• PROGRAM DEVELOPMENT AND MANAGEMENT

    This area provides focus to the business functions of an organization with emphasis on giving meaning to an organization’s strategic direction. Brings out the technical areas of how an organization executes its mandate to serving the outside world in relation to its set strategy.

Performance Appraisal Module facilitators Guide

CONTENTS

DEVELOPING/REVISING A PERFORMANCE APPRAISAL PROCESS

Module Overview

Session Facilitation Guide

SESSION 1: INTRODUCTIONS AND OBJECTIVES

SESSION 2: REVIEWING PA EXPERIENCE

SESSION 3: DEFINING PA PURPOSE AND OBJECTIVES FOR YOUR ORGANIZATION

SESSION 4: MAPPING THE PA PROCESS FOR YOUR ORGANIZATION

SESSION 5: DEVELOPING THE TOOLS

SESSION 6: ESTABLISHING A PA PLAN

SESSION 7: TRAINING STAFF AND SUPERVISORS

SESSION 8: IMPLEMENTING AND MONITORING THE PA PROCESS

SESSION 9: ACTION PLAN REVIEW AND MODULE COMPLETION

PERFORMANCE APPRAISAL CASE STUDY

NUPITA PA MODULE SESSION DECISION MAP .

MODULE OVERVIEW

A. PURPOSE

Performance appraisal (PA) is a key part of an organization’s performance management system. When done well it can help organizations to:

• Recognize and reinforce good performance

• Align staff roles, responsibilities, and objectives with organizational or program objectives

• Identify training and professional development needs

• Identify and formally address problems or issues

Performance appraisal is a formal process usually conducted once a year, sometimes with a six- month review. There are a number of different ways of conducting performance reviews, but many NGOs find objective-based methods to be most appropriate for the NGO context. In the objective-based process, PA entails both supervisors and individual staff setting and coming to consensus on performance objectives, communicating and documenting issues and obstacles, assessing past performance, and agreeing on a performance plan for the coming period. Some NGOs also include checklists or performance ratings in the processes. Another form of performance appraisal that some organizations like to include along with objective-based approaches is 360o performance appraisal. 360o performance appraisal refers to the process in which supervisors, peers, subordinates, and clients review an individual’s performance, allowing for a more holistic performance review.

This module is designed to guide NPI partners, with the assistance of NPI technical assistance providers, through a review and revision of their PA processes and tools. While there are many approaches to PA, the approaches and tools highlighted here are focused on strengthening the links between individual and organizational performance, reinforcing constructive performance communication, and establishing the conditions for performance improvement.

B. LEARNING OBJECTIVES

By the completion of this module, participants will have an understanding of the six key steps to developing or revising a performance appraisal process and will have developed:

• Statements of the PA purpose and objectives for the organization


• A supervisory structure and map of the PA process for their organization

• PA tool outline and the start of PA tools

• A PA implementation plan

• A PA workshop outline and list of tools and skills needed to conduct the workshop

• PA performance indicators

C. AUDIENCE

To be effective, this module needs to be conducted with the organizational staff members who will lead the process within the organization. This should include at least:

• The organizational manager or director

• Other senior managers (HR, finance, operations)

• Staff representatives

D. SCHEDULE

The following schedule outlines estimated time for each session and provides a suggested schedule for the workshop, assuming that all sessions are to be covered. The actual schedule should be developed in discussion with the organization and based on the sessions actually needed or required. Use the PA Module Session Decision Map in the appendix to help you decide which sessions to include. For example, the organization may want to focus on just a few of the sessions and leave the others out altogether or for the moment. The organization may also prefer longer days, or want to cover the material over three half-days instead of one-and-

a-half days. Use this plan as a resource when developing the schedule for module

implementation with the organization.

DAY 1

Time

Session

Topic

Format

9:00 – 9.30

1

Introductions and Objectives

Plenary

9:30 – 10:15

2

Case Study Part 1: Starting Out, New World Foundation’s

(NWF) PA Experience

Group review and discussion

10:15 – 10:30

TEA BREAK

10:30 – 11:00

3

Case Study Part 2: Designing/Revising the PA Process Step-by- Step.

