/Scoring on Work Plan

Description of actual result against performance
standard:
Evaluation Score for

Actual Result
Results Category
Surpassed performance standard
>100%
Met performance standard
100%
Met Most of the performance standard
75%-99%
Met some of the performance standard
50%-74%
<50%
Mostly did not meet the performance standard
Performance Rating Scale for Competencies

5
Excellent
Very Good
Good
Fair
Unsatisfactory
The Review of your Final Appraisal

In order to promote integrity, fairness, accountability and transparency in the formal appraisal process,
after the employee and managers/supervisors review, the Head of Division or the Permanent Secretary
reviews the document. The Performance Appraisal Form will then be returned to the staff member before
being submitted to the Human Resource Management Division where it will be filed on the staff
members personal file.
The reviewing managers signature on the Performance Appraisal Form signals that he/she has reviewed
the appraisal and affirms the validity of the appraisal exercise. The supervisor should also write a
comment about the appraisal reviewed.
Dealing With Performance Challenges
The benefit of regular appraisal and continuous feedback is that there will be a track record of
performance preceding the final evaluation. If at the formal evaluation there remains a disagreement, then
begin the Performance Management Appeals Process by doing the following:
1. First define the problem and basis for disagreement
Based on the scoring as set out in the PMAS Guideline and System Reference Manual

Page 17 of 41

2. Review existing records with the employee including interventions designed to improve performance
in specific areas identified as problematic
*IMPORTANT REMINDER*
At the time of the final or end of year performance evaluation, an employee should not be rated below the
minimum standard unless, at the time of the previous interim evaluation(s), the employee was formally
notified of the need to improve performance, and an improvement plan developed and implemented.
Signing The Performance Appraisal
An employee must sign the Performance Appraisal form and write a comment. In a case where the
employee wishes to file an appeal, this should be included in the employees comments.
The supervisors signature on the Performance Appraisal Form signals that he/she has discussed the
appraisal with the employee and in the capacity as supervisor, and affirms the validity of the appraisal
exercise. The supervisor must also write a comment about the employees performance.
13. Employee Development

The human input to production at every level is critical and must be valued. One feature of successful
organizations is their commitment to the continuous development of the skills and abilities of their
employees. Succession planning provides the framework for development plans for employees. The
development plan may be designed to align the employees skills to the performance expectations or to
improve or acquire new skills and competencies in line with the succession plan of the organisation.
The Role of Employees
Self-assessment of existing work

Take stock of the quality and quantity of work output that they are producing, identify skills
and competencies that need to be developed/further developed to perform at the highest level
Identify personal career goals

Over the short term
Over the long term
so that the required educational qualifications, skills and competencies can be attained and the
appropriate personal career opportunities can be identified.
Take initiative
Keep-abreast of changes in the workplace and seek to identify further opportunities for
developmental opportunities and experiences. This may be done by simple but invaluable
methods such as observing how others perform tasks, seeking counsel from in-house or other
experts, internet research, or by reading books.

Page 18 of 41

The Role of Managers/Supervisors
Facilitate the employees capacity to perform

Ensure that objectives to be achieved are clearly understood
Ensure that the tools necessary for your staff to get their jobs done, are in place
Be aware of the work related strengths and weaknesses of the employees you
manage/supervise
Identify/discuss training identified and approve as prudent
Provide useful feedback on performance regularly not just negative feedback, also reinforce
the positive
Facilitate informal employee development via coaching, mentoring, planned and managed
work assignments. A word of caution - do not overwhelm a good employee in your zeal to
further develop their skills and competencies.
With HRM as your partner, develop succession plans and support the development of career
plans in keeping with the medium to long term plans for your organisation/division/unit.
Find creative ways to build a cohesive team spirit at all times the work responsibilities of
your organisation/division/unit are efficiently and effectively executed only if all staff
members are motivated and competent
14. Recognising and Rewarding Performance

Fairness, equity and transparency are some of the foundation principles of the new PMAS. It is therefore
important to ensure that in every facet of the PMAS, these principles are guarded and applied in order to
build confidence in and commitment to the new performance culture.
The potential effect on motivation and trust is too significant to allow bias or privilege to influence how
employees are rewarded for commendable performance on the job.
Payment of the increment will be based on performance results. Only individuals whose overall
performance score is 75% or higher are eligible for a salary increase by payment of an increment.
Individuals who have achieved scores of 80% or higher will (in addition to the increment) be eligible for
an additional reward to be decided by the organisations Recognition and Reward Committee. The
Human Resource Manager in your organisation can provide further details.

