INTERNATIONAL ORGANIZATION FOR MIGRATION

Document Title: Staff Evaluation System End-User Manual

Document Type: Manual

Character: It is strongly recommended to follow and refer to this Manual

Control No.: MA/476, Rev. 1

Document Owner: HRM

Status: Active

Date Published: 12 March 2018

End Validity Date:

Replaces – for Archive Replaced by: Not applicable

MANUAL

Summary: This document provides staff members with instructions on procedures and usage
of the Staff Evaluation System (SES).

Keywords: staff evaluation system, SES

Location: https://intranetportal/Pages/ControlNo.aspx?controlNo=MA/00476

Initiated: HRM
Coordinated: HRM
Authorized: DGO
Distribution: All Missions Worldwide, All Departments at HQ

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1 Introduction ................................................................................................................. 4
1.1 What is the Staff Evaluation System? ...................................................................... 4
1.2 Summary of the Evaluation Cycle ........................................................................... 4
1.2.1 Initial Phase (1 January – 28 February) ............................................................ 4
1.2.2 Midpoint Review Phase (1 June – 31 July) ....................................................... 4
1.2.3 End-of-Cycle Evaluation Phase (1 November – 31 December)......................... 4
1.3 Detailed Business Process ....................................................................................... 5
1.4 User Roles in the Evaluation Process ...................................................................... 6
1.4.1 User Role: Staff Member ................................................................................. 6
1.4.2 User Role: Manager ......................................................................................... 6
1.4.3 User Role: Manager’s Supervisor ..................................................................... 6
1.4.4 User Role: Second Manager (optional)............................................................. 6
1.4.5 User Role: HR Agent ....................................................................................... 6
2 Process Overview......................................................................................................... 7
2.1 Structure and terminology ....................................................................................... 7
2.2 Saving your form inputs .......................................................................................... 7
2.3 Initial Phase ............................................................................................................ 8
2.3.1 Staff Member’s Initial Input ............................................................................. 8
2.3.2 Manager’s Input and Validation ..................................................................... 15
2.3.3 Ready for the Next Phase ............................................................................... 16
2.4 Midpoint Review .................................................................................................. 17
2.4.1 Staff Member’s Review ................................................................................. 17
2.4.2 Manager’s Review ......................................................................................... 20
2.4.3 Midpoint Review Finalized ............................................................................ 23
2.5 End-of-Cycle Evaluation ....................................................................................... 24
2.5.1 Staff Member’s Review ................................................................................. 24
2.5.2 Second Manager’s Review ............................................................................. 31
2.5.3 Manager’s Review ......................................................................................... 33
2.5.4 Staff Member’s Final Comments.................................................................... 38
2.5.5 Manager’s Supervisor’s Validation (Optional) ............................................... 40
3 Advanced Process Steps ............................................................................................ 42
3.1 Change of Functional Manager ............................................................................. 42
3.2 Manual Phase Advancement ................................................................................. 42
3.3 Evaluations starting after September 15 ................................................................ 43
3.4 Using the Offline Facility ...................................................................................... 43
4 Best Practices ............................................................................................................. 48
4.1 Setting SMART Objectives ................................................................................... 48

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 4.1.1 Why SMART Objectives are Important ......................................................... 48
4.1.2 How to Set SMART Objectives ..................................................................... 48
4.1.3 SMART Objectives – a Summary .................................................................. 52
4.2 Holding SES Meetings .......................................................................................... 52
4.2.1 Arranging Meeting Logistics.......................................................................... 52
4.2.2 Initial Phase Meeting ..................................................................................... 52
4.2.3 Midpoint Review Meeting ............................................................................. 52
4.2.4 End-of-Cycle Evaluation Meeting .................................................................. 53
4.2.5 Common Evaluation Do’s and Don’t’s ........................................................... 53
5 Support and Troubleshooting ................................................................................... 55
5.1 My competencies are missing / appear incorrect.................................................... 55
5.2 I did not receive an evaluation form ...................................................................... 55
5.3 I am reporting to the wrong Manager / I have incorrect direct reports .................... 55
5.4 I can’t see the Staff Evaluation System tab in my PRISM Portal ........................... 55
5.5 I have questions about how to use the SES ............................................................ 55

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1 INTRODUCTION
1.1 What is the Staff Evaluation System?
The Staff Evaluation System (SES) is the IOM-wide performance management mechanism. It
is an interactive, PRISM-integrated solution that helps you monitor and manage your
performance against standardized competency indicators and objectives defined together with
your manager. It allows you to track your professional development over a period of time, and
makes your profile easy to find for placement-related decisions.

1.2 Summary of the Evaluation Cycle

The standard SES evaluation cycle starts on 1 January and ends on 31 December, with an
additional four week grace period (up to 31 January) to complete the last phase of the evaluation
process. The SES cycle consists of three phases: the Initial Phase, the Midpoint Review, and
the End-of-Cycle Evaluation.

1.2.1 Initial Phase (1 January – 28 February)

The purpose of the Initial Phase is to set the groundwork for the upcoming evaluation
period. It is here that the Staff Member and the Manager jointly set objectives for the
evaluation cycle. This is also an opportunity for the Staff Member to assess their
language proficiency.

1.2.2 Midpoint Review Phase (1 June – 31 July)

The purpose of the Midpoint Review Phase is to evaluate progress against objectives
to date. It is here that the Staff Member and the Manager jointly discuss whether the
Staff Member is on track to complete defined objectives. Here also the Staff Member
and the Manager can jointly include a fourth objective if needed.

