Database administration level IV

SHASHEMENE POLY TECHNIQUE COLLEGE

Data base Administration

Level IV

Unit of Competence: Plan and Organize Work

Module Title: Planning and Organizing Work
TTLM Code: ICT DBA4 01 0710

Learning outcomes:
LO1: Set Objectives
LO2: Plan and schedule work activities
LO3: Implement work plans
LO4: Monitor work activities
LO5: Review and evaluate work plans and activities

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Information EIS DBA

Set Objectives
Set Objectives
An objective is something that you plan to achieve.
OBJECTIVES: States what is to be accomplished in singular, specific and measurable terms with a target date.
Objective provides structure and clarity of expectation for the individual, the manager, the team and department.
It provides the link between the purpose of the job role and the Individual’s efforts, they also form the basis
from which an individual’s contribution will be assessed. Objectives should relate to the expectations and
requirements of all the major stakeholders, including employees, and should reflect the underlying reasons for
running the business. These objectives could cover growth, profitability, technology, offerings and markets. To
perform tasks stated with in objective of entire project or system we must need resources:
A resource is something that you can use to achieve objective.
E.g. Personnel, Equipment and technology, Services, Supplies and materials, Sources for accessing specialist
advice, Budget
What do objectives do?
Setting objectives focuses attention and action. Objectives give you something to work towards, and help to
direct energy and effort. They stimulate the need to act.
How we set objectives in SMART way.
A usefully stated objective is useful to the extent that it conveys to others a picture of what the outcome will be
like.
SMART framework for setting objectives forces us to consider the following Questions.
Specific: target a specific area or change
 Does the objective state a defined outcome/ result?
 Is it precise? (avoid ambiguous statements)
Being specific about an outcome leads the identification of what will be achieved.
Measurable: quantify or at least suggest an indicator of change or progress
 Can the outcome be quantified – if so, how?
 If the outcome can’t be quantified – what indicators will show that the objective has been achieved?
You will need to take into account, who will be measuring the achievement, when it will be
measured and how often. If the objective is going to be measured against an evaluation or
assessment carried out by others
Achievable: specify goals that are reachable
 Is it within the reviewee’s capabilities? (this includes being challenging and offering an
opportunity for development?)

 Is it in line with the reviewee’s job summary and expectations?

 Is it set within available resources (time and/or money)?
Objectives need to take into account the resources necessary to achieve them and the external factors which can
either support or prevent their achievement. Some objectives are unachievable because they assume actions on

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the part of others which do not happen, or skills which are not present, or funding which is unreliable. A useful
way of considering conditions and their potential impact is to identify them and then ‘sort’ them as follows.
 What is in our control?
 What do we have influence over?
 What do we have to accept (and cannot change)?
Recognizing what is possible and what is not possible and why is an important part of defining
an acceptable level of contribution against which a reviewee is prepared to be measured against.
Relevant: state what results can realistically be achieved, given available resources
 Does it link to the objectives and priorities of the team/department/ University?
 Is it appropriate to post?
The job summary and the Departmental priorities/ objectives provide the context for this.
Time-framed: specify when the result(s) expect to be achieved
 Has a date been set for the completion of each objective?
 Identify whether the objectives are short, medium or long-term?
 If long-term objectives are agreed, ensure there is a series of phased dates for view/achievement.
Eg : To respond to all email enquiries within 3 working days.
Eg : To respond to all international email enquiries within 2 working days and all non international emails
within 4 working days throughout the year.
The following are some key terms included in work planning
Vision: The first step is to develop a realistic Vision for the business. It should be presented as a pen picture of
the business in three or more year’s time in terms of its likely physical appearance, size, activities, structure,
scale offerings etc. Consider its future products, markets, customers, processes, location, staffing etc. eg. I will
come to America, which is the country for me. Once there, I will become the greatest bodybuilder in
history.......... I will go into movies as an actor, producer and eventually director. By the time I am 30 I will
have starred in first movie and I will be a millionaire...... I will collect houses, art and automobiles.
Mission: The nature of a business is often expressed in terms of its Mission which indicates in a factual way
the purpose and activities of the business in terms of operations, (unique) characteristics, functions, customers,
offerings, sectors/segments, scale/scope/penetration, methodologies, technologies, resources etc. Just answer the
questions as to what the business really is and does in qualitative terms. If planning for a startup, base the
mission statement on the business as it would be once operational - be realistic and practical rather than
ambitious.
Eg. The company will engage in research, development, and manufacture and sales of integrated electronic
structures to fulfill the needs of electronic systems manufacturers. This will include thin films, thick films,
semiconductor devices, and ......... A variety of processes will be established, both at a laboratory and
production level ...... as well as the development and manufacture of special processing and test equipment
required to carry out these processes. Products may include diode transistors ....... Principal customers for
these products are expected to be the manufacturers of advanced electronic systems ..... It is anticipated that
many of these customers will be located outside California. When drafting a mission statement, critically
examine every noun, adjective and verb to ensure that they are focused, realistic and justified.
Values: The next element is to address the Values governing the operation of the business and its conduct or
relationships with society at large, customers, suppliers, employees, local community and other stakeholders.

