CARITAS NIGERIA (PERSONNEL) PERFORMANCE MANAGEMENT.

FY - 17
(COMBINED PLANNING, DEVELOPMENT AND ASSESSMENT FORM)

BURUKU LGA,
AGBILE AMOS IORLIAM BENUE STATE
ASSESSMENT
PERIOD:FY-17
RESEARCH ASSISTANT DR. VICTOR ANYEBE
SUPERVISOR:

SECTION I:

1 PERFORMANCE OBJECTIVES.
Instructions: The employee should complete the Results-based Objectives
(shaded) at the beginning of the assessment year. Revisit and revise objectives
during 2 Coaching sessions. Complete the Results portion at the end of the
assessment year.

Results-based Objective 1: Results: (completed at the end of the year)

SHOULD BE ABLE TO MEET THE TARGET
OF THE RESEARCH(90-90-90 BY THE
END OF THE YEAR)

Results-based Objective 2: Results:

ALL ELIGIBLE PARTICIPANTS ARE ON THE
ISTAR PROJECT, AT LEAST 4-6
PARTICIPANT PER MONTH

Results-based Objective 3: Results:

DEVICE A MEANS OF TRACKING ALL
ELIGIBLE PARTICIPANTS
Results-based Objective 4: Results:
ACTIVATE TWO CHURCHES EVERY
MONTH

Results-based Objective 5: Results:

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EMPLOYEE COMMENTS.

Instructions: Employee should comment on strengths and needs for

improvement in
Meeting Results-based Objectives.1. VERY PROFICIENT IN THE
LABORATORY, THIS CAN HELP ME TO BE FAST IN ANALYSING RESULTS .
2. PATIENCE AND CONSISTENT: THIS CAN HELP ME DEAL WITH THE
INPATIENT ATTITUDE OF THE PARTICIPANT. JUST COMFORTABLE WITH
THE COMPUTER, NEED TO BE HIGHLY PROFICIENT. ESPECIALLY WITH
MY MICROSOFT OFFICE

2. DEVELOPMENT PLAN.

Instructions: The employee should complete the Learning and Development

Plans and Career Interests/Long Term Development Plans portions at the
beginning of the assessment year. The employee should reflect on needs for
improvement and strengths from the previous performance assessment and
identify 2-3 learning and development needs to improve performance. These
activities should support the current position and/or long term career goals
and can be formal or informal. Examples of learning activities are:
mentoring from a colleague
on-line courses through CCFN Learns
self-study (reading, on the job training)
temporary assignment
training sessions; courses
participating in a special committee
Revisit and revise learning plans during the 2 Coaching sessions. The
employee and manager should complete the Results portions at the end of the
assessment year.

Learning and Development Plans for the Assessment Year:

ON-LINE COURSES THROUGH CCFN AND MENTORING FROM A
COLLEAGUE

Career Interests (possible jobs of interest)/Long-Term Development Plans

(3-5 years):DATA MANAGEMENT

Results of Development Plan

Employees comments on results of Development Plan:

THIS WILL ENABLE THE EMPLOYEE TO IMPROVE ON THEIR SKILLS

* Supervisors comments on employee progress on learning and

development.
If applicable, include how management supported achievement of the
Development Plan:
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3 VALUES-BASED BEHAVIORS (ANNEX 1).

Instructions: The employee should complete the Values-Based Behaviors

portion (shaded) at the beginning of the assessment year. For this section,
identify 2-3 behaviors of focus during this assessment year.
Results for Values-Based Behaviors should be completed by the employee at
the end of the assessment year.
Values-Based Behaviors: INTEGRITY ,COMMITMENT:SHOULD BE ABLE
TO DEMONSTRATE HONESTY IN BEHAVIOUR AND ACTIONS
TAKES RESPONSIBILITY FOR MY ACTIONS AND ACCEPTS
CONSEQUENCES OF MY ACTIONS (2) MANAGEMENT: I. VALUES
DIFFERENCES II. KNOW POLICIES AND APPLY THEM CORRECTLY AND
CONSISTENTLY

Results for Values-Based Behaviors: I. ENHANCED PRODUCTIVITY,

INCREASED GOOD WORKING RELATION AND BUILD SELF CONFIDENCE
ON THE EMPLOYEE

4 APPRAISAL PROPER.

EVALUATION GUIDE

Exceptional Contributor: A high level of performance. The

individual performs very well in the objectives set and capable of
coordinating diverse schedule without supervision. Individual
stands out from his/her peers.

Strong Contributor: A high level of performance. The individual

performs very well in the objectives set and in the overall job role. A
dependable individual.

Positive Contributor: An experienced, self-motivated and capable

individual who performs well in the objectives set and in terms of
the overall job role.

Needs Improvement: An individual who does not perform to the

standard required of the objectives set or in the overall job role but
is capable of improving with supervision.

Unsatisfactory: An individual who performs inadequately in the

objectives set and in the overall job role.
SECTION II: PERFORMANCE AREAS.
Instructions: The supervisor should comment on the employee's effectiveness in
each performance area in the space provided, citing specific examples (use
N/A if not applicable). Attach the signed performance plan.