1.2.3 End-of-Cycle Evaluation Phase (1 November – 31 December)

The purpose of the End-of-Cycle Evaluation Phase is to conduct a full evaluation
against objectives and competencies. It is here that the Staff Member and the Manager
jointly discuss final progress against objectives, and whether the stated results have
been achieved. It is also here that the Staff Member and the Manager conduct a
competency evaluation of the Staff Member and provide perspectives on the Staff
Member’s career outlook.

The SES is not a replacement for regular interaction

between the Staff Member and the Manager. Quite the
contrary, the SES captures this interaction. Therefore,
the SES requires regular communication between the two.
At a minimum, one meeting must take place during each
phase (for a total of at least three during the evaluation
period), but more are recommended.

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1.3 Detailed Business Process
Initial Phase Midpoint Review End of Cycle Evaluation

Jan 1 – Feb 28 Jun 1 – Jul 31 Nov 1 – Dec 31

Language self-evaluation
Meet with Manager
Add a Second Manager [O]
Select the Emergency context [O]
Enter objectives
Send the form to Manager
Meet with Manager
Comment on objectives and responsibilities
Add a new objective [O]
Add a Second Manager [O]
Select the Emergency context [O]
Send the form to Manager
Add a second manager [O]
Select the Emergency context [O]
Meet with Manager
Comment on objectives and responsibilities
Self-evaluate competencies
Rate and comment on personal development
Rate and comment on overall evaluation
Send the form to Manager or Second Manager

Second Rate and comment on overall evaluation [O]

Manager Send the form to Manager [O]

Change objectives
Complete the Initial Phase
Comment on objectives and responsibilities
Rate if the Staff Member is on track
Validate the fourth objective [O]
Complete the Midpoint Review
Rate if objectives have been reached
Comment on objectives and responsibilities
Review and change competency evaluation
Rate and comment on personal development
Rate and comment on overall evaluation
Send the form back to the Staff Member

Staff Agree / disagree with Manager’s evaluation

Member Send the form to Manager’s Supervisor

Manager’s Indicate if the evaluation is fair and accurate

Supervisor Complete the End-of-Cycle Evaluation

Optional steps are marked as [O] and are not required to complete the evaluation process.

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1.4 User Roles in the Evaluation Process
The SES incorporates functionality for feedback and participation of different users. This section
explains who these users are, what roles they play in the evaluation process, and at what steps of
the evaluation cycle they are involved.

1.4.1 User Role: Staff Member

The Staff Member is the person being evaluated in the SES. They are involved in all phases
of the evaluation cycle, all of which start with the evaluation form being made available to
the Staff Member for inputs. Following coordination with the Manager, the Staff Member
completes their side of the evaluation form and forwards it to the Manager.

1.4.2 User Role: Manager

The Manager is the functional manager of the Staff Member. The Manager validates inputs
in the evaluation form made by the Staff Member, and changes them as necessary. Note
that, in the context of the evaluation process, a person can be a Staff Member (one who is
being evaluated) and a Manager (one who has Staff Members functionally reporting to
them) at the same time.

1.4.3 User Role: Manager’s Supervisor

The Manager’s Supervisor is the functional manager of the Manager conducting the
evaluation of the Staff Member. In the context of the evaluation process, a Manager’s
Supervisor becomes formally involved only at the very end, when they are called upon to
validate the outcomes of the evaluation. However, because such validation requires
awareness of any issues that may render the evaluation unfair or inaccurate, it is important
that the Manager’s Supervisor remains in touch with the situation, either personally or by
delegating authority.
Starting 2015-2016 SES cycle, comments of Manager's supervisor are required only when
the evaluation is contested or contains a "Needs Improvement" overall performance rating
by either the Staff Member, the Manager or the Second Manager. In all other cases,
appraisal forms bypass the manager's supervisor's sign off and go straight from Staff
Member's Final Comments to SES Cycle Completed.

1.4.4 User Role: Second Manager (optional)

The Second Manager is usually either the administrative manager (for delocalized
personnel), or the temporary manager of Staff Members deployed to an emergency setting.
In the End-of-Cycle Evaluation, the Second Manager has the opportunity to formally
provide feedback on the Staff Member’s performance, enabling the functional manager to
take their feedback into consideration when conducting their evaluation.

1.4.5 User Role: HR Agent

Although not a direct participant of the evaluation process, an HR Agent provides support
to SES users as required.

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2 PROCESS OVERVIEW
2.1 Structure and terminology
The step-by-step process overview in this section follows the sequence outlined in 1.3. Each
activity contains an acronym stating the party responsible for the activity, as follows:
[SM] Staff Member
[M] Manager
[2M] Second Manager
[MS] Manager’s Supervisor
Optional steps are denoted as [OPTIONAL].
The manual is structured in line with the Phases and Statutes within each phase – e.g., Initial Phase
– Staff Member’s Initial Input, End-of-Cycle Evaluation – Manager’s Review, etc. This allows
you to quickly locate the instructions for the specific Phase or Status you need to refer to using the
Table of Contents at the beginning.

2.2 Saving your form inputs

As you work your way through the interface, the system will automatically save the inputs you
make whenever you access a new tab (e.g., I. Intro, II. Objectives, III. Competencies, etc).
Additionally, you can instruct the system to save your inputs at any given time by using the
corresponding radio button in the left side of the screen, as shown below:

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2.3 Initial Phase
All IOM Staff Members receive an e-mail notification that the Initial Phase has begun and that
evaluation forms have now been created for the upcoming evaluation cycle.