Step 1: Defining PA Purpose and Objectives for your

Organization

Group review and discussion

11:00 –12:00

Activity: Defining PA purpose and objectives

Group Work


12:00 –1:00

LUNCH BREAK

1:00 – 1:45

4

Case Study Step 2: Mapping the Process for Your Organization

Group review and discussion

1:45 – 2:45

Activity: Organogram Review and PA Process Mapping

Group work

2:45 – 3:45

5

Case Study Step 3: Developing the Tools

Group review and discussion

3:45 – 4:00

TEA BREAK

4:00 – 5:00

5

Activity: PA ToolReview and Outlining

Group work

DAY 2

Time

Session

Topic

Format

9:00 – 9.30

6

Case Study Step 4: Establishing a PA Plan

Group review and discussion

9:30 – 10:00

6

Activity: Developing a PA Implementation Plan

Group work

10:00 – 11:15

7

Case Study Step 5: Training Staff and Supervisors

Group review and discussion

11:15 – 11:30

TEA BREAK

11:30 – 12:30

7

Activity: Developing a PA training Outline, listing tools and training skills needed to conduct the training

Group Work

12:30 –1:30

LUNCH BREAK

1:30 – 2:30

8

Case Study Step 6: Implementing and Monitoring the PA Process

Group Review and Discussion

2:30 – 3:30

8

Activity: Developing PA Management Performance Indicators

Group Work

3:30 – 4:30

9

Action Plan Review and Module Completion

Group Work

E. MATERIALS

• Pre-workshop questionnaire (appended to this document)

• Pre-workshop review (to be conducted by the OD advisor)

• Pre-workshop checklist (included in the Facilitator’s Guide)

F. WORKSHOP OVERVIEW

This module is organized around a case study of performance appraisal. The case study is organized in two parts. The first part gives an example of New World Foundation’s (NWF) first experience implementing a PA process. It will give organizations an opportunity to examine a process and begin to think about how PA is approached and what they would do differently.

The second part of the case study lays out the process for designing or revising a PA process in six steps. Together, parts one and two of the case study make up seven sessions, which you will guide participants through. Each session includes a case study review, but also an opportunity

for participants to design a different part of their PA process. When the case study is complete, participants should have a detailed plan and framework for completing design/redesign of their PA tools and process and may even have completed much of the design/redesign.


Trainer’s notes are provided for each of the sessions to help trainers guide the discussion and exercises. The notes include details on timing, preparation, materials needed and content to be covered as well as answers to case study review questions to help direct and manage discussion.

G. CONTENT SUMMARY

Session

Subject

1

Introduction and Objectives

2

Reviewing PA Experience

3

Defining PA Purpose and Objectives for your Organization

4

Mapping the Process foryour Organization

5

Developing the Tools

6

Establishing a PA Plan

7

Training Staff and Supervisors

8

Implementing and Monitoring the PA Process

9

Action Plan Reviewand Module Completion

H. INTERACTIVE EXERCISES

Each of the sessions contains discussion questions and interactive activities to help participants analyze the case study and develop a PA process for their own organization.

By the time participants have completed the module they should have developed or conducted:

1. A review of their PA experience (as appropriate)

2. Purpose and objectives for their PA process

3. A supervisory structure review

4. A map of the PA process including links to other organizational processes such as supervision

5. PA tools, new or revised

6. A PA implementation and monitoring plan including PA process monitoring indicators

7. A PA workshop outline including conducting PA meetings, providing feedback to staff,


completing PA forms and setting performance objectives

8. A PA action plan

I. ADDITIONAL RESOURCES

• PA tool examples

• Tips on conducting PA meetings

• Guidance on setting performance objectives

SESSION OBJECTIVES

• Welcome everyone and make introductions

• Review the objectives of the module and the module schedule

SESSION GUIDE

Topics

Format

Timing

1. Welcome

2. Introduction to facilitators

3. Introduction of participants

4. Participants’ expectations and concerns

5. Overview of workshop objectives and programme

Plenary presentation Plenary presentation Self-introduction Plenary discussion

Plenary presentation

5 min

5 min

5 min

10 min

5 min

Total: 30 min

MATERIALS

•Prepare participant folders with overall course schedule, course objectives, case study and supplementary materials

