Organisational Performance Management
Contents
3 Roles and Responsibilities in the Performance Appraisal Process. 4
4 Output from Performance / Objectives. 4
7 HR Actions – Hire, Promotion, Transfer, Develop, Retire. 11
8 Staff Movement to new Positions. 12
Documentation and Record Keeping. 15
13 Org. Registry & Records. 16
1 Performance Management
Performance Management (PM) is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.
Personnel Performance Management (PPM) is focused on ensuring that the performance of personnel is achieved. However, organizational performance management (OPM) is focused on ensuring that the strategic business objectives of the organization are met by personnel.
In OPM, goal setting is done by thoroughly reviewing the business environment, gap and constraint analysis with evaluation of possibilities built into a corporate strategic plan. This Corporate Strategic Plan assigns roles and functions to the business units and departments further broken down into specific roles assigned to Positions.
The Objectives and Goals need to be SMART (Specific, Measurable, Achievable, Realistic, Time Bound). However in line with the principle that “what gets measured gets done” PM needs to be SAMART-ER, with the E being Evaluate and R being Review.
The complete system is therefore to Plan – Execute – Appraise – Evaluate and Review and then Plan again. “Proper Preparation Prevents Poor Performance”.
Performance Planning Cycle
2 Objective of PM
Performance does not happen by itself and can only be achieved by people working together as a team to deliver specific objectives and goals.
A well-designed performance management system can drive strong business results driven by staff have a thorough understanding of the key objectives of performance management goals.
The overall objectives of performance management are:
- To ensure that the organization has a clear, consistent and fair approach to appraisal.
- To acknowledge good performance.
- Evaluate the performance of employees in any organization.
- Improve employees’ performance.
- Decide performance expectations/requirements and discuss them with the employees.
- Determine if performance expectations/requirements are being met and how well they have been met.
- Set objectives for the year ahead for KPIs and goals.
- Encourage staff development.
- Objectively document employees’ performance.
- Inform employees of any performance strengths and weaknesses.
- Serve as a consideration in making promotional decisions.
- Inform employees are accountable for the quality and outcomes of their work.
- To align and build individual objectives along with the organizational objectives of the organization.
- To enhance the skills and personal development of employees, largely with the help of managers and leaders.
- To encourage work and working systems that help all employees in fulfilling their business goals.
- To ensure the right goals are set with evaluation results input to the next cycle.
PM Objectives are achieved through clear communication and buy-in by all staff followed by management effort to deliver and measure performance.
3 Roles and Responsibilities in the Performance Appraisal Process
Appraisees or Individual employees are responsible for:
- Their own performance and ensuring that they understand expectations in relation to work objectives, KPIs and ongoing work responsibilities for their role.
- Actively participate in the performance and review process by preparing for the appraisal discussion, contributing to their personal appraisal development plan and actively applying newly acquired knowledge and skills within the role.
- Self-assessment of their achievements and progress against objectives.
- Agreeing a Personal Development Plan (PDP) with their appraisers based on their JD, WS, TN, KPI.
Appraisers or Line managers are responsible for:
- Ensuring that each member of staff has an individual appraisal at least once every year.
- Ensuring that each member of staff has an up to date JD, WS, KPI with person specification and other details.
- Ensuring that each member of staff has an up to date performance appraisal manual.
- Ensuring that TN gaps are closed, so that appraisers have the necessary training, skills and information to carry out an appraisal discussion.
- Informing HR Department of the date of when an appraisal discussion has taken place so that the staff member’s electronic staff record is up-to-date and accurate.
- Ensuring the Position file is updated with appraisal documentation and a copy in the staff member’s personal file are held by the line manager and provide a copy to the appraisee and HR.
- Ensuring meaningful objectives are set which support overall organizational objectives.
- Agreeing a post appraisal annual performance development plan with all employees and providing support to meet that plan.
- Providing regular feedback on achievement and progress required to ensure continuous development.
- Ensuring that all employees have an equal access to the development opportunities.
- Recording the Performance Appraisal on the Manual Staff Record (MSR) or Electronic Staff Record (ESR).
4 Planning for Performance / Objectives
A performance management system should always deliver an “Appraisal Report for a period.”
The main objectives of the performance appraisal is to ensure that employees perform well to achieve the organizations objectives.