2.3.1 Staff Member’s Initial Input

STEP 1. [SM] ACCESS ESS

Access the Staff Evaluation System tab in your PRISM Portal and click on the corresponding link,
as shown on the screenshot below:

Click on the “Staff Evaluation Form” link to access the SES:

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STEP 2. [SM] VALIDATE ADMINISTRATIVE DATA
Staff Member reviews administrative data and contacts local HR if changes are needed.

STEP 3. [SM] LANGUAGE SELF-EVALUATION

The Staff Member selects spoken languages and indicates corresponding proficiency. Please note
that at least one language is mandatory and that this self-evaluation is not part of the evaluation
process and does not serve as an evaluation criteria. Up to seven languages can be added to the
evaluation form.

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Click on the “Add Language Skill”
button
In the menu that appears, click on the
“Filter” icon in the top right, then enter
the first few letters of the intended
language followed by a wild card, and
press enter:

Select the correct language by clicking on

the grey box next to it (this will highlight
the language), and click “Ok”:

The language you selected will now

appear in the online form. Using the
drop-down menu below the language,
please select your level of proficiency in
each language:

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STEP 4. [SM AND M] STAFF MEMBER AND MANAGER MEETING
The Staff Member and the Manager meet to:
 Discuss objectives to be met over the course of the evaluation period
 Agree on any additional competencies on which the Staff Member will be evaluated during
the cycle
 Agree on whether the Staff Member should be evaluated for work in an emergency or crisis
situation
 Agree on whether a Second Manager should be added to participate in the evaluation
process
In the event that a face-to-face meeting is impossible, the Staff Member and the Manager should
coordinate objective-setting through a teleconference, or, failing that, via e-mail. In general, real-
time means of communication are preferred to facilitate the communication process.

Vague objectives are bad objectives! An effective objective should be

SMART: Specific, Measurable, Achievable, Relevant, and Time-Bound. In
setting your objectives, insist that they state what you are supposed to deliver,
how it will be measured, whether this is realistic, whether this corresponds to
higher-level work plans, and by when the objective should be met. Please see
the “Setting SMART Objectives” section for guidelines on how to set crisp,
clear, effective objectives.

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STEP 5. [SM] [OPTIONAL] SELECT THE “EMERGENCY OR CRISIS SITUATION”
If the Staff Member and the Manager agree that the Staff Member is working in an emergency or
crisis situation, either the Staff Member or the Manager can enable the Emergency and Crisis
option by doing the following

a) Under the Emergency or Crisis

Situation heading, select “Yes” (if
agreed with the Manager),
otherwise select “No”

b) Select the country and duty station

in which you worked during the
Emergency or Crisis Situation
c) Set corresponding dates (they have
to be within the evaluation cycle);
up to 3 Emergency or Crisis
Situations can be added per
Evaluation Cycle
d) Not all three emergency or crisis
fields have to be filled out

Please remember that, for the purposes of the appraisal process, the start and end dates of your
service in an emergency duty station cannot fall outside the start and end dates of the appraisal
cycle (which are always 1 January – 31 December of the current year). If you’ve been working in
an emergency duty station for more than a year, please list the start and end dates of your
emergency service as 1 Jan – 31 Dec in that year’s SES.

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STEP 6. [SM] [OPTIONAL] ADD A SECOND MANAGER
If agreed by the Staff Member and the Manager during the meeting, a Second Manager can be
added to the evaluation process:

a) At the top of the screen, click on “Edit

Administrative Data”

You will now be able to change the Second

Manager assigned to the evaluation form.
b) Click on the “Add” button to display
the “Select an Additional Manager”
prompt
c) Enter the first few letters of the
Second Manager’s last name and click
the “Search” button

d) In the list of results that appears, click

on the grey square to select the
Second Manager, then click “OK” to
add the Manager to the form.

e) The Second Manager has now been

added to the form.
f) To delete the Second Manager, select
their name and click the “Delete”
button
g) Click on the “Save Administrative
Data” button in the top left corner of
the screen to save your Second
Manager selection and return to the
form

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STEP 7. [SM] ENTER OBJECTIVES INTO THE EVALUATION FORM
Following discussion with the Manager (see Step 4), the Staff Member enters agreed-upon
objectives into the evaluation form:
a) Select Tab II. Objectives
b) Fill out all three objectives reflecting the outcomes of the discussion with the Manager
(maximum 2000 characters):

STEP 8. [SM] SEND THE FORM TO THE MANAGER

Once the Staff Member has finalized their inputs, they need to send the form to their Manager for
review and validation. To do that, select “Finalize input & submit to manager” and click on
“Continue” to end Staff member’s input phase.

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2.3.2 Manager’s Input and Validation
Now that the Staff Member has completed their part of the Initial Phase, the form will be sent in
to their Manager for review, validation, and correction. The Manager will be notified of the form
through the weekly notification e-mail, which will advise whenever they have forms pending their
action.
STEP 1. [M] LOG INTO THE SYSTEM VIA MSS
a) Access Staff Evaluation System tab in your PRISM Portal and click on the corresponding
link in the “Welcome” screen:

b) Click on the “Staff Evaluation Form” link to access the form:

STEP 2. [M] REVIEW AND VALIDATE STAFF MEMBER’S INPUTS

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The Manager accesses the form to review, validate, and, if necessary, change the following:
 Second Manager assignment
 Emergency or Crisis selection
 Proposed objectives
 Selection of competencies
The steps to carry out these activities are exactly the same as they are for the Staff Member. Please
refer to information in 2.3.1 for a detailed step-by-step walkthrough of each step.