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SECTION III: EMPLOYEE'S LEARNING AND DEVELOPMENT.

What specific actions will help the employee's professional development? This
may include added responsibilities, special assignments to build new skills,
mentoring, trainings, etc. These actions should build on the employee's strengths
as well as improve weaknesses.

Employee Signature: Click here to enter text. Date:

THIS SIGNATURE INDICATES THAT THIS APPRAISAL HAS BEEN

REVIEWED, DISCUSSED AND ACCEPTED BY THE EMPLOYEE.

Supervisor Signature: Click here to enter text. Date:

 5 SUPERVISORS COMMENTS ON RESULTS, STRENGTHS, NEEDS
FOR IMPROVEMENT, CCFN VALUES-BASED BEHAVIOURS.
Instructions: Supervisors should comment on all areas listed at the end of the
assessment year.

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3 OVERALL PERFORMANCE RATING.

Instructions: Supervisor assigns rating at the end of assessment year.
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3 DATES OF PERFORMANCE MANAGEMENT MEETINGS:

Performance Planning Discussion

Coaching Session I

Coaching Session II

Assessment Discussion

4 EMPLOYEE COMMENTS (OPTIONAL).

Instructions: Employee may add comments, if desired, after the assessment
meeting.
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3 NEXT LEVEL MANAGERS (E.S) COMMENTS (OPTIONAL):

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 4 SIGNATURES:
Instructions: The form should be signed by all parties after the assessment
meeting takes place.
Employee Being Reviewed:
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Supervisor: Click here to enter text.
Executive Secretary: Click here to enter
text.
HR: Click here to enter text.
ANNEX 1.
CARITAS NIGERIA:
This chart is a reference guide to all
employees when doing performance
planning, development, coaching
and assessment
Catholic Social Teaching,
Mission
Actions are consistent with
CST principles: dignity of the
human person, rights and
responsibilities, common
good, subsidiarity,
stewardship, option for the
poor, social nature and
solidarity
Understands the mission of
CCFN and contributes to
realization of the mission
Seeks to build global
solidarity by serving the dual
constituency
People, Personal Conduct
Date:
Date:
Date:
Date:
VALUES-BASED BEHAVIOUR.
Treats people with dignity
and respect
Shows respect for the rights
of children and their safety
and welfare
Shows good example in the
presence of children
Conduct oneself in a way that
does not bring disrepute to
the core values of CCFN.
Demonstrates attitudes and
behaviors that promote peace,
tolerance and reconciliation
Values diversity and
individual differences
Seeks to understand others
ideas and suggestions
Handles conflicts in a
constructive and supportive
manner
 Displays a positive attitude
towards work and
relationships at work
Takes initiative to accomplish
work and the mission of CCFN
Learns new skills and
behaviors
Initiates changes when
necessary and is willing to try
new approaches
Works well in a team
Integrity, Commitment
Demonstrates honesty in
behavior and actions
Keeps commitments and
promises; is reliable
Is on time to work and with
work assignments
Does accurate, complete work
Emotional Intelligence
Behaves in ways that are
consistent with self-
Communication
Communicates honestly and
respectfully
Shares information on a
timely and directed basis
Communicates openly with
individuals and communities
on issues that affect them
Provides constructive feedback
to others to improve individual
and team performance
Avoids conflicts of interest;
identifies situations where
they may occur
Expects honesty from
partners, suppliers and others
that CCFN works with
Stewardship
Takes responsibility for
actions and resources
entrusted to them
Ensures that resources
entrusted to them are
allocated and used justly and
equitably to achieve CCFNs
mission
Takes responsibility for
his/her actions and accepts
consequences of his/her
actions
Acts as good steward of
human, financial and material
resources
awareness, self-regulation,
motivation, empathy, and
social skill.
Seeks and appreciates
constructive feedback from
others
Demonstrates careful
attention to what information
others need to do their jobs
Leadership
Has an orientation of service
to staff, partners, the Church,
and the people CCFN serves
Demonstrates a commitment
to the agency mission,
principles and strategies
 Anticipates and manages
change
Promotes innovation
Involves and motivates others
Takes responsibility
Communicates a clear vision
of the future
Promotes and retains women
in positions of authority
Develops the talents, skills
and careers of staff
Focuses on creating the work
environment required to
achieve the agency strategy
Management
Values differences
Knows policies and applies
them correctly and
consistently
Empowers staff through
opportunities for growth,
development, leadership and
delegation of appropriate
authority and responsibility
Ensures that information
reaches all staff in a timely
and efficient manner
Fully utilizes knowledge and
expertise of national staff
Provides opportunities for
continuous learning
Monitors individual, team and
department performance, and
takes appropriate actions
based on that monitoring
Orients staff carefully on the
values, mission, strategy, and
policies of CCFN.
Sets challenging goals and
objectives
Recognizes exemplary
performance
Service
Customer service provides
timely, accurate, and complete
service to requests from CCFN
colleagues and CCFN partner
agencies.
Seeks creative solutions for
the needs of CCFN staff and
the people we serve (dual
constituency).
Applies a positive, action-
oriented attitude
Listens to identify and clarify
the will of a group
Accepts people and recognizes
their special and unique
talents