NEW HOPE NURSERY AND PRIMARY SCHOOL

OWOO SUB-COUNTY, ASWA COUNTY, GULU DISTRICT

P. O. BOX 360730, GULU-UGANDA
Tel: 0782509058/ 0709519058 /0779756720/ 0780733438

SECTION A: PERSONAL DETAILS OF THE APPRAISEE

1. Details of the appraisee

Name ………………………………………………………………………………………

Job title ……………………………………………………………………………………

Department……………………………………………………………………………...

Length of time in post ………………………………………. Date of appraisal ……………………………………………

1. Job description (to be agreed with the employee)

SECTION B: ASSESSMENT OF PERFORMANCE

2. Assessment of performance (tick as appropriate)

Assessment area Supervisor’s A B C D

Comment
Well ahead of More than Less than Unsatisfactor
standard satisfactory satisfactory – y – below the
– slightly needs slight standard
above job improvemen reasonably
requirement t expected
s

Volume of work
How does the Exceptionally Output is Output is Insufficient –
amount of work high output usually above occasionally improvement
done compare with average unsatisfactory needed
the job
requirements?

Job knowledge
Does the employee Exceptionally Good Lack of job Inadequate
have the thorough knowledge of knowledge knowledge of
knowledge to do knowledge of own job and sometimes own work
the job properly? own job and related work hinders
related work aspect progress
Assessment area Supervisor’s A B C D
Comment
Well ahead of More than Less than Unsatisfactor
standard satisfactory satisfactory – y – below the
– slightly needs slight standard
above job improvemen reasonably
requirement t expected
s

Safety awareness
Consider in regard Highly A good Sometimes Disregards
to safe working motivated attitude to has to be basic safety
practices towards safety. safety and reminded of precautions
Always insists encourages safety
on safe others precautions at
working likewise work
practices

Dependability
How well does the Always Little Requires Requires
employee follow thoroughly supervision more frequent constant
procedures? reliable required checks than supervision
normal

Teamwork
How well does the Works Co-operative Usually gets Unco-
employee work extremely well and flexible along operative,
with others to with others reasonably resists change
accomplish the and responds well but
goals of the job and enthusiasticall occasionally
work group? y to new unhelpful
challenges

Attendance &
punctuality Attendance
Exceptionally Absence Frequently late
levels are
What is the punctual. and/or and/or absent
acceptable
employee’s pattern Rarely absent lateness levels
and is rarely
of absence and are higher
late
punctuality? than average

Work planning
Consider Displays Organises Needs to Does not plan
employee’s success excellent work well improve some effectively
in planning own planning aspects of
work ability work planning

Communication
How effective is Exceptionally Usually, a Some Does not
the employee at effective in all good difficulties communicate
verbal and written written and communicator with written effectively
communication? verbal and/or verbal
communicatio communicatio
n n

Overall marking
Well ahead of More than Less than Unsatisfactory
standard satisfactory – satisfactory – – below the
performance slightly above needs slight standard
job improvement reasonably
requirements expected
 SECTION C: ASSESSMENT OF CORE COMPETENCIES

Definition of the Performance Levels

Excellent (5): The Appraisee has exceeded the agreed targets and has consistently produced results of
excellent quality and demonstrated a high level of productivity and timeliness. The Appraisee is a model of
excellence in both the results achieved and the means by which they are achieved.

Very good (4): The Appraisee achieved all the agreed outputs in line with the agreed targets. The Appraisee
consistently meets expectations for the outputs achieved and the means by which they are achieved.

Good (3): The Appraisee achieved most, but not all the agreed outputs in line with the agreed targets, and
there is no supporting rationale for not meeting the other commitments.

Fair (2): The Appraisee has achieved minimal outputs in line with the agreed targets and without a
supporting rationale for inability to meet the commitments.

Poor (1): The Appraisee has not achieved most of the agreed targets and without supporting rationale for
not achieving them.

Overall Assessment of Performance

Overall assessment of performance should be derived by adding the scores at each performance level and the
total divided by the total number of outputs. The average of the scores obtained shall be the overall
assessment.