Organizational objectives are the output of a strategy session by management that defines:
- What (the Organization wants to do)
- Where (within the Org (Business Unit) that it will be done)
- When (it will be done by (Q1 – Q4 of a year OR, Y1 – Y4 of a mid-term plan)
- Who (Position and the Person (staff) occupying the Position / Role)
- Why (do it for the organization)
- Why (do it for the customer)
All objectives in strategy tie into these questions. The output of a strategic plan at its lowest level is a series of transactions that will deliver objectives.
5 Operationalization of PM
Operating a PM system is dynamic and requires a team of dedicated personnel to run.
Filing System
One of the first outcomes towards “accomplishing the strategic objectives of the organization” is to define the Org structure which separates the duties and the functions Org units are assigned to deliver, i.e. HR, Accounting, Procurement, PM, Learning & Development, Servicom, etc.
Inside each Org Unit, Positions are created to carry-out and deliver the work schedules, work flow and separation of duties, as required. Positions will be created in relation to the quantum of work to be delivered.
The Org structure forms the basis for a hierarchical filing system. Individual files are created for each Org unit and all activity relating to that Org will be stored in the file of that Org. Each Org unit will have unique number for identification which is also the file number.
Positions
Positions or Roles are created inside each Org Unit to carry the actual work. Each position has several attributes that define the Position. The Job Descriptions, Work Schedules, KPIs and Org Workflow are attributes of a Position.
Some attributes of Positions are:
- There are many Org Units. Each is identified by a non-repeated, unique Org. number.
- Each Org Unit has Positions inside it in a hierarchy with one Superior (Head) Position and several Subordinate Positions that report to the Head.
- Each Position is identified by a non-repeated, unique Position number.
- Each Positions has a Job Description (JD), Work Schedule (WS), (may have) Key Performance Indicators (KPI) and Training Needs (TN).
- There are many Job Descriptions and these can be repeated multiple times. i.e. “PA to Perm Sec” may have multiple instances across multiple Perm Sec. Offices. They will all be the same JD. However, each will be assigned to a unique position
- There are many Work Schedules and many staff can have the same WS.
- There are many KPIs. KPI can be repeated for all instances of the same KPI. i.e. all staff in a team may have the same KPI.
- Any JD, WS or KPIs may have special training needs (TN) that enables their performance requirements to be met. The cumulative TNs of the JD, WS and KPI of a Position are listed as the TN of the Positions attributes.
- Each Position has Workflow based on the hierarchical Org structure with work flowing between Superiors and Subordinates.
- There are many Staff. Each is identified by a unique IIPPIS number.
Staff are assigned to one Position at a time. 2 staff cannot be in the same position.
Job Description
Job descriptions are also known as job specifications, job profiles, and position descriptions. JDs are assigned to Positions and their attributes are inherited by the person assigned to the position.
A job description (JD) is a document that clearly states essential job requirements, rank, career path, job duties, job responsibilities, and skills required to perform a specific role. A detailed job description will cover how success is measured in the role so it can be used in performance evaluations.
A Job describes the work to be done, workflow between subordinate and superior reporting lines, attributes of the job such as location, hours and conditions of service.
The JD states the requisite attributes of the Job holder, rank, cadre, career path, experience, knowledge, skills, education, qualifications, gender, location, physical attributes and others.
Work Schedule
The actual tasks and work assigned to each position is a Work Schedule (WS). The WS contains the actual work that a position is created to deliver. Tasks should be SMART. Specific, Measurable, Achievable, Realistic and Time bound. In the WS:
S – A :Specific” task is stated clearly.
M – Its mode of “Measurement” is set (number, percentage or Y/N).
A – The measure should be “Achievable” (unambiguous and not under achievable)
R – It should be “Realistic” (if one is to scan documents – then a scanner is needed)
T – By a set “Time” / date; – day, week, month, quarter, year.
Strategic Plan
The strategic plan orchestrates the activities, work and deliverables of the organization, with sequence, separation and timing of activity in such a way as to deliver the goals of the organization.
Each strategic plan lasts for a specific period of usually up to 4 years, 10 years, 20 years, etc.
From the strategic plan, we create stable (4 year) corporate Key Performance Indicators (KPIs). KPIs are first assigned to the overall organization at the level of the office of the CEO and they cascade down to all heads of Org units.
Each new level uses the KPIs from the Org above to create KPIs that talk back to the mandates of the higher level.