Page 19 of 41

15. Consequences of Continued Poor Performance

At the time of the interim evaluation(s) (quarterly/half-yearly and as otherwise necessary), the
supervisor/manager will provide feedback to the employee on his/her performance and facilitate
improvement, where necessary, with the help of the Human Resource Management Department.
If at the time of the formal end of year appraisal, an employees performance is still considered poor even
though efforts have been made as agreed to facilitate performance improvement and
a. the outcome of the performance appraisal is signed off by the reviewing manager and
b. there is no appeal pending,
the employees salary increment will not be paid if an overall score of at least 75% is not achieved. It
should also be noted that Section 14.4.3 of the Staff Orders states the following:
Following confirmation of permanent employment, an employee may have his/her service terminated if
his/her performance on the job is assessed over two years to be consistently below established
performance standards or expectation.
16. Performance Appraisal Appeals Process

To begin the Performance Management Appeals Process, the following should have been done:
The problem and basis for disagreement must have been defined
Existing records, including interventions designed to improve performance in specific areas identified
as problematic, must have been reviewed with the employee
An Overview of the Performance Appraisal Appeals Process

Step 1:
The Employee & Direct Supervisor should try to resolve the
issue
Step 2:
The Employee, Direct Supervisor & Reviewing Manager
should try to resolve the issue
Step 3:
The intervention of the Senior Human Resource Manager
should be sought
Step 4:
If there is still no resolution, a Panel will be appointed to
adjudicate the appeal
Step 5:
The recommendation of the Panel will be presented to the
Permanent Secretary/Head of Department for a final ruling.
Legal action may be pursued if there is a point of Law in
question.

Page 20 of 41

1. After completing Steps 1 and 2, if the Aggrieved Party is still dissatisfied with the overall
performance rating received, he/she may submit a written Appeal3 to the HR Division, within five
days4 of receiving the copy of the completed Performance Appraisal, signed by all required
parties.
2. The HR Division must issue a written acknowledgement of receipt of the Appeal to the Aggrieved
Party and other relevant parties, including the Head of Division and/or the Reviewing Manager,
within five days of receiving the Appeal. The HR Division will manage and monitor the different
stages of the Performance Management Appeals Process and ensure confidentiality and security of
all relevant documents.
3. The appropriate senior officer from the HR Division is required to meet with the employee,
supervisor and reviewing manager within ten days of the date of the written acknowledgement of
the grievance by the HR Division.
4. Having met with the relevant parties and reviewed the existing records, including interventions
designed to improve performance in specific areas identified, the senior officer must then prepare
a written recommendation within ten days. The recommendation must be placed on the
Employees Personal file and communicated to each party involved at this stage5.
5. If the Aggrieved Party is not satisfied with the recommendation, he/she has the right to request (in
writing) that the HR Division proceed to the next stage. This should be done within five days of
receipt of the recommendation.
6. If the Aggrieved Party accepts the recommendation the Appeal should be considered closed.
7. The next step of the Performance Management Appeals Process will be adjudicated by a Panel
comprising 5 members appointed by the Permanent Secretary/Head of Department. No member of
the Panel should be from the Aggrieved Party's Division.
8. The Panel is expected to meet within ten days of receiving the request. The Panel will determine
what information is needed and all relevant parties will be required to submit the requested
documentation. The information must be submitted to the HR Division within fifteen days of the
Panel requesting it. The HR Division will provide each party with the documentation received.
The HR Division will be responsible for scheduling the Panel meeting(s) and informing the
relevant parties of the meeting date(s).
9. The Aggrieved Party has the right of representation by person(s) of his/her choice. If a Civil
Servant is selected as a representative, he/she should not have any unexpired disciplinary action.
All parties must seek approval in advance to have witnesses appear before the Panel. Minutes of
each meeting of the Panel must be taken.
10. The Panel must review all the information provided within ten days, and by majority vote decide
the recommendation to the Permanent Secretary/Head of Department. The Panel must ensure that
its recommendation is consistent with the relevant regulations.
It is advisable that a grievance form be developed by the organisation to simplify the process.
days when mentioned in this section, refers to working days
5 this applies to every stage until the Performance Management Appeals Process is exhausted
4