Overall Performance Level

Excellent Very Good Good Fair Poor

5 4 3 2 1

Tick the relevant box

This section should be filled by the Appraiser after joint discussions between the Appraiser and
Appraisee. The assessment will help establish any areas where some training or development is
necessary. The Appraisee should be rated only in areas, which are relevant to his/her job. The
maximum points per competence are 5, where 5 is for Excellent, 4 - Very Good, 3 - Good, 2 - Fair, 1 –
Poor, N/A - Not Applicable. The Appraiser should give work related examples under comments, to
justify their rating.

COMPETENCE ASSESSMENT COMMENTS

Performance level
attained
(Please tick)
5 4 3 2 1 NA

Professional knowledge/skills
Draws on own experience, knowledge and expertise to demonstrate
good judgment; relates professional knowledge to work.

Planning, organizing and coordinating

Shows ability to think critically, anticipating potential challenges and
opportunities.
Prioritizes own work, develops and implements plans; rationally
allocates resources, builds group capacity for effective planning and
 Leadership
Keeps people informed; models and encourages personal
accountability; uses power and authority fairly; demonstrates
credible leadership, champions new initiatives; reinforces and
communicates a compelling vision for change.

Decision Making
Makes logical analysis of relevant information and factors;
develops appropriate solutions and takes action, generates ideas
that provide new insight; provides reasons for decision or actions,
is objective.
Team work
Works cooperatively and collaboratively; builds strong teams;
shares information and develops processes to improve the
efficiency of the Team.
Initiative
Shows persistence by addressing current problems; acts
proactively, plans for the future and implements comprehensive
plans.
Is open to new ideas; curious about and actively explores new
possibilities; identifies how to create more value for customers;
takes action on innovative ideas and champions innovation.
Communication
Actively listens and speaks respectfully; seeks to send clear oral
and written messages; understands the impact of messages on
others.
Result Orientation
Takes up duty willingly and produces results.
Integrity
Communicates values to others, monitors own actions for
consistency with values and beliefs, takes pride in being trust
worthy; is open and honest and provides quality services without
need for inducements.
Human Resource Management
Works effectively with people to achieve organizational goals.
Motivates the supervisees, focuses on the knowledge, skills and
attitudes and the general work environment that affects their
efficiency and effectiveness. Trains, mentors, coaches, inspires,
motivates the supervisees, delegates effectively and are able to
build a strong
working team.
Financial Management
Knows the basic financial policies and procedures; familiar with
the overall financial management processes.
Management of other resources (equipment & facilities)
Effectively and efficiently uses resources to accomplish tasks.
Time Management
Always in time and accomplishes tasks in time required and
maximizes the use of time to achieve set targets.
Customer care
Responds well and attends to clients. Reflects a good image for the
public service.

Loyalty
Speak positively about the organization, promoting its value and
mission.

SECTION D: OVERALL PERFORMANCE RATING

a) Strength.
What are the employee’s greatest strengths?
………………………………………………………………………………………………………………………………………………
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 b) Areas of improvement
What areas does the employee need to improve on?
………………………………………………………………………………………………………………………………………………
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SECTION D: ACTION PLAN TO IMPROVE PERFORMANCE

The Action Plan shall be jointly agreed during the performance appraisal meeting, taking into consideration
the Appraisee’s required job competences and the identified performance gaps.

The action plan to improve performance may include; Training, Coaching, mentoring, attachment, job
rotation, counseling and or provision of other facilities and resources.

Where the plan (s) involves formal training of the Appraisee, the record should be forwarded to the Training
Committee.

Performance Gap Agreed Action Time frame

SECTION E: COMMENTS, RECOMMENDATIONS (IF ANY) AND SIGNATURES

This section is to be completed by the Appraisee, Appraiser and the counter signing Officers. It is a
confirmation that the appraisal meeting took place and that there was agreement or if there was
disagreement, it was resolved. It is also confirmation that the action plan to improve performance was
discussed and agreed upon. The Appraisee / Appraiser / countersigning officer should use this section to
comment about the job, career and any other relevant information.

Comment and Recommendation;

Head Teacher’s comment recommendation,

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Director’s comment and recommendation,

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Signatures;

Director: Name………………………………………………………………………………………………Sign……………………………….
Head Teacher: Name……………………………………………………………………………………...Sign…………….…………………..

Appraisee: Name……………………………………………..…………………………………………….Sign…………………………………