• Flipchart and color markers

• Overhead slide (OH) 1


FACILITATORS’ NOTES TO SESSION 1: INTRODUCTIONS AND OBJECTIVES

1. WELCOME TO THE WORKSHOP

The facilitator should welcome everyone and explain that the module has been designed to provide the organization an opportunity to develop or revise its performance appraisal process with guided technical assistance.

2. INTORDUCTION TO FACILITATORS

The facilitators should introduce themselves by name and job title. Although many organizations know you, not everyone participating in the module sessions may know you.

3. INTRODUCTION TO PARTICIPANTS

Ask participants to introduce themselves individually by name and job title. Also ask them to answer the question “What are you most hoping to learn from the performance appraisal workshop?”

4. PARTICIPANTS’ EXPECTATIONS AND CONCERNS

The main purpose of this activity is to assess alignment of participants’ expectations with the workshop objectives as well as address their concerns. This is done by asking participants to write down on a card or piece of paper what they intended to accomplish by participating in the workshop and to list their concerns regarding the PA process and the workshop.

5. WORKSHOP OBJECTIVES AND OVERVIEW OF PROGRAM

Present the workshop objectives using PA overhead 1 or, if no projector is available, guide

them through their workshop folders. Tell participants that they will find a copy of the workshop objectives in their folders.

Refer participants to the workshop program in their folders and briefly take them through each day’s agenda.

Tell the participants that in each session they will be reviewing a case study example and then working to develop their tools and systems in a step-by-step manner following the case study.


PA OVERHEAD I

WORKSHOP LEARNING OBJECTIVES

By the completion of this module, participants will have an understanding of the six key steps to developing or revising a performance appraisal process and will have developed:

• Statements of the PA purpose and objectives for the organization

• A supervisory structure and map of the PA process for their organization

• PA tool outline and the start of PA tools

• A PA implementation plan

• A PA workshop outline and list of tools and skills needed to conduct the workshop

• PA performance indicators

SESSION OBJECTIVES

• Review the NWF experience initiating a PA process

• Provide an opportunity for the organization to discuss its own experience with PA

• Discuss challenges, concerns or priorities for the revised PA process

SESSION GUIDE

Topics

Format

Timing

1. Review of session objectives

2. Review Case StudyPart 1: Starting

Out, NWF’s PA Experience

3. Case studyquestions

Plenary presentation

Group reviewof case study

Group discussion of case study questions

5 min

20 min

20 min

Total: 45 min

MATERIALS

• Overhead projector

• Flipchart, stand and markers

• OH 2.1 – Session Objectives

• OH 2.2 – Case Study Questions and Activities


GROUP WORK AND DISCUSSION GUIDANCE

•If the group you are working with is eight people or fewer, have them go through the case study together. If it is more than eight people, split the group in two.

• Start by having someone read the case study questions. This will help guide the group to

look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•Go through Questions 2 and 3: How is NWF’s experience similar to and different from the organization’s experience. Let the group talk openly about what issues or problems they have had, etc.

• Move to Question 4: Why do you think NWF encountered so many problems in its first

attempt to implement a PA process? Possible answers include:

- It is focused on the forms not the process

- They didn’t plan the process or define what they wanted to accomplish through the process

- They didn’t train supervisors or staff to implement the process

- They used it to focus on punishment rather than on performance improvement and reward

- No clear definition on employee performance objectives made it difficult to assess

performance

•For Question 5: Ask the group what they might do differently from NWF. Possible answers include:

- Define a clear purpose and objectives for the process: what does the organization

want to achieve by implementing PA?