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Strategies: rules and guidelines by which the mission, objectives etc. may be achieved. It covers the business
as a whole including such matters as diversification, organic growth, or acquisition plans, or they can relate to
primary matters in key functional areas, for example:
 The company's internal cash flow will fund all future growth.
 New products will progressively replace existing ones over the next 3 years.
 All assembly work will be contracted out to lower the company's break-even point.
We Use SWOTs (Strength, Weakness, Opportunity and Threat) to identify possible strategies by building on
strengths, resolving weaknesses, exploiting opportunities and avoiding threats.
Goals: are general targets to be accomplished that are translated into actionable objectives.
(Desired outcomes for individuals, groups or entire organizations)
Goals should be quantifiable, consistent, realistic and achievable (SMART). They can relate to factors like
market (sizes and shares), products, finances, profitability, utilization, efficiency.
TYPE OF GOALS
Financial Goals: related to the expected internal financial performance of the organization.
Strategic Goals: related to the performance of the firm relative to factors in its external environment (e.g.,
competitors).
Stated Goals: official statements of what an organization says, and what it wants its various stakeholders to
believe its goals are.
Real goals: goals that an organization actually pursues, as defined by the actions of its members.
Programs: The final elements are the Programs which set out the implementation plans for key strategies.
These should cover resources, objectives, time-scales, deadlines, budgets and performance targets.

Information EIS DBA

Plan and schedule work activities
What is work
planning?
Plan: A detailed proposal for doing or achieving something.
 Make preparations for an anticipated event or time.
Work: Activity involving mental or physical effort done in order to achieve a result.
Work-planning is the process of determining what an office intends to carry out for the term of a work cycle.
Work-plans should be constructed within the guidance and focus of a strategic plan and should contain the
operational details that illustrate exactly what services will be delivered and to what level of quality. Plan is
written documents that outline how goals are to be accomplished.
Work plan provides a way of coordinating the work that needs to be done with an emphasis on continuous
improvement and innovation. Its characteristics are collegiality and cooperation, where collective responsibility
is shared by each member of a group with minimal supervision from above. The group works and acts together
willingly for a common purpose or benefit to accomplish the aim of the system. In order to function effectively,
it is essential for all staff in an organization to have a clear understanding of the organization's overall strategic
direction. This description, or "work plan," provides the basis for empowering staff members to participate in
planning how their work is best accomplished with available capital and human resources. The work plan is a
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written statement which identifies the work which needs to be accomplished by an individual staff member in
order to successfully achieve the aims of their work group and the organization.

Planning is an ongoing step and can be highly specialized based on organizational goals, division goals,
departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within
his or her individual area.
The purpose of planning includes:
- To minimize the cost of performance and eliminate unproductive efforts.
- Provide sense of direction and ensured that efforts are being put to useful purpose instead of being wasted.
- It also enable us to concentrate our efforts on the most important jobs rather than wasting time on the lesser
important work.
- It also provides a basis for teamwork; as when the goals are properly defined assignments can be fixed and
all the members can start contributing in the achievement of these objectives.
- It also facilitate control because without planning there will be nothing to control.
- To manage implementation of your project by enabling you to track implementation against expectations.
- It specifies the reporting time frame while the implementation is on progress.
- To evaluate outcomes or assess whether outcomes are achieved, or not, etc.