Page 21 of 41

11. The Permanent Secretary/Head of Department can accept, reject or modify the Panels
recommendation. The Permanent Secretary/Head of Department will submit the written decision
to the Aggrieved Party and all other related parties within ten days of receiving the Panels
recommendation.
12. The decision of the Permanent Secretary/Head of Department shall be considered final.
13. Should the Aggrieved Party be dissatisfied with the decision on a point of law, he/she may pursue
legal action.
IMPORTANT TO NOTE
The timelines recommended in the Performance Management Appeals Process is intended to reflect the
maximum timeframes anticipated for each step. Closure of the Appeals Process should be sought as soon
as is possible, while ensuring that transparency, integrity and fairness is upheld at all times.
17. Frequently Asked Questions

a. What training will be provided for managers and supervisors?
Ans:
Persons who have the responsibility for managing/supervising and appraising other members of
staff will be trained in two key areas:
i. In the steps involved in the performance management and appraisal process
setting and agreeing performance targets (work plan development), monitoring
and managing performance during the year and conducting the formal appraisal
at the end of the year
ii. In understanding their role as the appraiser and the soft skills required, to ensure
that performance is managed amicably from the stage of agreeing targets, to
formal appraisal at the end of the year.
b. How does this system differ from what obtains now?
Ans:
1. There is now an objective basis for the appraisal targets agreed based on discussions
between the jobholder and their manager/supervisor.
2. Targets agreed will relate to the actual work the job holder is involved in, and how the
work to be done contributes to the achievement of departmental/unit objectives and
subsequently the ministrys/ entitys corporate objectives.

Page 22 of 41

3. You will now be appraised on the output you achieve and the manner in which you
achieve that output (competencies demonstrated), rather than on purely subjective factors.
4. The results of the appraisal will provide useful information with respect to performance
improvement, continuous professional development and career management.
c. What recourse do I have if I have an appeal against the Performance Management and
Appraisal System not the outcome of my personal appraisal, but a principle on which the
system is based?
Ans:
The Performance Management Implementation Team (PMIT) that leads the implementation
process Service-wide, will review all appeals against the system. Any such appeals should be
brought to the attention of the Senior Human Resource Director with responsibility for your
Ministry/Department, who will then route it through the appropriate channel.
d. What recourse do I have if I disagree with the end of year appraisal of my performance?
Ans:
The PMAS Guideline and Reference Manual and this Handbook outline the process that should
be followed. Ask your HRM Division for the details.
e. When will I have my first appraisal using the new system?

Ans:
It is recommended that the first appraisal should be an informal (but documented) review by your
supervisor/manager three months after the initial work plan is agreed, and quarterly thereafter
(meeting notes signed by both parties is sufficient). Some entities however have chosen to hold
this first documented review six months after agreeing the initial work plan. While signed
meeting notes are sufficient, some organisations opt to record interim evaluation on the appraisal
form.
f.
Will the payment of my increment still be automatic, as has been the practice?
Ans:
No. It will be based on the results of the end of year performance appraisal. In keeping with the
Staff Orders, it will be based on satisfactory performance. The PMAS states that an overall score
of at least 75% must be achieved for an increment to be paid.
g. If my performance has been affected by circumstances beyond my control, will it be taken

into consideration?
Ans:
Yes, it will be taken into consideration.
h. What sanctions are there for poor performance?

Page 23 of 41

Ans:
At the time of the interim evaluation(s) (quarterly/half-yearly and as otherwise necessary), the
supervisor/manager will provide feedback to the employee on their performance and facilitate
improvement, where necessary, with the help of the Human Resource Management Department.
If at the time of the formal end of year appraisal, an employees performance is still considered
poor even though efforts have been made as agreed to facilitate performance improvement and
b. the outcome of the performance appraisal is signed off by the reviewing manager and
c. there is no appeal pending,
the employees salary increment will not be paid if a score of at least 75% is not achieved. It
should also be noted that Section 14.4.3 of the Staff Orders states the following:
Following confirmation of permanent employment, an employee may have his/her service
terminated if his/her performance on the job is assessed over two years to be consistently below
established performance standards or expectation.
Until such a decision has been taken, the HR Department will work along with the employee and
the supervisor in order to facilitate improvements in performance.
i.
What can I expect if I meet the targets agreed 100%?

Ans:
The release of your next increment due would be approved and you would be eligible for special
recognition and a reward in keeping with the established Recognition and Reward Policy
Framework. Ask your HRM Division for more details on this.
j.
What can I expect if I meet most of the targets agreed?