Key Performance Indicators
Since Org units are all headed by the Person in the Chief Position – it implies that the KPI of the Org unit is carried by the person in the Chief Position and the scores of these people add up to the Organizational / Corporate Score while also representing the personal score of these staff.
Other subordinate staff have KPIs that cascade upwards and add up to deliver the performance of the Org unit or Chief position, while the individual scores are for the staff.
The Org structure usually remains stable for the delivery of a mid-term plan. KPIs usually remain stable with only small changes over the course of a 4 year mid-term plan.
KPIs also have to be SMART to be measured objectively.
Job Workflow
Two types of Positions exist. Superior or Chief Roles and Subordinate roles.
Each Org unit is headed by a Superior or Chief and the subordinated in that Org, who all report to the Chief Role.
Workflow is the flow of instructions from superior roles downwards to subordinate roles and flow of work outcomes back from the subordinate roles to the superior roles.
Where a multi-step workflow with multiple approval levels exist, work flows from the subordinate to the superior position and from that superior position to the superior position above and so on.
Multi step workflow exists to enable approval limits (authority, financial, etc.) for accountability, responsibility and separation of duties for surety.
In PM, staff are assessed in line with Org workflow by their Head of Unit only
Training Needs
Each JD, WS of KPI will require certain skills, knowledge and capabilities to deliver work efficiently. As such these translate to specific Training Needs (TN) for the WS, JD or KPIs. TNs can be assigned to JDs, WSs or KPIs. The collective TN of the JD, WS and KPI translate to the TN of the Position they are assigned to.
The TN of a position is used to match the suitability of a staff to be posted to that position. If the staff is overqualified, he is better placed in a position with higher responsibility and if he is under qualified he should be placed in a lower role. If the gaps is minimal, it may translate to training and development to close the gaps to enhance performance or development towards promotion.
Naming Convention
Positions and Job Descriptions are named in such a way that the job, work, function and performance expectation is clear.
As much as possible Position or JD should not be named as a Rank as Ranks are not Jobs. Director, Perm Sec, HoCSF are Ranks as well as Jobs. This is possible because they are few and “Director” is usually followed by the name of the department, i.e. D/Training which is a clear job / function.
DD alone is not a job. Rather Head Payroll, Head Audit, Head Training, Head Promotion, etc. are Jobs. However DD/Payroll, DD/Procurement are jobs as the name describes the role as well as seniority / authority.
The name of the Rank, for levels 14 downwards are not suitable as the name of Jobs. i.e. Manager/HR is not a job. It does not differentiate the Manager/HR in Payroll from the Manager/HR in Staff Welfare. “Schedule Officer Promotion” is a uniquely identifiable Job. Manager HR is a rank and career path of which there are hundreds of instances that cannot be defined in relation to work, performance or performance value.
The HR department is responsible for posting staff with consideration to seniority and rank within a convention that Positions / Roles /Jobs are names in line with the function and work to be performed by the incumbent staff in the Position.
Gap Analysis
Staff inherit all attributes of a position on being posted to the position.
On posting to a position, a gap analysis is done between the staff attributes as contained in the staffs personnel file and the attributes of the Position as listed in the JD, WS, TN and KPI of the position. i.e.
- The gap between staffs Rank and positions required Rank.
- The gap between staffs Training done and position Training need.
- The gap between staff Skills and position Skills requirement.
- Gaps for knowledge, education, career path, location, etc.
The profile matchup between his personal record and that of the job requirements will show various gaps, all of which form the developmental actions which are needed for the staff to perform optimally in that job.
The gap analysis can equally show when a staff is clearly over qualified or under qualified to be in a Job/Role and transfer to a more appropriate position should be made.
All gaps translate to the immediate staff development plan of the Organization for that staff to perform effectively in that position.
HR Training Plans may be based on rank, career path and other HR criteria. Performance based training and development is done in line with the needs of organizational performance plan based on gaps between the staff and his Positions TN requirements.
Help Desk
A key purpose of quarterly PM assessment is to assess and give quarterly feedback that enables correction of poor performance within the period for which goals and objectives are to be met.
A new school of thought says we should only measure staff “if they asked for help and if help was given”. Asking shows an understanding of the work to be delivered, how it is to be measured, and the skills, funding, capacity or material shortfall that will lead to an inability to deliver.
The request for help identifies the nature and solution to the issue, against which if help is given, the organization should have the dynamism to correct the issue and therefore to perform as required.