Steps to be considered during work plan activities,

1. Identify the work activities to be completed and prioritize them according to the organization rule
2. Break down work activities into steps in accordance with set time frame.
3. Allocate resource per requirement of the work activity
4. Assign the appropriate personnel for the scheduled work activity
TYPES OF PLANS
Strategic plans: plans that apply to the entire organization and establish the organization’s overall goals.
Operational plans: plans that encompass a particular operational area of the organization.
Long-term plans: plans with a time frame beyond three years.
Short-term plans: plans covering one year or less.
Specific plans: plans that are clearly defined and leave no room for interpretation.
Directional plans: plans that are flexible and set out general guidelines.
Single-use plan: a one-time plan specifically designed to meet the needs of a unique situation.
Standing plans: ongoing plans that provide guidance for activities performed repeatedly.
Graphically we can represent types of plans as follows:

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Characteristics of Planning
1. Planning is goal-oriented.
Planning is made to achieve desired objective of business. The objectives or goal established must be
acceptable; otherwise individual efforts & energies will go misguided and misdirected. Planning identifies the
action that would lead to desired goals quickly & economically. It provides sense of direction to various
activities.
2. Planning is looking ahead.
 Planning is done for future.
 It requires peeping in future, analyzing it and predicting it.
 Planning is based on forecasting.
 It is a mental predisposition for things to happen in future.
3. Planning is an intellectual process.
 Planning is a mental exercise involving creative thinking, sound judgment and imagination.
 It is not a mere guesswork but a rotational thinking.
 A manager can prepare sound plans only if he has sound judgments, foresight and imagination.
 Planning is always based on goals, facts and considered estimates.
4. Planning involves choice & decision making.
 Planning essentially involves choice among various alternatives. .

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 A manager is surrounded by numbers of alternatives. He has to pick the best depending upon
requirements & resources of the enterprises. Thus, decision making is an integral part of planning
5. Planning is the primary function of management / Primacy of Planning.
 Planning lays foundation for other functions of management.
 It serves as a guide for organizing, staffing, directing and controlling.
 All the functions of management are performed within the framework of plans laid out.
 Therefore planning is the basic or fundamental function of management.
6. Planning is a Continuous Process.
 Planning is a never ending function due to the dynamic business environment.
 Plans are also prepared for specific period of time and at the end of that period, plans are subjected to
revaluation and review in the light of new requirements and changing conditions.
 Planning never comes into end till the enterprise exists issues, problems may keep cropping up and
they have to be tackled by planning effectively.
7. Planning is Pervasive.
 It is required at all levels of management and in all departments of any enterprise. Even if the scope of
planning may differ from one level to another.
 The top level may be more concerned about planning the organization as a whole whereas the middle
level may be more specific in departmental plans and the lower level plans implementation of the same.
8. Planning is designed for efficiency.
 Planning leads to accomplishment of objectives at the minimum possible cost.
 It avoids wastage of resources and ensures adequate and optimum utilization of resources.
 Planning must lead to saving of time, effort and money.
 Planning leads to proper utilization of men, money, materials, methods and machines.
9. Planning is Flexible.
 Planning is done for the future. Since future is unpredictable, planning must provide enough room to
cope with the changes in customer’s demand, competition, government policies, etc.
Importance of planning
If you plan and organize a job well, it should be a productive and positive experience for everyone. We plan
what we are going to do and organize the resources and people needed to do it. This could mean creating a
timeline, resource required, budget and job list first. Every job requires planning and organizing.
Planning enables:-
Efficient Use of Resources: All organizations, large and small, have limited resources. The planning process
provides the information top management needs to make effective decisions about how to allocate the resources
in a way that will enable the organization to reach its objectives. Productivity is maximized and resources are
not wasted on projects.
Establishing Goals: Setting goals that challenge everyone in the organization to strive for better performance is
one of the key aspects of the planning process. Goals must be aggressive, but realistic. Organizations cannot
allow themselves to become too satisfied with how they are currently doing or they are likely to lose ground to
competitors. The goal setting process can be a wake-up call for managers that have become complacent. The
other benefit of goal setting comes when forecast results are compared to actual results. Organizations analyze
significant variances from forecast and take action to remedy situations where revenues were lower than plan or
expenses higher.