- Focus on the whole process and not just the forms

- Focus on the positive aspects of the process – how it can help the organization improve. It is true that PA can be valuable in documenting problems, but this should be a sub-objective and not one of the primary reasons for doing it. If focus is on sanctioning staff, staff will understand it as a punitive process and will resist doing it.

- Train staff and supervisors to implement the process. PA discussion and setting of

objectives are often difficult for staff and supervisors.

- Define clear performance standards and objectives so there are objective measures of performance. To the greatest extent possible, these should be linked to organizational or program objectives and standards.


PA OVERHEAD 2.1


SESSION 2 OBJECTIVES


• Review the NWF experience initiating a PA process

• Provide an opportunity for the organization to discuss its own experience with PA

• Discuss challenges, concerns or priorities for the revised PA process


PA OVERHEAD 2.2

CASE STUDY PART 1: STARTING OUT, NWF’S PA EXPERIENCE ACTIVITIES AND DISCUSSION QUESTIONS

1. Review Part 1 of the case study

2. How is NWF’s experience similar to your organization’s experience?

3. How is NWF’s experience different from your organization’s experience?

4. Why do you think NWF encountered so many problems in its first attempt to implement a

PA process?

5. How would you go about improving this process?

6. What concerns do you have about the development or revision of your own PA process and what are some of your priorities?

SESSION OBJECTIVES

•Review Step 1 of the case study: Defining PA purpose and objectives for your organization

• Define a PA purpose and objectives for the organization’s own PA process

SESSION GUIDE

Topics

Format

Timing

1. Review of session objectives

2. Review case studyStep 1: Defining PA purpose and objectives for Your Organization

3. Activity: Defining PA purpose and objectives

Plenary presentation

Group reviewof case study

Group work

5 min

30 min

55 min

Total: 1 hr,

30min

MATERIALS

• Overhead projector

• Flipchart, stand and markers

• OH 3.1 – Session Objectives

• OH 3.2 – Case study questions and activities


GROUP WORK AND DISCUSSION GUIDANCE

•Follow the same group work approach as in Session 2 (all as one group or broken into two).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•When the case study has been read, ask the group: “Why do you think it was important that NWF define the purpose and objectives of its PA process?”

• Ask the group to work together to define the purpose and objectives of the PA process.

Use Overhead 3.2 to help them think through the difference between the purpose and objectives. Give them 30 minutes to come up with a rough draft, which is ready to post on the flipchart paper. Then work with them for the remaining 25 minutes to help hone the statements, make them sharp and clear.


PA OVERHEAD 3.1

SESSION 3 OBJECTIVES

•Review Step 1 of the case study: Defining PA purpose and objectives for your organization

• Define a PA purpose and objectives for the organization’s own PA process


PA OVERHEAD 3.2

CASE STUDY STEP 1: DEFINING PA PURPOSE AND OBJECTIVESYOU’RE YOUR ORGANIZATION

1. Review Step 1 of the case study

2. Use the time available to define a purpose and objectives for the PA process for your organization.

Purpose: What is the ultimate usefulness of the PA process for your organization?

Objectives: What do you hope to achieve through the application of a PA

process?

SESSION OBJECTIVES

• Review Step 2 of the case study: Mapping the Process for Your Organization

• Review and update the organization’s organogram (supervisory structure)

• Follow the questions in the case study to outline the PA process for the organization

•Think about and discuss how the PA process can be linked to other processes such as supervision or quality improvement so that it enhances and does not duplicate these processes.

SESSION GUIDE

Topics

Format

Timing

1. Review of sessionobjectives

2. Reviewcase studyStep 2: Mapping the Process forYour Organization

3. Activity: Review and update the organogram or supervisory structure

4. Activity: Develop an outline of the PAprocess by answering Betty’s questions listed at the beginning of Step 2 in the case study

5. Activity: List ways that the PA process willlink to other processes such as supervision, quality improvement, pay increases etc.