STEP 3. [M] COMPLETE THE INITIAL PHASE

After validating the contents of the form, the Manager needs to complete the evaluation phase by
selecting the “Complete Initial Phase” radio button and clicking the “Continue” button:

2.3.3 Ready for the Next Phase

Once the Functional Manager has selected the “Complete Initial Phase” option and clicked
“Continue”, the form will be locked, restricting editing to additions of the Second Manager,
emergency context selection, and changes in the evaluation period in the “I. Intro” tab.
The forms will be unlocked for the Midpoint Review in the system on June 1, or in cases where
the form was generated late into the evaluation cycle and follows a separate set of deadlines (see
3.3).

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2.4 Midpoint Review
The Midpoint Review is an opportunity for the Staff Member and the Manager to review progress
made against objectives so far. Where the circumstances warrant it, a new, fourth objective, can
be added.
The Staff Member will receive a notifications that the Midpoint Review has begun and that there
is now a form awaiting their action.

2.4.1 Staff Member’s Review

STEP 1. [SM] ACCESS THE SYSTEM

Access Staff Evaluation System tab in your PRISM Portal and click on the corresponding link in
the “Welcome” screen:

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STEP 2. [SM] VALIDATE ADMINISTRATIVE DATA
Staff Member reviews administrative data and contacts local HR Agent if changes are needed.

STEP 3. [SM AND M] STAFF MEMBER AND MANAGER MEETING

The Staff Member and the Manager meet to:
 Discuss progress against the three objectives (as set in the Initial Phase)
 Evaluate whether the Staff Member is on track to complete the defined objectives
 Develop an additional, fourth objective, if required
The wording of objectives can no longer be changed after being finalized in the Initial Phase. In
the event that an objective is no longer relevant, the Manager should comment on it in the
“Comments” field accordingly.

STEP 4. [SM] COMMENT ON OBJECTIVES

Following the meeting with their Manager, the Staff Member leaves their comments on the
progress against objectives so far.
a) The Staff Member clicks on the “II. Objectives” tab, as shown below:

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 b) The Staff Member enters comments in the “Midpoint Review Comments” section, in the
“Staff Member’s comments” text field:

STEP 5. [SM] [OPTIONAL] ADD A NEW OBJECTIVE

Further to commenting on the progress against objectives, the Staff Member can also enter an
additional objective, if agreed with their Manager. This fourth objective should be added into the
“Additional objective set during Midpoint Review” field, as shown below (note that the text field
is limited to 2000 characters.

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STEP 6. [SM] SEND THE FORM TO THE MANAGER
Having commented on the objectives and entered an additional objective if needed, the Staff
Member sends the form to their Manager:

2.4.2 Manager’s Review

STEP 1. [M] ACCESS THE SYSTEM

Access Staff Evaluation System tab in your PRISM Portal and click on the corresponding link in
the “Welcome” screen:

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Click on link “Staff Evaluation Form” to access the SES

STEP 2. [M] REVIEW AND VALIDATE STAFF MEMBER’S INPUTS

The Manager accesses the form to review, validate, and, if necessary, change the following:
 Second Manager assignment
 Emergency or Crisis selection
 Proposed fourth objective
The steps to carry out these activities are exactly the same as they are for the Staff Member. Please
refer to information in 2.3.1 for a detailed step-by-step walkthrough of each step.

STEP 3. [M] COMMENT ON OBJECTIVES

The Manager comments on the Staff Member’s performance on objectives in the “Manager’s
Comments” section of the Objectives tab, under the “Midpoint Review Comments” heading:

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STEP 4. [M] RATE IF THE STAFF MEMBER IS ON TRACK
For each objective, the Manager indicates using the dropdown menu whether the Staff Member is
on track, partially on track, or not on track to complete the defined objectives by the end of the
evaluation period.

STEP 5. [M] [OPTIONAL] VALIDATE THE FOURTH OBJECTIVE

If the additional objective was specified during the Midpoint Review, the Manager can review
and correct it as needed:

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STEP 6. [M] COMPLETE THE MIDPOINT REVIEW
Having reviewed the Staff Member’s inputs and revised them as required, and having commented
on the Staff Member’s performance against objectives – including rating whether the Staff
Member is on track to complete them or not, the Manager can now complete the Midpoint Review.
To do so, select the “Complete Midpoint Review” radio button and click “Continue”.

2.4.3 Midpoint Review Finalized

After the Manager completes the Midpoint Review, the form will become locked, limiting editing
to the addition of the Second Manager, activation of the emergency context, or reduction of the
evaluation period.
As before, the Staff Member and the Manager can start the End-of-Cycle Evaluation earlier if
necessary (see 3.2 – Manual Phase Advancement).

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2.5 End-of-Cycle Evaluation
The End-of-Cycle Evaluation occurs at the very end of the evaluation cycle. During this Phase,
the Staff Member and the Manager conduct a complete assessment of the Staff Member’s work.
This is also the time for the Second Manager – if one was involved – to contribute to the evaluation
process. Finally, this is the Phase where the Manager’s functional supervisor validates the fairness
and accuracy of the evaluation process.