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Managing Risk: Managing risk is essential to an organization’s success. Planning encourages the development
of “what-if” scenarios, where managers attempt to envision possible risk factors and develop contingency plans
to deal with them. The pace of change in business is rapid, and organizations must be able to rapidly adjust their
strategies to these changing conditions.
Minimize uncertainties: Business is full of uncertainties. Planning is always done for future and future is
uncertain. With the help of planning possible changes in future are anticipated and various activities are planned
in the best possible way. So Planning helps in reducing uncertainties of future as it involves anticipation of
future events. Although future cannot be predicted with the percent accuracy but planning helps management to
anticipate future and prepare for risks by necessary provisions to meet unexpected turn of events. Therefore
with the help of planning, uncertainties can be forecasted which helps in preparing standbys as a result,
uncertainties are minimized to a great extent.
Facilitates coordination and improves employee’s moral: Planning promotes team building and a spirit of
cooperation. When the plan is completed and communicated to members of the organization, everyone knows
what their responsibilities are, and how other areas of the organization need their assistance and expertise in
order to complete assigned tasks. Potential conflict can be reduced when top management solicits department or
division managers’ input during the goal setting process since planning revolves around organizational goals
and all activities are directed toward common goal. Therefore, there is an integrated effort throughout the
enterprise in various departments and groups.
Create Competitive Advantages: Planning helps organizations get a realistic view of their current strengths
and weaknesses relative to major competitors. The management team sees areas where competitors may be
vulnerable and then crafts marketing strategies to take advantage of these weaknesses. Observing competitors’
actions can also help organizations identify opportunities they may have overlooked.
Since it involves the change in work methods, quality, quantity designs, extension of work, redefining of goals,
etc. With the help of forecasting not only the enterprise secures its future but at the same time it is able to
estimate the future motives of it’s competitor which helps in facing future challenges. Therefore, planning leads
to best utilization of possible resources, improves quality of production and thus the competitive strength of the
enterprise is improved.
Facilitates management by objectives: Planning begins with determination of objectives.
It highlights the purposes for which various activities are to be undertaken.
In fact, it makes objectives more clear and specific.
Planning helps in focusing the attention of employees on the objectives or goals of enterprise.
Without planning an organization has no guide.
Planning compels manager to prepare a Blue-print of the courses of action to be followed for accomplishment
of objectives.
Facilitate controlling: By determining the objectives of the organization through planning all the people
working in the organization are informed about when, what and how to do things. Standards are laid down
about their work, time and cost, etc. Planning facilitates existence of certain planned goals and standard of
performance and provides basis of controlling. B/c we cannot think of an effective system of controlling
without existence of well thought out plans. Planning provides pre-determined goals against which actual
performance is compared. In fact, planning and controlling are the two sides of a same coin. If planning is root,
controlling is the fruit.
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Encourages or promotes innovations: Planning selects the best alternative out of the many available options.
All these alternatives do not come to the manager by them self, but they have to be discovered. While making
such an effort of discovery, many new ideas emerge and they are studied intensively in order to determine the
best out of them. In this way, planning imparts a real power of thinking in the managers. It leads to the birth of
innovative and creative ideas. Planning is basically a decision making function which involves creative thinking
and imagination that ultimately leads to innovation of methods and operations for growth and prosperity of the
enterprise.
Provides Direction: objectives of the organization are defined in simple and clear words. The obvious
outcome of this is that all the employees get a direction and all their efforts are focused towards a particular end.
In this way, planning has an important role in the attainment of the objectives of the organization.
Reduces Overlapping and Wasteful Activities: Under planning, future activities are planned in order to
achieve objectives. Consequently, the problems of when, where, what and why are almost decided. This puts an
end to disorder and suspicion. In such a situation coordination is established among different activities and
departments. It puts an end to overlapping and wasteful activities. Therefore, wastages moves towards nil,
efficiency increases and costs get to the lowest level. In the absence of planning, the amount of money and
resources may be more or less than the requirement. Both these situations are undesirable. In case, the money is
less than the requirement, the work will not be completed and in case it is more than the requirement, the
amount will remain unused and thus cause a loss of interest.
Limitation of Planning
1. Internal Limitations
There are several limitations of planning. Some of them are inherit in the process of planning like rigidity and
other arise due to shortcoming of the techniques of planning and in the planners themselves.
Rigidity: Planning has tendency to make administration inflexible. It also implies prior determination of
policies, procedures and programmes and a strict adherence to them in all circumstances.
Misdirected Planning: Planning may be used to serve individual interests rather than the interest of the
enterprise. Attempts can be made to influence setting of objectives, formulation of plans and programmes to suit
ones own requirement rather than that of whole organization. Machinery of planning can never be freed of bias.
Every planner has his own likes, dislikes, preferences, attitudes and interests which is reflected in planning.
Time consuming: Planning is a time consuming process because it involves collection of information, it’s
analysis and interpretation thereof. This entire process takes a lot of time specially where there are a number of
alternatives available. Therefore planning is not suitable during emergency or crisis when quick decisions are
required.
Probability in planning: Planning is based on forecasts which are mere estimates about future. These estimates
may prove to be inexact due to the uncertainty of future. Any change in the anticipated situation may render
plans ineffective.
Plans do not always reflect real situations in spite of the sophisticated techniques of forecasting because future
is unpredictable. Thus, excessive reliance on plans may prove to be fatal.
False sense of security: Elaborate planning may create a false sense of security to the effect that everything is
taken for granted. Managers assume that as long as they work as per plans, it is satisfactory. Therefore, they fail
to take up timely actions and an opportunity is lost. Employees are more concerned about fulfillment of plan
performance rather than any kind of change.
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Expensive: Collection, analysis and evaluation of different information, facts and alternatives involves a lot of
expense in terms of time, effort and money