Ans:
If you have achieved an overall score of 75% - 79%, the release of your next increment due
would be approved. If you have achieved a score 80% you will also be eligible for a particular
form of recognition or/and reward in keeping with the established Recognition and Reward
Policy Framework. Ask your HRM Division for more details on this.
k. What can I expect if I have achieved an overall score of 75% but I am already at the top of
my salary scale?
Ans:
If your organisation has implemented the PMAS, you would be eligible for a one-off
payment. Ministry of Finance and Planning issued a circular with respect to this. Ask
your HRM Division for more details.
18. Performance Planning Checklist

Page 24 of 41

Plan to have/do the following before meeting to discuss work plans and the basis for assessment of
competencies:
Manager/Supervisor
Staff Member
1. Unit Work Plan for the upcoming year

identify which objectives are critical and
should be included on the staff members work
plan. (You cant measure everything the staff
member is responsible for).
1. Be aware of the focus over the next year, of

the Unit to which you are attached. Understand
what special responsibilities you will have and
how routine ones will be affected. Ask if you
are not sure. You might be able to suggest an
important task to be included on the work plan
that your manager/supervisor may have missed.
Show initiative!
Whether you are a junior or senior member of
staff you have an important contribution to
make to the achievement of the work
responsibilities of the Unit to which you are
attached.
2. Staff members job description

(especially if this is the first time that you are
discussing a work plan with the staff member)
2. Review your job description (you would be

surprised how you can sometimes forget the
scope of your job, as in a given year you may
not be required to do all that is specified in it!)
3. How the staff members outputs will be

assessed (the performance standards what is
challenging but achievable) think about it
ahead of time.
3. How do you think your outputs should be

assessed (the performance standards what is
challenging but achievable) think about it
ahead of time.
4. How the staff members competencies will be

assessed think about it ahead of time.
4. How do you think your competencies should

be assessed think about it ahead of time.
5. Personal development plans for the staff

member any training or other development
intervention to be recommended over the next
year
5. Personal development plans any training or

other development intervention being requested
over the next year
At the end of the process:
Manager/Supervisor
Staff Member
6. Sign-off work plan, development plan and

competence assessment mechanisms
6. Sign work plan, development plan and

competence assessment mechanisms
19. Interim Evaluation Checklist

Page 25 of 41

Plan to have/do the following before meeting to do an interim evaluation:

Manager/Supervisor
Staff Member
1. Unit Work Plan review to identify which

objectives have changed/may change so that
agreed changes to the staff members work
plan can be reviewed/signed-off.
1. Be aware of the current focus, of the Unit to

which you are attached. Identify any issues
which may be impacting or will impact your
ability to deliver on your objectives.
2. Review your log of critical incidents
3. Personal development plan for the staff

member ascertain the status of the planned
interventions as agreed, and begin to think
about any adjustments that you may want to
recommend.
3. Personal development plans highlight the

positives and limitations of planned
development interventions to date and/or
explain the need for any other development
intervention being requested
4. Review your staff members individual work

plan - outputs and performance standards
that should already have been met and the
reasonableness of those in the future.
4. Review your individual work plan - outputs

and performance standards that should
already have been met and the reasonableness
of those in the future.
5. Review the staff members competencies and

agreed assessment mechanisms identify the
strengths and any weaknesses. Think about
recommendations for overcoming any
weaknesses.
5. Review your competencies and agreed

assessment mechanisms identify any
challenges you are having and how you think
they can be overcome.

Manager/Supervisor
Staff Member
6. Document and sign-off agreed changes to the

work plan and any changes to the mechanisms
for assessing competencies.
6. Sign agreed changes to the work plan and any

changes to the mechanisms for assessing
competencies.
20. Final/End of Year Evaluation Checklist

Page 26 of 41

Plan to have/do the following before meeting to do the final/end of year evaluation:
Manager/Supervisor
Staff Member
2. Personal development plan for the staff

member ascertain the status of the planned
interventions as agreed, and begin to think
about any adjustments that you may want to
recommend.
2. Personal development plans highlight the

positives and limitations of planned
development interventions to date and/or
explain the need for any other development
intervention being requested
3. Review your staff members individual work

plan - outputs and performance standards
that should have been met.
3. Review your individual work plan - outputs

and performance standards that should have
been met. Do a self assessment of the actual
results against expected performance standards.
Be prepared to identify and discuss the reasons
for the results in particular, where they are
different from the standards expected.
4. Review the staff members competencies and

agreed assessment mechanisms identify the
strengths and any weaknesses. Think about
recommendations for overcoming any
weaknesses.
4. Review your competencies and agreed

assessment mechanisms identify any
challenges you had and how you think they can
be overcome in the next year.