A PM system that only records performance at the time of assessment is less effective than one that has a functioning Help Desk to record help requests and address them in real time.
6 Filing records
Files must be maintained in the following manner.
- File records for all Orgs Units, each with a unique Org Number.
- Enterprise Structure showing all 100,000 Vacancies / Positions, each with a unique position number. (Each Position or role is initially created as a vacancy after which staff can be appointed to them with an assumption of duty certificate duly signed on assumption – the position is then occupied and no longer vacant)
- All 100,000 vacancies are created with Role, JD, WS, TN and KPIs.
- All 70,000 staff are created each with a unique IPPIS number.
- 70,000 staff are assigned to occupy 70,0000 positions.
- 30,000 vacancies for promotion, transfer and staff development are still available.
- Position files are NEVER deleted (if they hold any history) as their history is the record of both the staff work history (deployment) and also Position record of staff that have occupied that position.
- Positions may be moved, renamed, reassigned, transferred, etc. (so the number of positions remains 100,000) The Position number and its history are never changed.
- The creation of any new position, requires justification and the approval of the CEO.
7 HR Actions – Hire, Promotion, Transfer, Develop, Retire
HR is constantly developing staff in the form of:
- Hiring, new staff, sabbatical, transfer, exchange
- Promoting, upgrading, demoting
- Positing and assigning to new roles for development
- Remunerating, discipline, commendation, interdiction, suspension,
- Statutory leave, sick leave, study leave, etc.
- Special assignment, training and development
- Sabbatical leave (in or out of the service)
- Full employment, contracting and outsourcing of personnel
- Exit, termination, retirement, resignation, retirement, death
At the same time staff undergo on the job training and cultural alignment thru the Policies, Procedures and Processes of the organization.
Other HR actions relate to classification such as assigning to a career path, cadre and remuneration based on rank.
8 Transferring KPIs for Staff Movement to new Positions
Staff change roles or positions on average, every 3 to 5 years. This is due to promotion, transfer, or a change of position to replace or act for a person who has moved due to promotion, transfer or exit. On average a quarter of all staff will change position annually.
If an Organization has about 10,000 staff this will translate to about 2,500 staff movements per year. (10 per working day, or 200+ per month). These 2,500 changes require maintenance if the Performance Management plan is to be delivered with staff assessed for effort in Position each quarter.
The maintenance will follow the following steps each time staff change Position.
Each staff movement or reassignment will require a handover process by all the staff moving. The handover will cover the following content and actions:
- The staff to be transferred out, will write a handover note with current status of all work done against KPIs, (current KPI, activity, next steps, challenges, overall status, due date and traffic light status)
- Fill the “Person Assigned” sheet in the Position file with the reference number of Transfer Notice, date of notice, date of handover and IPPIS Number of staff leaving.
- The director will sign off and retain the file with other Vacancy files / Unoccupied Position files in his department.
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- When a new staff is assigned to a department, HR will send the Personnel file of each new staff posted to the director of the new department for his perusal.
- The director will review the staffs Personnel File in order to select vacancies the staff is suitable to fill.
- The Director will interview the new staff and decide which vacancy file to give to him. (If he is to replace and existing staff already in a position steps 1, 2 and 3 will be carried out for the incumbent staff – who will then also be assigned to a new available vacancy in that department – with HR notified of the internal change.)
- Each staff in a new position will sign off acceptance on all file attributes, of a Position – Role, JD, TN, WS, KPI and all gaps between position requirements and staff record will be highlighted for closing / development (and sent to HR to action.)
- An attribute sheet of new staff will be added to the Position File with details and date of resumption.
- The new staff will notify the director in writing within one month of assumption of any “HELP” needed in delivering the KPI of the position.
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- When staff exit due to death, transfer, retirement, approved leave, or any other forms of exit – (they are usually senior staff and) the positions they vacate cannot be left vacant. The Director of the department will notify HR and will carry out step 1, 2 and 3 and complete the hand over note in the case of death as the staff cannot do it himself, or the staff who is leaving will do a hand over note.
- The Director will assign a new staff to fill the Position following all steps for handover and notify HR.
- This will be repeated with staff moving up to fill the position of the person filling the first position and so on till all movement is done to ensure superior roles (Heads of Units) are all filled.
The steps above can be developed into a SOP – Standard Operating Procedure for Staff Movement and it ensures that at all times Superior / Head / Positions are occupied by a member of staff that carries the KPIs of those Positions to deliver the Goals of the Organization.