Plenary presentation

Group reviewof case study

Group work

Group work

Group work

5 min

40 min

25 min

25 min

10 min

Total: 1 hr 45min

MATERIALS

• Overhead projector

• A copy of the organization’s organogram

• Flipchart, stand and markers

• OH 4.1 – Session Objectives

• OH 4.2 – Case Study Questions and Activities


DISCUSSION GUIDANCE

Follow the same group work approach as in Sessions 2 and 3 (all as one group or broken in two).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•When the case study has been read, ask the group to pull out the organogram. Some organizations may be able to use their organogram for this exercise; others may need to map out a supervisory or staffing structure. Here’s how you tell what you need: If the organogram lists every position in the organization, then you can probably use it for this exercise, but if the organogram lists only major departments, then it will not be suitable for this exercise. The purpose of reviewing the organogram is to make sure that supervisory responsibilities are clear for all staff in the organization. By reviewing and updating the organogram, the organization will have a clear map of who will do performance appraisal for whom.

•When the organogram has been reviewed it should either be updated then and there, or, if there are major issues to resolve, the updating of the organogram should be registered in the action plan framework included at the end of the workshop packet.

•Once the organogram has been reviewed, the group should return to the case study and revisit the questions Betty asked NWF at the start of Step 2. Ask the group how they would answer the questions for their own organization. They should write their responses on a sheet of flipchart paper.

•Finally, when the questions have been answered, the group should move on to the last question, how will the PA process link with other important organizational processes such as supervision, quality assurance, pay increases, orientation, etc. Suggestions include:

- Require new staff to come up with performance objectives for their probationary period. Then do a PA at the end of the probationary period to document the new staff member’s performance and highlight areas of need.

- Include supervision forms or quality assurance forms, such as service delivery observations or supervision checklists, as part of the PA review. That way, changes in performance documented through supervision can be reviewed and discussed during PA meetings.

- Link the PA period with the payment review period so that pay increases are linked to performance.


PA OVERHEAD 4.1

SESSION 4 OBJECTIVES

• Review Step 2 of the case study: Mapping the Process for Your Organization

• Review and update the organization’s organogram (supervisory structure)

• Follow the questions in the case study to outline the PA process for the organization

•Think about and discuss how the PA process can be linked to other processes such as supervision or quality improvement so that it enhances and does not duplicate these processes.


PA OVERHEAD 4.2

CASE STUDY STEP 2: MAPPING THE PA PROCESS FOR YOUR ORGANIZATION

Key questions:

1. How often would PA be conducted?

2. Which staff would have their performance reviewed?

3. Who would conduct performance reviews?

4. How should performance reviews be conducted (one-on-one, 360°, other)?

5. How would the information documented in the performance reviews be used and monitored?

6. How will the PA process be linked to other organizational processes such as the pay period, supervision, or quality assurance?

7. What training would supervisors and staff require to implement the process effectively?

SESSION OBJECTIVES

• Review Step 3 of the case study: Developing the Tools

•Outline PA tools for the organization based on the purpose and objectives defined in Step 1.

• Make or plan changes to the PA tools.

SESSION GUIDE

Topics

Format

Timing

1. Review of session objectives

2. Review case studyStep 3: Developing the Tools

3. Review of purpose and objectives and outlining of key tool content

4. Activity: Review of current and example PA tools to select and frame newtools

Plenary presentation

Group reviewof case study

Group work

Group work

5 min

55 min

30 min

30 min

Total: 2 hrs

MATERIALS

• Overhead projector

• PA purpose and objectives flipcharts developed in Session 3

• Copies of the organization’s existing PA forms

• Copies of example PA forms

• Flipchart, stand and markers

• OH 5.1 – Session Objectives


DISCUSSION GUIDANCE

•Follow the same group work approach as in Sessions 2-4 (all as one group or broken into two groups).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•When the case study is complete, ask the group to examine the purpose and objectives they developed in Step 1. Then have them make an outline of what the PA tools need to include if they are going to effectively realize that purpose and objectives.