Manager/Supervisor
Staff Member
1. Document performance review as required,

write comment and sign.
1. Write comment and sign performance review

as required.

Page 27 of 41

APPENDICES

Page 28 of 41

APPENDIX 1A: Required Content Work Plan for Managerial Staff

WORK PLAN FOR MANAGERIAL STAFF
FORM PP1-M
RELATED OPERATIONAL / UNIT PLAN OBJECTIVE:
Description of actual result against

performance standard:
*REQUIRED
Evaluation
Score for
Actual Result
Results
Category
101%
STRATEGY:
100%
STRONGLY RECOMMENDED AS A REMINDER AND GUIDE FOR MANAGERS IN
Met most of the performance standard
75% - 99%
DETERMINING APPROPRIATE INDIVIDUAL OBJECTIVES AND TASKS
50% - 74%
INDIVIDUAL OBJECTIVE #1:
Did not meet/Did not meet most of

the performance standard
0 49%
*REQUIRED
WORK PLAN FOR MANAGERIAL STAFF
Financial Year : *REQUIRED
Name : *REQUIRED
Performance Standard
Critical Resources
Required
*REQUIRED for each output
*REQUIRED
Major Task
Output
*REQUIRED
*REQUIRED (may
have more than 1
key output for a
major task)
Employee# *REQUIRED
Actual Result
Evaluation
Score
*REQUIRED at
EOY appraisal,
but can be noted
at interim
appraisal if
already
completed
Total Score
Date Agreed: __*REQUIRED __ Signatures: __*REQUIRED __ (Manager/Snr.Dir.)

*REQUIRED at
EOY appraisal
Total this column
__*REQUIRED _ (Snr.Dir./Permanent Secretary)
Page 29 of 41
Results
Category
1 2 3 4 5
Optional but
useful to
put in for
database
queries

APPENDIX 1B: Required Content Work Plan for Non-Managerial Staff

WORK PLAN FOR NON-MANAGERIAL STAFF
FORM PP1-NM
RELATED OPERATIONAL / UNIT PLAN OBJECTIVE:
Description of actual result against

performance standard:
*REQUIRED
Evaluation
Score for
Actual Result
Results
Category
101%
100%
Met most of the performance standard
75% - 99%
INDIVIDUAL OBJECTIVE #1:
50% - 74%
*REQUIRED
Did not meet/Did not meet most of

the performance standard
0 49%
WORK PLAN FOR NON-MANAGERIAL STAFF

Major Task
Output
*REQUIRED
*REQUIRED (may
have more than 1
key output for a
major task)
Financial Year : 2004/2005

Performance Standard
Name : Mrs. J. Secretary

Employee# 567-890-123
Actual Result
Evaluation
Results
Critical Resources
Score
Category
Required
1 2 3 4 5
*REQUIRED for each output
*REQUIRED
*REQUIRED at
EOY appraisal,
but can be noted
at interim
appraisal if
already
completed
Total Score
Date Agreed: ___*REQUIRED ___ Signatures: ___*REQUIRED ___ (Employee) ___*REQUIRED ____ (Manager/Supervisor)

Page 30 of 41
*REQUIRED at
EOY appraisal
Total this column
Optional but
useful to
put in for
database
queries

APPENDIX 2: Required Content Competence Assessment Sheet

FORM PP3
CIVIL SERVICE OF JAMAICA
COMPETENCE ASSESSMENT - AGREED MEASUREMENT MECHANISMS
MINISTRY/DEPARTMENT: *REQUIRED
NAME OF OFFICER:
*REQUIRED
EMPLOYEE # *REQUIRED
JOB TITLE:
GRADE:
*REQUIRED
*REQUIRED
PERIOD: FY *REQUIRED / *REQUIRED
This form must be completed during the initial work planning meeting at the start of the
financial year or agreed work period. The measurement mechanisms agreed should be
reviewed during the year to ensure that they are practical and useful in determining
whether the officer has demonstrated the requisite competencies in executing their job.
CORE COMPETENCIES
REQUIRED
LEVEL
CORE COMPETENCIES
*REQUIRED
*REQUIRED (name of the competence)
Refer to Competency Framework for

description of attributes
Key Mechanism(s) for assessing

performance
*REQUIRED
CRITICAL TECHNICAL/FUNCTIONAL COMPETENCIES

REQUIRED
LEVEL6
TECHNICAL COMPETENCIES
Refer to Job Description or agreed
framework for description of attributes
*REQUIRED
*REQUIRED (name of the competence)
Key Mechanism(s) for assessing

performance
*REQUIRED
Signature (Manager/Supervisor) _*REQUIRED _
Signature (Employee) _*REQUIRED _
Date _*REQUIRED _
Date _*REQUIRED _
Where applicable. There may be differing ways of defining specialized technical competencies across
ministries/departments. Some may have descriptions that are not categorised by numeric levels e.g. excellent, very good,
good, basic. Refer to the job descriptions or the organisations competency framework (if one has been defined) for the
required levels.