2.5.1 Staff Member’s Review

STEP 1. [SM] ACCESS ESS

Access Staff Evaluation System tab in your PRISM Portal and click on the corresponding link in
the “Welcome” screen:

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STEP 2. [SM] VALIDATE ADMINISTRATIVE DATA
Staff Member reviews administrative data and contacts local HR Agent if changes are needed.

STEP 3. [SM] [OPTIONAL] [ADD A SECOND MANAGER]

This is the last opportunity in the evaluation process to assign a Second Manager to contribute to
the evaluation process. Should this be required (as coordinated between the Staff Member and the
Manager), please refer to Step 6 of the Initial Phase for specific step-by-step instructions.
STEP 4. [SM & M] MEETING BETWEEN THE STAFF MEMBER AND THE MANAGER
Following validation of the administrative data and addition of the Second Manager, the Staff
Member and their direct Manager meet to discuss the Staff Member’s performance in the ending
evaluation period. In the context of this meeting, the following topics are discussed:
 Whether or not the Staff Member has achieved the objectives set during the Initial Phase
(as well as the additional objective set during the Midpoint Review, if any)
 How the Staff Member has performed with respect to behavioral competency indicators
 The outlook on the Staff Member’s personal development
 Overall evaluation of the Staff Member’s performance

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STEP 5. [SM] COMMENT ON OBJECTIVES
Following the meeting, the Staff Member accesses the system and enters comments on their own
performance against objectives in the Staff Member’s Comments text box under the End of Cycle
Evaluation Comments section of the Objectives tab.

STEP 6. [SM] SELF-EVALUATE COMPETENCIES

The Staff Member next conducts a self-evaluation of their performance against competencies in
the Competencies tab:

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 a) Click one of the radio options in the rating section to select the appropriate rating:

The ratings are as follows:

a. Excellent
 Innovates and improves in the delivery of expected outputs; or
 Delivers the expected outputs under exceptionally adverse circumstances beyond the
incumbent’s control (such as shortened deadlines, reduced resources, or harsh and dangerous
working conditions)
 No noticeable shortcomings in the delivery of expected outputs

b. Fully satisfactory
 Consistently delivers the expected outputs under ordinarily adverse conditions with no
significant shortcomings, or
 Delivers the expected outputs with shortcomings due to very difficult adverse circumstances.

c. Needs improvement
 Shortcomings in the delivery of expected outputs are objectively identified under ordinary
adverse circumstances.

d. Not applicable
 Either no occasion to observe or
 Not applicable to the delivery of expected outputs.
 This rating is not to be considered as a substitute for “Needs improvement”, nor as a negative
rating.

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 b) Once you have finished rating all competencies, comment on your performance against
indicators in the “Staff Member’s Comments” section at the bottom of the page. You are
particularly encouraged to comment on any indicators that where you rated yourself either
as “Excellent” or “Needs Improvement”.

c) Once you are done, scroll back up to the top of the page and click on the “IV. Personal
Development” tab to continue the evaluation process:

STEP 7. [SM] RATE AND COMMENT ON PERSONAL DEVELOPMENT

a) The “Personal Development” tab provides an opportunity for you and your manager to
comment on your development over the evaluation cycle and provided an outlook on
possible career opportunities in the future. After selecting the relevant rating, please leave
a corresponding comment in the comment box immediately below:

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STEP 8. [SM] RATE AND COMMENT ON OVERALL EVALUATION
a) Click on the “V. Overall Evaluation” tab at the top of the page:

b) In this tab, you are able to rate and comment on your overall performance during the
evaluation cycle. As usual, first select the relevant rating from the dropdown menu:

c) This concludes the Staff Member’s role in the End-of-Cycle Evaluation for the time being.
At this point, the Staff Member should use the menu to the left to advance the form to the
next step in the evaluation process. Here, two options are possible:
1. If the Staff Member has a Second Manager assigned, the next step in the process will
advance the form to the Second Manager for their input, as shown below:

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2. If the Staff Member does not have a Second Manager assigned, they will be able to
advance the form directly to their Functional Manager for review, as shown below:

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2.5.2 Second Manager’s Review
This step will occur only if there is a Second Manager involved in the evaluation process. If this
is the case, the process for the Second Manager is as follows:

STEP 1. [2M] ACCESS MSS

Participants assigned the role of the 2nd Manager will access the system using MSS (please note
that the MSS portal is being assigned to all users):
c) Visit the Staff Evaluation System tab in your PRISM Portal and click on the
corresponding Manager link in the “Welcome” screen:

d) Click on “2nd Manager – End of Cycle Evaluation” to see forms in which you participate
as the Second Manager

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 e) Click on the “Staff Evaluation Form” link to access the SES:

STEP 2. [2M] RATE AND COMMENT ON OVERALL EVALUATION

a) Scroll down to the “2nd manager’s evaluation” box in the “Overall Evaluation” tab and
conduct the evaluation by selecting the corresponding rating and leaving appropriate
comments in the box. NOTE: please feel free to coordinate any additional information with
the functional manager as necessary.

b) Use the menu to the left to submit the form to the functional manager for review:

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2.5.3 Manager’s Review
The Manager’s review occurs immediately after the Second Manager provides their inputs (or
immediately following the Staff Member’s evaluation, if no Second Manager was assigned).
STEP 1. [M] RATE AND COMMENT ON OBJECTIVES
a) Click on the Objectives tab upon accessing the Staff Evaluation Form:

b) Step 2: Inside the tab, you will see both your previous selections from the Midpoint Review
Phase and the wording of objectives as set during the Initial Phase (and the Midpoint
Review Phase, if an additional objective was set). Please use the “Result Delivered?”
dropdown menu for all three objectives to indicate whether the objective has been achieved
or not:

c) In the event you added a fourth objective during the Midpoint Review, you can use similar
functionality to assess performance against it:

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d) Once you have finished rating individual objectives, please use the text fields at the bottom
of the page to comment on the Staff Member’s performance against objectives:

e) The Objectives screen is now completed.