9 Measurability
Irrespective of the scoring mechanism selected by management for assigning performance scores against the fulfilment and delivery of KPIs as stated in the KPIs sheet, it is important to avoid subjectivity in scoring.
To achieve this, Superiors must be trained to understand and interpret performance results as management expects them to interpret. This training enables Subordinates to be assessed objectively by them.
Targets can be exceeded, implying that achievements can exceed 100%. But if scoring is limited to a maximum of 100%, then full delivery of a KPI should earn a score of 60%, allowing exceptional performance to score up to 80% and outstanding performance to score above 80%.
The evaluation of a director is also the evaluation of the Organization as the KPIs the director carries are the KPIs of the Department / Organization. This purpose of his evaluations is focused on immediate root cause analysis and correction wherever there is a shortfall so as to enable the organization to succeed in delivery of the KPIs.
The Director or Head of Department will be scored with complete honesty and transparency. One of the purposes of assessment has to be in evaluating the request for HELP and in delivering that HELP. In this way the organization is able to correct and meet its performance targets.
The assessment of a director / department should be done by a team of Peers and Perm Secs who can identify the issues and provide the help required – the review and discussions may take days of preparation followed by many hours of peer review. If there is an escalation beyond the Peer Review, it should involve the Head of Service.
The score earned belongs to the Position and is inherited by the staff through being assigned to that position. The assessment meets the needs of both the corporate and individual appraisal. There should be a strong correlation between the Directors score and Department score and any deviation greater than 10% is questionable.
Dispute Resolution
Disputes are resolved by the staff or management committees set up for this purpose.
10 Reporting and Analysis
Performance reports generated are the collation of divisional level, weekly reports that feed into departmental monthly reports with in turn feed into the Group quarterly reports, submitted to the CEO, who in turn may report to a higher body such as a Board of Directors quarterly or annually.
The collated reports should always be submitted along with an interactive live presentation with two-way feedback with superiors as to root cause analysis, next steps to take and correction.
At each level, presentation and submission of reports is an opportunity for the management team to review and tweak both staff and KPIs towards success.
Documentation and Record Keeping
Annual Performance Appraisal and Development Reviews should be recorded by Managers to confirm the appraisal discussions and outcome by completing appraisal forms which document:
a) Performance and progress on objectives for the previous year.
b) Agreed objectives for the coming year.
c) Feedback in relation to the values and behaviors.
d) Agreed development.
2. The appraiser and appraisee should each keep a copy of the completed documentation.
3. The record is kept in both the personnel file in HR Department and Org file in the Performance Department.
4. The record should be used as reference for the implementation of the agreed actions and for consideration of progress at the next review.
5. Performance appraisal information should be retained for a minimum period of years either on the employees personnel file or on the HR system
Confidentiality
The whole performance appraisal information including objectives and evaluation of performance will be treated with strict confidentiality at all times. Performance appraisal information will only be shared with authorized bodies.
11 Automation
PM should be automated. Each performance form (Org attributes, JD, KPI, WS, and Assessment results) contains various fields of data and these should update database tables in real time. In this way, a fully integrated system can generate customizable reports and dashboards that show in graphical format the performance of an organizations departments and sub units so that at a glance you can see deviation (positive or negative) and take action. You can also quickly retrieve data and history immediately with no delays making the organization more efficient.
Integration to existing systems such as payroll is encouraged as payroll has the records of all staff for: employment status, salary level, step, grade, career path, location, etc. If a staff exits or is suspended, under investigation, etc. It will be part of the payroll record.
The PMS should integrate to HR staff records. This should be done with full real time integration and not periodic file transfer so that a current real time version is used for each Performance Management action.
When PM is done in real time, if a superior has been terminated or exits for any reason the PMS will be updated of this fact and can be adjusted to take action in line with the Business Rules.
The PM System can be stand alone or integrated with a full Enterprise Resource Planning system. The choice will be determined by analyzing cost and business benefits of the options open to the organization.
Challenges to successful automation are:
- When not enough staff have laptops or access to required IT resources.
- PMS application is yet to be commissioned.
- A Policy document on maintaining Org files needs to be in place.
- The Org registry and Org files needs to be in place.
- Staff need to be assigned to the Org Registry to maintain records.
- Templates for designing standard JD, WS, TN, KPI need to be created.
- SOP for moving staff must also align KPIs so KPIs are never orphaned.