Page 31 of 41

APPENDIX 3: Required Content Agreed Changes to the Work Plan
FORM PP2
AGREED CHANGES TO WORK PLAN

Individual
Objective
Title
And/Or #
Major
Tasks
*REQUIRED
*REQUIRED
if the
objective
has more
than one
task
associated
with it
Financial Year: *REQUIRED Name of Officer: *REQUIRED
Outputs
Performance
Standards
Resources
Required
Change
Type
Reason
Signature
of
Employee
& Date
Signature
of
Manager/
Supervisor
& Date
*REQUIRED
*REQUIRED
*REQUIRED
A/D/C*
* A Addition
*REQUIRED
*REQUIRED
State whether
additional,
less, same
required
*REQUIRED
D Deletion C Change

Page 32 of 41
Employee# *REQUIRED

APPENDIX 4: Suggested Interim Evaluation Form

PERFORMANCE REVIEW INTERIM EVALUATION
MINISTRY/DEPARTMENT: ___*REQUIRED___________________________________________
NAME OF OFFICER:
___*REQUIRED________________ EMPLOYEE # ___*REQUIRED___
PERIOD OF REVIEW (yyyy/mm/dd): ____*REQUIRED_ TO __*REQUIRED _____

RELATED QUARTER OF FINANCIAL YEAR (tick as appropriate): Q1
Q2
Q3
Before attempting to do the Interim Evaluation, please have the latest agreed work plan (Form
PP1-NM or PP1-M) complete with Actual Results to date, the Agreed Competence Assessment
Mechanism (Form PP3) and Agreed Changes to the Work Plan (Form PP2).
SECTION A QUANTIFIABLE OUTPUTS

Objective# and
related Major Task
On
track
Not on
Track
Barriers/Constraints
*REQUIRED
Action Agreed or
Other Comment
*REQUIRED
SECTION B COMPETENCIES
Competence
On
track
Not on
Track
Barriers/Constraints
*REQUIRED
Action Agreed or
Other Comment
*REQUIRED
Signatures & Date:

(Manager/Supervisor) ______*REQUIRED _______ (Employee) __________*REQUIRED_______
Page 33 of 41

APPENDIX 5: Required Content Performance Review Form

PERFORMANCE REVIEW
MINISTRY/DEPARTMENT: ___*REQUIRED___________________________________________
NAME OF OFFICER:
___*REQUIRED________________ EMPLOYEE # ___*REQUIRED___
PERIOD OF REVIEW (yyyy/mm/dd): *REQUIRED_/____/____ TO __________/____/____

RELATED QUARTER OF FINANCIAL YEAR (tick as appropriate):
Q1
Q2
Q3
OR
Full Year Review
1. JOB TITLE: *REQUIRED
2. GRADE: *REQUIRED
3. DATE STARTED IN CURRENT POST

(yyyy/mm/dd):
4. NUMBER OF INTERIM REVIEWS

PREVIOUSLY CONDUCTED IN THE
CURRENT FINANCIAL YEAR:
*REQUIRED
*REQUIRED
5. PURPOSE OF THIS REVIEW (tick as appropriate below): *REQUIRED

Appointment
Promotion
Transfer
Resignation
End Of Year Evaluation
Other
Please explain (Other):
Before attempting to complete Sections A and B, please have the latest agreed work plan
(Form PP1-NM or PP1-M) complete with the Actual Results Total, the Agreed Competence
Assessment Mechanism (Form PP3) and Agreed Changes to the Work Plan (Form PP2)
SECTION A QUANTIFIABLE OUTPUTS

Calculate the overall appraisal score for performance against quantifiable targets/outputs:
Overall Score for Quantifiable Outputs =
Actual Results Total for all performance standards
_____________________________________________________________
Maximum possible score if all performance standards are met at the level of 100%
D=BxC
E = A/D
ACTUAL RESULTS
TOTAL FOR ALL
STANDARDS
TOTAL NUMBER OF
STANDARDS
STANDARD MET
FULLY
MAXIMUM SCORE IF
ALL TARGETS MET AT
100%
OVERALL SCORE FOR