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STEP 2. [M] REVIEW AND CHANGE COMPETENCY EVALUATION
a) Click on the “III. Competencies” tab at the top of the screen:

b) Because it is assumed that the Staff Member’s evaluation of ratings was done in
coordination with you as their Manager, substantial differences of opinion are not expected
(or will have been discussed during your previous meeting). As a result, your rating fields
for each competency are already set to be the same as the Staff Member’s selection. Of
course, you are free to change any rating you like if you disagree with the Staff Member’s
assessment.
c) Once you have reviewed the Staff Member’s ratings and changed your own ratings as
necessary, comment on the Staff Member’s performance against competencies at the
bottom of the page:

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STEP 3. [M] PERSONAL DEVELOPMENT
a) Click on the “IV. Personal Development” tab.

b) As the Manager, you will see what the Staff Member has entered. While you will not be
able to change the Staff Member’s evaluation, you will contribute your own in the
designated fields:

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STEP 4. [M] OVERALL EVALUATION

a) Click on the “V. Overall Evaluation”

tab at the top of the page:

b) Scroll down to the “Manager’s

Evaluation” section:

c) Use the dropdown menu to select the

relevant rating and enter your
comments in the text box
immediately below:

d) This is the last step of the Manager’s

contribution to the evaluation
process. Once you are satisfied with
all your inputs, please scroll back up
to the top of the page and activate the
“Submit to Staff Member for Final
Comment” radio button to advance
the form into the next evaluation
step.

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2.5.4 Staff Member’s Final Comments
STEP 1. [SM] AGREE OR DISAGREE WITH THE MANAGER’S EVALUATION
This step in the evaluation process is completed by the Staff Member, where they can review the
Manager’s evaluation, indicate whether they agree with it, and comment on it accordingly.

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a) Click on the “V. Overall Evaluation”
tab:

b) Scroll down to the very bottom of the

screen to see the “Staff Member’s Final
Comments” section. Please note that
you will be able to see – but not edit –
your own earlier Overall Evaluation, as
well as those provided by your
Functional Manager and your Second
Manager, if applicable.
c) Using the dropdown menu, please
indicate whether you agree or disagree
with your Manager’s evaluation

d) Once you have made the selection,

please leave a corresponding comment
in the text box immediately below:

e) When you are done, please select the

“Submit to Manager’s Supervisor’s”
option and click “Continue”.

If your evaluation contains an overall

performance rating of “Needs
Improvement” or if you indicated that
you do not agree with the evaluation
provided, the form will go to the
Manager’s Supervisor for review.

Otherwise, the appraisal process will

be finalized for the current cycle with
no inputs from the manager’s
supervisor.

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2.5.5 Manager’s Supervisor’s Validation (Optional)
This is an optional last step in the evaluation process. It is carried out by the Manager’s functional
supervisor (referred throughout the document simply as the “Manager’s Supervisor”) only in cases
where the evaluation was contested by the staff member or contained an overall performance rating
of “Needs Improvement”. The purpose of this phase is to validate the fairness and accuracy of the
evaluation process.

STEP 1. [MS] ACCESS MSS

a) Access the Staff Evaluation System tab in your PRISM portal and click on the “Manager”
link in the “Welcome” screen:

b) Click on Manager’s Supervisor – End of Cycle Evaluation to see forms in which you
participate as the Manager’s Supervisor:

c) Click on the “Staff Evaluation Form” link to access the SES

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STEP 2. [MS] INDICATE IF THE EVALUATION IS FAIR AND ACCURATE

a) Click on the “VI. Review” tab

b) Use the dropdown menu to indicate

whether you consider the evaluation to be
fair and accurate, and comment on your
choice:

c) Select the “Complete SES Cycle” option

and click “Continue”. Doing so will close
the form and complete the evaluation
process.

d) Congratulations! The SES Cycle is now completed and you can see the form in the
overview below:

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3 ADVANCED PROCESS STEPS
This section deals with cases that fall outside the standard workflow defined in the previous
section.
3.1 Change of Functional Manager
In the event that your functional manager changes during the evaluation period, you and your
Manager should contact the local HR Agent and notify them of the transition, asking them to
update the Manager assigned to the evaluation form.

3.2 Manual Phase Advancement

By default, all forms will be advanced automatically to the next Phase at the appropriate time. The
scheduling is as follows:

Initial Phase January 1 – February 28

Midpoint Review Phase June 1 – July 31

End-of-Cycle Evaluation Phase November 1 – December 31

Please contact your local HR team if the appraisal form needs to be advanced to the next phase
earlier.

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3.3 Evaluations starting after September 15
By default, forms will be generated shortly after the calendar start of the appraisal cycle for all
eligible staff worldwide. Forms for staff starting afterwards will have to be generated locally. In
some cases, this will mean that the person will be receiving the form so late into the evaluation
cycle that the standard cycle deadlines will no longer apply. The following table summarizes
applicable deadlines depending on when the appraisal form was issued.