2. External Limitations of Planning

Political Climate- Change of government from Congress to some other political party, etc.
Labor Union- strike, lockouts, agitations.
Technological changes- Modern techniques and equipments, computerization.
Policies of competitors- Eg. Policies of Coca Cola and Pepsi.
Natural Calamities- Earthquakes and floods.
Changes in demand and prices- Change in fashion, change in tastes, change in income level, demand falls,
price falls, etc.

Work Plan template

1. Introduction
2. Goal or objectives
3. Identify tasks or work activities to be done
3.1. Prioritize Tasks/work activities
3.2. Work Break down
4. Resource Allocation
Source
Specific resources/inputs needed for each activity
of budget
No Activities
Inputs Cost
Model Quantity Total cost
(Resourses) /unit
1
2
No Activities Responsible person or participant Duty
1
2

Identifying Work-plan Risks

Risk management is the identification and mitigation of risks that would hamper the execution and/or expected
results of a work-plan.
Work-plan risks are categorized in two ways:
1. Possible/known risks from the external operating environment
What might happen in the context of the political arena, economics, social issues, technology, the
environment/climate, legalities, security/safety, regulations, or other factors present in the location?
2. Possible/known risks in the internal environment
What might happen in the context of funding, human capital, processes, projects, service quality and service
timeliness?
Risks intersect a work-plan in the following two ways:

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a. Risks affecting core services