QUANTIFIABLE
TARGETS
*REQUIRED
*REQUIRED
100
*REQUIRED
*REQUIRED
Page 34 of 41

Actual Performance Rating Scale for Competencies

5
Excellent
Very Good
Good
Fair
Unsatisfactory
SECTION B (add rows as required to accommodate the list of competencies for the employee)
Appraisal against competencies (competencies as agreed and listed on FORM PP3).
Core Competencies
Required
Level
Actual
Performance
Rating
Critical
Functional/Technical
Competencies
Required
Level
Actual
Performance
Rating
1. *REQUIRED
*REQUIRED
*REQUIRED
1. *REQUIRED
*REQUIRED
*REQUIRED
2.
2.
3.
3.
4.
4.
5.
5.
TOTAL
TOTAL
*REQUIRED
*REQUIRED
PLUS
GRAND TOTAL/AGGREGATE SCORE = *REQUIRED
Page 35 of 41

CALCULATE THE OVERALL APPRAISAL SCORE FOR ALL COMPETENCIES:

Overall Score for competencies =
Aggregate score for all competencies
_________________________________________________________________________________
Maximum possible score if all competencies are demonstrated at the required level with excellence
D=BxC
E = A/D
AGGREGATE
SCORE FOR ALL
COMPETENCIES
TOTAL NUMBER OF
COMPETENCIES
(CORE AND
TECHNICAL)
RATING
INDICATING
COMPETENCE
DEMONSTRATED
WITH EXCELLENCE
MAXIMUM SCORE
IF ALL MET AT
REQUIRED LEVEL
OVERALL SCORE
FOR
COMPETENCIES
*REQUIRED
*REQUIRED
*REQUIRED
*REQUIRED
SECTION C
Calculate the Overall Performance Score
The employees overall performance score is derived using the formula:
[(Overall score for quantifiable outputs X 0.6) +(Overall score for competencies X 0.4)]X 100
= Overall Percentage Performance Rating or Score
OVERALL
SCORE FOR
QUANTIFIABLE
OUTPUTS
AGREED
WEIGHTING
*REQUIRED
0.6
C=AxB
*REQUIRED
OVERALL SCORE
FOR
COMPETENCIES
AGREED
WEIGHTING
*REQUIRED
0.4
Page 36 of 41
F=DxE
G = (C+F)
x 100
%
*REQUIRED
*REQUIRED

RECOMMENDATION(S): *REQUIRED
Pay increment
Withhold increment
Eligible for Award incentive7
Level 1
8
Not Eligible for Award incentive
Suitable for promotion
Job enrichment
Reassignment
Remedial Action
Probation
Dismissal
Other
Level 2
Level 3
If Other, please explain:
SECTION D: LEARNING AND DEVELOPMENT NEEDS *REQUIRED

Learning and Development Needs (General Comments)
7
8
In keeping the established Rewards & Recognition framework

In keeping the established Rewards & Recognition framework
Page 37 of 41

SECTION D: LEARNING AND DEVELOPMENT NEEDS (contd)

*REQUIRED
CURRENT POSITION
Skills / Competencies To Be
Enhanced Or Developed
Remarks
CAREER ASPIRATIONS
1. Indicate the type of role, subject or functional area
you are interested in
2. State the main areas of expertise relevant to the

desired career move
Timeframe within which

you would like to move
Remarks
3. Are you interested in secondment or loan opportunities?
YES
NO
4. Would you be willing to consider relocating, if required?
YES
NO
Page 38 of 41

SECTION E: COMMENTS, SIGNATURES AND RECORD ENTRY

Rating Managers/Supervisors comments:
Make any general comments on the assessment, then sign and date this section
*REQUIRED
Signed: *REQUIRED
Date: *REQUIRED
Employees comments:
Sign and date this section to show that you have seen, read and understood this
assessment, including your managers changes and comments. If you disagree with them in
any way you should briefly say why here.
*REQUIRED
Signed: *REQUIRED
Date: *REQUIRED
Page 39 of 41

Where applicable, the reviewing manager must complete this section when the
sections above have been signed.
Reviewing managers overall comments:
Read this assessment and supporting documentation and make any
comments/recommendations that you feel may be appropriate.
*REQUIRED
Signed: *REQUIRED
Date: *REQUIRED
*REQUIRED
PLEASE RETURN THIS FORM TO THE MANAGER/SUPERVISOR FOR IT TO BE SUBMITTED TO
THE HUMAN RESOURCES DEPARTMENT.
BEFORE SO DOING, THE MANAGER/SUPERVISOR MUST PROVIDE THE EMPLOYEE WITH A
COPY AND RETAINED ONE AS WELL.
SUBMITTED TO HUMAN RESOURCES DEPARTMENT