12 Org. Registry & Records
Every Organization has 3 file types that need to be stored in File Registries.
- These are a Policy File Registry that maintains policy and work documents.
- The Human Resource Registry that maintains HR records for each individual staff
- The Organizational Registry that maintains files for each individual Org and each individual Position.
The Org Registry records the components of the organizational structure of the service and the distribution of authority, responsibility and accountability for work tasks allocated to Positions that synergistically deliver the goals and objectives of the organization. The org registry maintains the relationship between staff and positions.
The organizational plan is delivered by KPIs assigned to positions and executed by the staff in those positions. It is the simplest and most effective way to allocate and track work (WS, JD, KPI) and is used by large complex organizations to ensure its KPIs are measurable and a realistic assessment of the staff in Positions is achieved.
File Content and Forms
| File | Content | Detail | Notes | |
| Personnel file | ||||
| captures all activity for each individual staff | ||||
| name | ||||
| date of birth | ||||
| IPPIS number | Sequentially allocated | Unique number | ||
| Phone number | unique contact details for each staff | |||
| Unique contact | ||||
| education | ||||
| qualifications | ||||
| professional affiliations | ||||
| certificates | ||||
| training record | ||||
| disabilities | ||||
| state of origin | ||||
| LGA | ||||
| home address | ||||
| permanent address | ||||
| next of kin | ||||
| contact details of NoK | ||||
| Recommendations | ||||
| Reprimandations | ||||
| Record of leave / time | ||||
| Org Record | ||||
| Org structure | ||||
| Of the whole Service | Of Offices, Departments, Divisions, Units etc | Org structure for the whole service with reporting lines | ||
| Org function / description | Functional description of the Org | |||
| Org number | unique identifier for each Office and unit | |||
| List of Vacancies (all positions) | Every Position is initially created as a vacancy | Enterprise Service Structure | ||
| List of occupied Positions | Staff can be allocated to positions on a one to one basis | All staff must be in a position. (No position number = no salary) | ||
| List of unoccupied (Vacancies) | Unallocated positions | List of all vacancies / positions (for promotion, expansion, dev. posting, etc.) | ||
| Positions | ||||
| Position number | unique identifier of each position / seat | |||
| date of position action | created / moved / date occupied / vacated / changed / delimited | |||
| Job Description | Name of Job | Name and function of job | ||
| Qualifications requirement | ||||
| Education requirement | ||||
| Rank / Seniority Requirement | ||||
| Work Schedule | tied to unique position no | |||
| Tools for work | ||||
| Training for tools | ||||
| Training Need | tied to unique position no | |||
| List of training needed | ||||
| List of associated training | ||||
| Workflow | tied to unique position no | |||
| Reporting lines (up – down) | staff can only be report to and be appraised by line manager | |||
| Assets for position | tied to unique position no | |||
| Scanner/ computer/ vehicle/ etc. | Included if an asset is a necessity for work | |||
| Key Performance Indicators | tied to unique position no | |||
| KPI tied to JD | KPI can be tied to JD | |||
| KPI tied to WS | KPI can be tied to WS | |||
| KPIs ties to Org strategy | KPI is developed of KPI of superior | |||
| KPI tied to Training | KPI to achieve or use training | |||
| KPI tied to personal attributes | KPI tied personal attributes | |||
| Performance scores | tied to position no | |||
| for org / for position | position score + can be collated for Org score | |||
| for position / Person | Position score + can be recorded for staff in position | |||
| Personnel | tied to position no | |||
| IPPIS No of person assigned | person assigned to position with date | |||
| Attributes of person assigned | gap between persons competencies and position requirements | |||
| Training gasp of person assigned | gap between persons training and position requirements | |||
| Gap in Rank / Career Path / etc. | Staff may be over or less than Rank for Position | |||
| Posting | ||||
| Staff IPPis No. posted to Position No. | ||||
| Acceptance sign off for positing | when a staff is posted he shall review the Org filer and sign off on JD, KPI etc. | |||
| Rejection of point | If he is fond unfit for post by director or staff can reject posting | |||
| Changes to attributes | KPI, JD etc. can be modified – addition / subtraction as required signed by director | |||
| Hand over note | handover is made at each time someone is posted out | |||
| Time stamp for posting | The date of taking over a position is recorded for accountability purposes. | |||
| Sign off on posting | Sign acceptance for Org file. |
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