•When the outline is complete, have the group examine the existing PA forms (if applicable) to determine what works and should be kept and what else is needed.

• For ideas on what changes to make to the forms, the group can use the case study PA

forms as well as the other example PA forms included in the packet.

• Things to be considered:

o Will they be developing a single PA form for all staff or will different forms be needed to address different expectations for management, administration or field workers?

o If multiple forms are desired, ask them to map out the differences, but to focus on developing one form for the time being

o If additional forms will be needed, this, along with any additional work required to finish the PA forms, should be included on the action plan.


PA OVERHEAD 5.1

SESSION 5 OBJECTIVES

• Review Step 3 of the case study: Developing the Tools

•Outline PA tools for the organization based on the purpose and objectives defined in Step 1.

• Make or plan changes to the PA tools.

SESSION OBJECTIVES

• Review Step 4 of the case study: Establishing a PA Plan

• Develop a plan for implementation of the PA process for the organization

SESSION GUIDE

Topics

Format

Timing

1. Review of sessionobjectives

2. Review case study Step 4: Establishing a PA Plan

3. Activity: Develop an implementation plan for the organization

Plenary presentation

Group reviewof case study

Group work

5 min

25 min

30 min

Total: 1 hr

MATERIALS

• Overhead projector

• Action plan framework

• Flipchart, stand and markers

• OH 6.1 – Session Objectives


DISCUSSION GUIDANCE

•Follow the same group work approach as in Sessions 2-5 (all as one group or broken in two).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•When the case study is complete, ask the group to use the PA action plan framework to develop a plan for its own PA process. The plan should be step by step, as in the case study.


PA OVERHEAD 6.1

SESSION 6 OBJECTIVES

• Review Step 4 of the case study: Establishing a PA Plan

• Develop a plan for implementation of the PA process for the organization

SESSION OBJECTIVES

• Review Step 5 of the case study: Training Staff and Supervisors

• Review best practices in facilitating PA meetings

• Review guidelines for objective setting

• Develop a training outline for the PA process

•Develop a list of tools and training skills that will be needed to implement the training program

SESSION GUIDE

Topics

Format

Timing

1. Review of session objectives

2. Review case studyStep 5: Training

Staff and Supervisors

3. Activity: Develop a training outline for the PA process

4. Activity: Develop a list of training tools and skills that will be needed to implement the training

Plenary presentation

Group reviewof case study

Group work

Group work

5 min

1 hr, 10 min

40 min

20 min

Total: 2 hr,15 min

MATERIALS

• Overhead projector

• Training outline framework

• Action plan framework

• Flipchart, stand and markers

• OH 7.1 – Session Objectives

• OH 7.2 – Training Outline Guiding Questions


DISCUSSION GUIDANCE

•Follow the same group work approach as in Sessions 2-7 (all as one group or broken in two).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

•Encourage the group to take time looking through the training materials. Go over the performance evaluation facilitation guidance with the group. It may be useful to stimulate the group’s thinking by asking the following questions:

- What is different in this guidance than from their own understanding or practices of PA meetings?

- What do they think is useful in this guidance?

- What are their concerns?

• Then get the group to carefully work through the guidance on objective setting.

Objective setting can often be the most challenging aspect of PA for supervisors and staff. If time is available, you may want to ask each member of the group to write one objective for him/herself and share it with the group. Does the objective meet all the SMART criteria?

•When a careful review of the case study and materials is complete, ask the group to work together to develop an outline for its own training program. Present them with the questions on PA overhead 7.2 to help guide them through the planning process.

•It is important to remind the group that the purpose of the training should be to build the skills of the staff or supervisors to implement the PA process effectively. Thus, training methods should be as hands-on as possible.