ACTION
Date
Managers/
Supervisors
Signature
Received by (HR
Dept.)
Completed appraisal submitted

to the HR Department
*REQUIRED
*REQUIRED
*REQUIRED
FOR HRM USE ONLY

ACTION
Date
Initial
1. Information entered onto system
*REQUIRED
*REQUIRED
2. New form sent out to manager
*REQUIRED
*REQUIRED
3. Section D (Learning and Development Needs) of the

Form copied to Training Officer
*REQUIRED
*REQUIRED
Page 40 of 41

DOCUMENT CONTROL RECORD

This Version #:
2.1
Date Revised:
July 2007
Previous Version #:
2.0
Date Issued:
February 2007
This section is the record of changes made to the Handbook.
Protocol for changing the version #

The primary version number (preceding the .) changes when amendments made are done in a
succeeding year. If changes are made within a given year, then a secondary number (starting with .1
and increasing sequentially, i.e. .2, .3 etc.) must be placed after the primary version number.
MANUAL
VERSION #
SECTION
HISTORY OF MAJOR CHANGES MADE OR SECTION(S)

ADDED
Added - Competence Assessment Sheet included as another document for

defining expectations
2.0
19
Added Interim Evaluation Checklist
2.1
20
Added Final/End of Year Evaluation Checklist
2.1
Appendices
Added Appendices 1A, 1B, 2, 3, 4 and 5
2.0
APPENDIX 1A: Required Content Work Plan for Managerial Staff

APPENDIX 1B: Required Content Work Plan for Non-Managerial
Staff
APPENDIX 2: Required Content Competence Assessment Sheet
APPENDIX 3: Required Content Agreed Changes to the Work Plan
APPENDIX 4: Suggested Interim Evaluation Form
APPENDIX 5: Required Content Performance Review Form
Page
numbering
Numbered pages now consistently reflect the correct last page number.
In this version of the Handbook, it is 41
Page 41 of 41
2.1

Handbook Ver 2 1 July 2007

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VERSION 2.

PERFORMANCE MANAGEMENT &

Developed and maintained by the

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

A Message from the Cabinet Secretary

1. Why implement a Performance Management & Appraisal System (PMAS)?

2. The Objectives of the PMAS

3. How you link into the Government Planning Process

4. The Fundamental Principles and Values of the System

5. What must happen for the PMAS to be implemented in my organisation?

6. Documentation for accountabilities and expectations

Agreed Changes to the Work Plan

7. What should I expect on implementation of the PMAS in my organisation?

8. What are my responsibilities under the PMAS?

9. The Performance Management and Appraisal Cycle

10. The Performance Planning Process

Individual Work Plan

11. The Performance Monitoring and Management Process

12. The Formal End of Year Appraisal

13. Employee Development

14. Recognising and Rewarding Performance

15. Consequences of Continued Poor Performance

16. Performance Appraisal Appeals Process

17. Frequently Asked Questions

18. Your Performance Planning Checklist

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

19. Interim Evaluation Checklist

20. Final/End of Year Appraisal Checklist

Document Control Record

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

A Message from the Cabinet Secretary

The Public Sector faces many challenges in

Performance Management is a high priority for

Dr. the Honourable Carlton Davis

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

1. Why implement a Performance Management & Appraisal System (PMAS)

PMAS = CULTURE CHANGE

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

2. The Objectives of the PMAS

BROAD PMAS OBJECTIVES

PMAS OBJECTIVES: PHASE I

All work programmes (division/unit and individual)

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

3. How you Link into the Government Planning Process

MINISTRY/DEPARTMENTS STRATEGIC PLAN

MINISTRY/DEPARTMENTS OPERATIONAL PLAN

DIVISION/UNITS ACTION PLAN

INDIVIDUAL WORK PLAN

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT

4. The Fundamental Principles and Values of the PMAS

Feedback on performance must be given regularly. The process is a two-way one.

Performance standards are to be developed by the manager/supervisor in collaboration with the

Performance standards in individual work plans should be S.M.A.R.T.

Specific (what is to be achieved)

Individuals will not be penalised because of resource insufficiency or changing circumstances

Performance Management and Appraisal System (PMAS)

PMAS HANDBOOK FOR STAFF MEMBERS IN CENTRAL GOVERNMENT