Deadlines
Form issued in Initial Phase Midpoint Review End of Cycle Evaluation
January End of February
February End of March End of July
March End of April
End of January the following year
April End of May
May End of June No Midpoint Review
June End of July

In other words, for all forms generated after March 31, the Midpoint Review will not apply. The
January 31 deadline for the final evaluation phase, however, remains the same for all forms,
regardless of the date of generation. Finally, please be advised that forms will not be generated
after 1 July. To find out when your form was issued, please access your ESS/MSS and, in the SES
tab, consult with the “Obj. Setting Date”, which always displays the date on which your form was
generated:

Please note that the above deadlines will be communicated to users via the weekly notification
reminder.
3.4 Using the Offline Facility
The SES comes equipped with an offline facility that allows the user to participate in, and advance
the, evaluation process without being constantly connected to the online system.

a) To access this functionality, click on the “Download” link in the Overview next to the
relevant evaluation form:

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Please note the following:
 You will only be able to download the form if it is your turn in the evaluation process to
edit its contents (for example, if you are the Staff Member and its your turn to provide
inputs)
 Downloading the offline form will “lock” the online system, preventing any inputs until
the form is uploaded back into the system. Should you misplace the form or simply wish
to continue doing the evaluation online, please select the evaluation form in question and
click the “Undo Offline Lock” button:

b) A confirmation pop-up will appear:

c) Sometimes, Internet Explorer may give you the following error after you click on the
download link:

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d) If this happens, left-click on the notification and in the menu that pops up, click the
“Download File” option:

e) Then unlock the form as shown previously and click the download link again. You will be
prompted to save the offline form, which is an interactive Adobe PDF document – click
the Save button:

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 f) The offline evaluation form mostly mirrors the content and fields found in the online form.
This allows you to input the contents of the evaluation into the offline form, and then
upload it back online.
g) Once you have finished entering form feedback, please indicate on Page 2 whether you
would like the system to automatically advance the evaluation process into the next correct
step upon uploading the form:

Note that if you choose to advance the evaluation into the next step upon upload, the system will
require you to provide in the form all mandatory inputs for that step (e.g., if this is the manager’s
evaluation in the Midpoint Review, the system will not accept an attempted form upload unless
the Manager has rated the Staff Member’s performance against all three objectives and provided
an appropriate comment).
If you simply want to use the offline form to upload content you have worked on without advancing
the evaluation into the next step, select “None” in the menu above, and the system will let you
upload the form regardless of whether all required content has been filled in.
h) To upload the form, return to your Overview and click on the “Upload” link:

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i) In the menu that pops up, click “Browse”, find the Offline form you downloaded, and click
OK, then Upload:

j) You will receive a confirmation screen stating that the form has now been uploaded. Its
contents will be automatically placed into the corresponding fields and options of the
offline form:

Not all aspects of the online interface are available in the offline form. The
following elements of the evaluation process cannot be selected or modified
in the offline form:

 Languages
 Emergency deployment and duty stations
 Additional competencies

To access these features, please use the online interface.

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4 BEST PRACTICES
The purpose of this section is to share with you additional reference materials that deal less with
the technical details of the system, and more with how to be a better Staff Member or a better
Manager by using the new performance evaluation tools now available to you.
While the SES is a robust performance management tool, it is just that - a tool. Fair and honest
staff evaluations will not start taking place just because a new tool is available. It takes staff and
managers alike to devote time and energy to make constructive performance management dialogue
happen. SES will help facilitate this dialogue and lead to an improved performance culture in
IOM.

4.1 Setting SMART Objectives

Ambiguous, vague, poorly set objectives are one of the major causes of organizational inefficiency
in public and private sector alike. The SMART objective concept was invented to address precisely
this issue.

4.1.1 Why SMART Objectives are Important

Along with competencies, objectives are a critical component of the evaluation system. However,
to be realistic and reliable, any evaluation requires maximum possible objectivity. At the end of
the evaluation cycle, it must be possible to measure progress against an objective using empirical,
observable means. The more subjective an evaluation against an objective is, the easier it is to
challenge, and the less relevant the overall evaluation becomes. SMART objectives are therefore
important not only because they encourage specificity and promote best practices in objective-
setting, but because they vastly improve the objectivity and measurability of set objectives.

4.1.2 How to Set SMART Objectives

To set a smart objective, follow these five simple steps:
Make it SPECIFIC
The key to making any objective specific is make it concrete and describe a specific,
observable result that should be delivered. For example:
“Promote improved housing and shelter solutions for IDPs in the disaster-
DON’T affected area” is not a specific objective, since it doesn’t tell us exactly what
we need to achieve
GOOD “Relocate 1,000 IDPs in Area A to newly constructed housing in Area B”
is a specific objective, since it describes a concrete, observable result.

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 Make it MEASURABLE
All objectives must be measurable. This means that, at any given time, you should
be able to say exactly how far along the Staff Member is. Even more importantly,
at the end of the evaluation cycle, both you and the Staff Member should be able to
clearly measure whether the objective has been delivered or not. For instance, let’s
take our above examples:
“Promote improved housing and shelter solutions for IDPs in the disaster-affected
DON’T area” is not a measurable objective. It is extremely difficult to objectively assess
how far along the Staff Member is in promoting something – or whether that
promotion has been successful or not. Exactly what does a successful promotion of
something look like? How can it be measured objectively?
“Relocate 1,000 IDPs in Area A to newly constructed housing in Area B” is a
measurable objective. At the end of the evaluation cycle, you can easily measure
GOOD whether 1,000 IDPs have been relocated or not. If yes, the objective has been met;
if not, it hasn’t been. During the evaluation period, you can check whether the staff
member is on track by monitoring the number of IDPs they have relocated (or by
comparing their current activities against those defined in the project schedule).

