TONGA PUBLIC SERVICE

PERFORMANCE PLANNING AND EVALUATION FORM LEVELS 9 - 2 NAME OF MINISTRY/DEPARTMENT SECTION 1: EMPLOYEE DETAILS
Employee Name PF Number Post Title / Level & Current Salary Date appointed to current post Evaluation Period Supervisors Name Title Job Level Department/Division Length of time you have supervised the employee

Years: Months:

SECTION 2: MINISTRYS VISION, MISSION AND OBJECTIVES/TARGETS

Mission Statement:

Vision:
Objectives:

SECTION 3: KEY TASKS List your key tasks as prescribed in your Job Description and on which your Objectives will be set.

SECTION 4: ASSESSMENT OF OBJECTIVES/TARGETS AND COMPETENCIES FOR THE EVALUATION PERIOD 4.1. Objectives to be Achieved (These Objectives are based on Rating your main duties and must be (Rating must be done at the end of the evaluation period)
filled in at the beginning of the evaluation period. Objective must be SMART

Employee

Supervisor/ Manager

Joint

Remarks

(To be signed by both Staff and Supervisor as an evidence that they both agree to the objectives set to be achieved,/ required competencies at the beginning of the evaluation period)

. /Date. .. Signed by Staff

4.2. Competencies for all Staff
(Must be clearly explained to staff at the beginning of the evaluation period)

/Date Signed by Immediate Supervisor

How effective is the staff in terms of job knowledge, interaction with others, communication and approach to work? (To be assessed at the end of the
evaluation period)

Employee 1. Job knowledge understands job and its objectives, required tasks, understands how her/his job affects the organizations objectives, can analyse problems and suggest improvements. 2. Interpersonal skills - Works well with others and supervisors, communicates openly and honestly and able to handle work pressures. 3. Communication Skills Fluency in oral and written expression, shares relevant information, tact and diplomacy. 4. Personal effectiveness plans and organize tasks, initiative, listens to Supervisors, actively seeks ways

Supervisor/ Manager

Joint

Remarks

to improve work processes, takes responsibility for actions and uses time wisely. 5. Results oriented pursues work with energy and drive, innovative and seeks ways to deliver service to customers in a timely, accurate and helpful manner 6. Uphold Public Services Values refer Policy # 3 of the Public Service Policy Manual (www.psc.gov.to) 4.3. Management Competencies (Applies only to staff who are Managers or Supervisors - Rating must be
done at the end of the evaluation period)

Employee 1. Managing people - Inspires staff and sets expectations, assists staff to understand his/her goals and how his/her goals affects the organizations goals, provides feedback to and coaches staff, recognizes achievement 2. Stewardship - accountability and sound decision making in managing the Ministrys resources, understanding of confidentiality, adherence to policies and procedures. 3. Problem solving identifies, analyse and look for best options to solve problem, responds to new challenges. 4. Decision making decisive, makes timely, clear and consistent decisions in a transparent manner. 5. Strategic Management understands the bigger picture, aligns priorities with bigger goals, feedback to redirect as needed, able to deal with complex issues. 6. Leadership motivates others, develops trust and credibility, and expects honest and ethical behaviour of self and others, build effective teams. 7. Stakeholder Stewardship maintain relationship with stakeholders (employer, clients, community)

Supervisor/ Manager

Joint

Remarks

4.4

Overall Performance Rating

(Place an X in any of the boxes below that best describes the staffs overall performance based on average rating of previous sections) 2 = Need 3 = Achieve 4 = Exceeds 1 =Unacceptable Improvement Expectations Expectations 5 = Outstanding Very poor Warned that Consistently achieves Performance Outstanding performance. Such performance is objectives and meet consistently achieves performance, exceeds performance cannot inconsistent and below expectations objectives and all objectives and continue in the objectives and expectations and exceeds expectations, make Ministry or expectations and need in the essential exceptional department to improve objectives contribution to the performance. Need to division or the Ministry closely monitor and set - a Role Model. short term objectives to achieve.

SECTION 5: TRAINING AND DEVELOPMENT REQUIREMENTS

Areas of strengths as assessed by the employee. Areas that need improvements as assessed by the employee. Joint Assessment strengths and development goals

Areas of strengths as assessed by the Supervisor / Manager.

Areas that need improvements as assessed by the Supervisor or Manager.

Joint assessment of areas that need improvement and required training.

SECTION 6: COMMENTS/RECOMMENDATIONS
Staffs Comments: Signed Immediate Supervisors Comments: Signed Reviewers Comments (Head of Division): . Signed HODs Approval

Signed Rating : 1 = Unacceptable. Very poor performance. Such performance cannot continue in the Ministry / Department; 2 = Need Improvement. Warned that performance is inconsistent and below objectives and expectations and needs to improve. Need to closely monitor and set short term objectives to achieve; 3 = Achieve Expectations. Consistently achieves objectives and meet expectations; 4 = Exceeds Expectation Performance consistently achieves objectives and expectations and exceeds in the essential objectives; 5 = Outstanding. Outstanding performance, exceeds all objectives and expectations, makes exceptional contributions to the Division or the Ministry - a Role Model.