 Which could prevent the successful execution of key projects?
 Which could prevent the successful execution of key processes?
b. Risks affecting strategic or internal initiatives
 Which could prevent the successful execution of initiatives?
Develop a risk management approach in work-planning
1. Identification: Risks can be identified via surveys, management team brainstorming, the media, or other
sources (e.g. expert sources). Risk identification should be an ongoing activity.
2. Prioritization: Rank the risks according to their likelihood of occurring and the potential negative impact
on the work-plan. The highest scoring risks should then be clearly identified as either drivers of work-plan
objectives, as considerations for key services (projects or processes), or as threats to initiatives.
3. Mitigation: For the prioritized risks, a mitigation plan outlines either what will be done to prevent or
minimize the likelihood, or what would be done in the future to minimize its impact if the risk occurs.
4. Monitoring: An annual risk management plan review may be sufficient to both refresh the risks and to
update the mitigation plans. However, many risks are event-dependent. So, it is important to review a
particular risk at the point when it might occur, to ensure the mitigation plan is put into action. This could
involve developing a special calendar that reminds managers or leaders to check on the status of a particular
risk.
How to use and managed by a work-plan
a. Set the frequency of the operational review meetings.
i. This will be dependent on the pace of activity related to the core projects or processes. Weekly, bi-weekly
or monthly frequency may be appropriate.
ii. Once the frequency is determined, it is helpful to make the meetings ‘standing’, so that they occur on the
same day of the week/month.
b. Determine how to structure the operational review meetings.
i. Effective review meetings last between 1 to 2 hours.
ii. The agenda is set based on which projects or processes need to be discussed.
c. Properly prepare and provide needed information, updated and complete prior to each operational
review meeting:
i. Overall status of the core project or process
ii. If a project, status of being on-time, on-budget, and on-quality.
iii. If a process, status of quality of delivery.
iv. Available data for performance measures (displayed in a trend chart)
v. Requests or suggestions for management to consider or to make a decision.

Information EIS DBA

Implement work plan
Implement
work plan
Ensure consistency in the meeting, a focus on the operations as defined in the work-plan and a view toward
driving results. This is the step where the scheduled work activities will be put into action;
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The work methods and practice followed by the personnel must be identified by consulting the concerned
personnel.
Assigned personnel should execute the work with the given time frame, resource allocated and standard set.