PA OVERHEAD 7.1

SESSION 7 OBJECTIVES

1. Review Step 5 of the case study: Training Staff and Supervisors

2. Review best practices in facilitating PA meetings

3. Review guidelines for objective setting

4. Develop a training outline for the PA process

5. Develop a list of tools and training skills that will be needed to implement the training program


PA OVERHEAD 7.2

SESSION 7: TRAINING OUTLINE GUIDING QUESTIONS

1. Who needs to be trained?

2. What should be the outcome of the training?

3. In what aspects of the PA process do they need to be trained: management, administration, conducting PA meetings, conducting self-evaluations, setting objectives?

4. What hands-on activities can be used to make the training a real skills building training and not just knowledge sharing?

5. Do we have all the tools, materials, and skills we need to do this training or will we need more materials or help conducting the training?

6. When does the training need to take place in order for the PA process to be implemented according to schedule?

7. How will we know the training was effective?

SESSION OBJECTIVES

• Review Step 6 of the case study: Implementing and Monitoring the PA Process

• Develop management performance indicators for the PA process

• Develop a monitoring plan for the PA process

SESSION GUIDE

Topics

Format

Timing

1. Review of session objectives

2. Review case studyStep 6: Implementing and Monitoring the PA Process

3. Activity: Developmanagement performance indicators for the PA process

4. Activity: Developa monitoring plan for the PA process

Plenary presentation

Group reviewof case study

Group work

Group work

5min

55 min

30 min

30 min

Total: 2 hrs

MATERIALS

• Overhead projector

• Action plan framework

• Flipchart, stand, and markers

• OH 8.1 – Session Objectives


DISCUSSION GUIDANCE

•Follow the same group work approach as in Sessions 2-6 (all as one group or broken in groups).

•Start by having someone read the case study questions. This will help guide the group to look for key issues as they read through the case.

• Ask the group to take turns reading the case study.

• Question 2: Did the organization fully reach its PA objective?

o No, it set out to have 100% of staff with completed PAs, but only achieved 85%

• Question 3: If not, how did they decide to address this issue?

o To address the issue, the organization extended the PA period from four weeks to six weeks

•Question 4: How important was monitoring the PA process to the organization’s ability to effectively implement and strengthen the PA process?

o By setting a goal of 100% and measuring how many PAs were actually completed, the organization was able to identify a problem: supervisors felt they didn’t have enough time and they came up with a solution before the problem escalated.

o By doing a survey of the staff and supervisors, the organization was able to identify that they had addressed most of the staffs concerns, but that other issues remained, such as supervisors feeling they didn’t have time. The results of the survey helped them address the issues (i.e. making sure that supervisors understood that PA wasn’t an extra task, but was actually part of their work responsibility).

• Question 5: What did the supervisor do to help the staff member, Alfred?

o Treated him with respect

o Asked to see Alfred’s objectives, pointed out what Alfred had done well first, then noted what needed to be done to make them good objectives

o Worked with him to try and revise them – he didn’t just send him away to try again, but actually worked through them with the staff member

o Worked with Alfred to identify skills he needed to do his job well and came up with two solutions to help improve his skills: 1. A supervision checklist; and 2. A


training on HIV/AIDS counselling to build his technical capabilities

• Question 6: How did Alfred feel after his performance review meeting?

o Empowered

o Motivated and excited

o Supported

o Important part of and critical to the larger objectives of the organization (the bigger picture)

•Ask the group how it will monitor its own PA process. Get them to start thinking about this by developing some management performance indicators for PA. Examples include:

o % of PA meetings taking place within X time period

o % of staff with objectives that meet standards for objective setting (SMART)

o % of staff who feel positive about the PA process (based on a survey)

•The group should use the PA action plan framework to document their monitoring activities and PA performance indicators. Ask them to look through the action plan and enter the monitoring and indicators where appropriate.


PA OVERHEAD 8.1

SESSION 8 OBJECTIVES

1. Review Step 6 of the case study: Implementing and Monitoring the PA Process

2. Develop management performance indicators for the PA process

3. Develop a monitoring plan for the PA process

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