Information EIS DBA

Monitoring Work Activities Monitoring
Work
Activities: After implementing the work plan providing the necessary resources, the next step is controlling
work activities comparing with set objective. Check if the work activities are getting done based on the plan and
schedule. At the same time we need to monitor work performance. There should be a rule for reporting
deviation from work activities and provide recommendation for areas of work that needs improvement.
Monitoring and controlling: Managers have to monitor the activities of their team and the external forces.
Without monitoring you won't know whether our plan is working or if it needs modification. Managers must
control those elements that they can control to keep everyone moving toward the goal.
In control task, we monitor the work being done. We compare the actual progress to the plan. We verify that the
organization is working as we designed it.
If everything is going well, we do not need to do anything but monitor. However, that seldom happens.
Someone gets sick, the database sort takes longer each iteration than projected, a key competitor drops their
prices, a fire destroys the building next door and you have to evacuate for several days, or some other factor
impacts your plan. The control step now dictates that you have to take action to minimize the impact and brings
things back to the desired goal as quickly as possible.
That means going back to the planning stage and adjusting plans. It may require a change in the organization
and you will have to re-direct everyone toward the new goals. Then you control the new plan and adjust if
needed. This cycle continues until you complete the task.
Here are some additional aspects of Monitor and Control:
Keeping Score Isn't Winning: There is no point in monitoring if you don't take action based on the
information. Don't just keep track. Make sure you are measuring the right things and then take appropriate
action to fix whatever problems the measurements point out.
You Can't Manage What You Don't Measure: Unless you measure something, you don't know if it is getting
better or worse. You cannot manage for improvement if you don't measure to see what is getting better and what
is getting worse.
Employee Coaching: When To Step In: A good manager will always monitor what their employees are doing,
but will not intervene to coach their employees except in specific circumstances. Knowing when to let an
employee make a mistake they can learn from and when you need to step in and coach them is a balancing act.
You have to balance their opportunity to learn and grow against the harm they could do to themselves, their
team, and the company.
Your Boss Is Watching You: Managers have an obligation to their company to monitor the activities of their
employees to ensure compliance with applicable laws and policies. You monitor their behavior, their adherence
to the dress code, the way they greet customers. The need to monitor their electronic activities is equally as
great and the reasons are the same. Be sure to let employees know that they are being monitored.
Before deciding whether to introduce monitoring, your employer should:
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 Be clear about the reasons for monitoring staff and the benefits that will bring
 Identify any negative effects the monitoring may have on staff. This is called an impact assessment
 consider whether there are any, less intrusive, alternatives to monitoring
 Work out whether the monitoring is justified, taking into account all of the above.
Except in extremely limited circumstances, employers must take reasonable steps to let staff know that
monitoring is happening, what is being monitored and why it is necessary.
Secret monitoring: Some employers monitor their workers without informing them that this is happening, for
example, by use of hidden cameras or audio devices. This is very rarely legal. Guidance under data protection
law says that secret monitoring should not be allowed in private areas at work, such as staff toilets, unless there
is serious crime involved, such as drug dealing.
Work Performance Evaluation: is an important moment for an employee, and making sure you take care of
this responsibility in the correct way is essential for a manager. This is the time at which the employee's ability
to perform the duties of the job are measured, and often the evaluation is the basis for raises, promotions and
future opportunities. A work evaluation is when a manager assesses the skills of her/his employees. It can be an
important indicator of how well employees are performing on the job. As a manager, there are several ways that
you can help the job evaluation process to run smoothly and efficiently, without upsetting your valuable
employees.
Tips for work evaluation
Be Prepared: Before sitting down with the employee to conduct his job evaluation, be sure you know what
you're going to say to the employee and exactly how you're going to say it. Preparation is especially important if
you're dealing with a troublesome employee or need to offer a harsh critique on an employee's job performance.
Practicing what you're going to say to the employee ahead of time will keep the conversation from devolving
into a negative experience. Write down what you are going to say for each employee job evaluation on a note
card, and then use it for reference while talking to the employee. Remind yourself in writing to stay positive and
upbeat, and write down all the positive things the employee has done in their work so you can refer to them
periodically during the evaluation and the employee won't feel attacked.
Lead With Positives: Always begin an employee's performance evaluation with some positive feedback.
Regardless of how many problems there may be with the person's ability to do the job, there is likely something
about him that deserves praise. Focus on these positives to begin the session in order to relax him, make him
feel secure in his job and get things off to a good start. Jumping right in on his shortcomings will make him feel
helpless and defensive and will do nothing to motivate him to improve.
Honesty: Remember to be honest in your evaluation of the employee's job performance. If it is great, tell her it
is great. If it is not up to standard, then let her know it needs to improve. There is no reason to be harsh, but
there is also no need to sugar coat anything and mislead her about what is expected in the immediate future.
Consistency: Consistency is another important part of completing a fair and thorough performance evaluation.
Measure each employee in the same way, by the same standards. Many companies use a grading chart with
phrases such as "meets expectations," "exceeds expectations" or "needs improvement." Grade employees using
consistent standards and do not give a person a satisfactory rating in a specific area if you plan to verbally tell
him it needs significant improvement.
Write Comments: In addition to any grading chart and verbal conversations, the employer should include
written comments that pertain to the best and worst parts of the evaluation.
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Performance Not Attitude: Remember that the performance evaluation is based on job performance, not
attitude. If the evaluation is meant to rate employees on how well they complete the function of the job, then
confine the ratings to that.
Give Advice for Improvement: While conducting job evaluation, be sure to give ideas for improvement. This
allows the employee a chance to gain a better score on the next job evaluation, and helps him to target areas
where his skills may be lacking.

Information EIS DBA

Review and evaluate work plans and activities
Review and
evaluate work plans and activities
Work plans and implementation are reviewed based on accurate, relevant and current information and this
review is done based on the outcome of the work and feedback from different stakeholders. The results of
review are provided to concerned parties to be used as the basis for adjustments/simplifications to be made to
policies, process and activities. Work performance evaluation should be conducted based on organization rules
and regulations and the report of this evaluation should be documented as per the requirement of the
organization. Finally recommendations based on the result of the evaluation are presented to appropriate
personnel.
Considerations when developing a monitoring and evaluation framework
Asking questions:
 What is the objective of the monitoring activities?
 What are the specific questions that need to be asked to gauge the progress of the intervention?
 What information is needed to see if activities are being implemented in the way that was planned, and who
can provide that information?
 What is the objective of the evaluation?
 What are the specific questions that need to be answered to gauge the impact and success of the
intervention?
 What information is needed to determine if the expected objectives and outcomes were accomplished and
who can provide that information?
 Determining whether the questions being asked are appropriate ones for understanding how “successful” the
intervention has been with respect to its expected objectives and outcomes?

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