Make it ACHIEVABLE
A truly SMART objective is achievable. While it is important to challenge yourself
and your team by setting objectives that require effort to accomplish, developing
objectives that are clearly unrealistic and impossible to achieve within the defined
timeframe, or given the resources at hand, will impact both the motivation and the
performance record of the Staff Member or team in question.
On the other hand, objectives that are too easy and require virtually no effort to
achieve will not promote a Staff Member’s long-term professional growth and
development. A good achievable objective is one that challenges those working to
achieve it and pushes them outside their comfort zones, but not so far out as to give
them the feeling that they’re in over their heads.

Make it RELEVANT
SMART objectives aren’t simply well defined – they also correspond to
organizational needs and / or the strategic direction the Organization is taking. In
other words, objectives are relevant in that they support the strategic direction set
by the Organization.
In the context of IOM, an objective would cascade through several organizational
levels – e.g., a decision to emphasize a specific area of activity (strategic level)
would result in objectives to develop more projects in this area, which in turn would
yield specific project-related objectives for each of these that must be accomplished
by the end of the year. Before a Staff Member and a Manager set objectives for a
coming evaluation cycle, they should first consult with Departmental and/or Office

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 Work Plans to identify what objectives can support the accomplishment of the
above.

Make it TIME-BOUND
Finally, a SMART objective is a time-bound objective – in other words, it has a
firm, unalterable deadline that must be met regardless of circumstances (except, of
course, for force majeure events). Deadlines are essential because they form the
foundation for subsequent planning – not only at the level of your own objectives,
but also for those working with you at all levels of the Organization. A defined and
announced deadline enables the Organization to start planning beyond and around
your project, determining optimal allocation of resources once they are freed up
from the project you are currently working on.
Setting deadlines is a science in and of itself that cannot realistically be summarized
within the scope of the manual, but here are some tips you may want to keep in
mind:
 Prepare contingencies. One of the biggest reasons why deadlines are
regularly missed is not because those responsible for meeting them are lazy
or incompetent, but because they assume the best-case scenario as the most
realistic one. As a result, very little wiggle room is allowed for things that
can go wrong – so when they do go wrong and one deadline is missed, a
domino effect occurs, with every subsequent deadline shifting as well. By
allowing enough time to deal with contingencies, you will ensure that the
objective is met on schedule and in line with defined quality requirements.
 Expect realistic resource commitments. When setting objectives, make
sure you know how much time those accomplishing them will be able to
devote to doing so. If you are the Manager, you need to have a very solid
idea of what percentage of their time the Staff Member will be required to
spend on meeting the objectives (this is particularly the case when
objective-setting incorporates the requirements of a temporary project in
addition to the Staff Member’s regular process responsibilities). To be sure,
some deadlines can be met much faster if only the Staff Member would
spend 100% of their time doing that – but if they can realistically allocate
only 20% of it, then you need to either make a decision to readjust their
workload, or allow more time for the objective to be met.
 Cost-Quality-Time. The project triangle is a classic of project
management, but it applies to objectives just as well. It states that an
objective – or a project – can never deliver good results, quickly, and
cheaply. While it is possible to achieve two out of the above three
simultaneously, getting all three is an impossibility given resource
constraints. For example:
o You can hire additional temporary staff to improve quality and
increase the amount of work done. This will allow you to improve

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 quality and meet the deadline, but make the objective more
expensive to achieve.
o You can ask one person to do the work of three within a reduced
amount of time. In the end, you will cut costs and increase speed,
but the quality of the final product will suffer.
o You can ask one person to meet a complex and elaborate objective
that normally requires a team of specialists. Given enough time, the
person may develop the specialized knowledge necessary to get the
job done, and at lower cost and at desired levels of quality – but
only if you allow them enough time to do so.
Good

Fast Cheap

The above triangular relationship, the classic “Golden Triangle” used in

project management illustrates the constraints you need to take into account
when setting time-bound objectives.
 Deadlines Mean Business. Lastly and most importantly, remember that, by
their very definition, deadlines should not be flexible. In fact, if a deadline is
flexible, this is usually because the planning leading up to it was not done
properly and the planner either isn’t sure how much effort will be needed to
meet the deadline, or did not plan adequately for contingencies that may arise
along the way. A flexible deadline is not a deadline! If you really, really want
to have one, you will be much better served setting the earliest date of the
flexible deadline as the first review deadline, and the latest date as the final
deadline by which the objective is due. Regardless of how you choose to go
around it, you must always set a deadline that cannot be moved, and that should
not, under any circumstances, be skipped.

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4.1.3 SMART Objectives – a Summary
A SMART Objective states clearly what should be achieved, who should achieve it, and how; it
sets clear measurement standards for tracking the progress and the outcome; it is achievable while
still pushing those accomplishing it outside their comfort zones; it is relevant to IOM strategy; and
it contains realistic, fixed deadlines that cannot be moved.

4.2 Holding SES Meetings

To produce relevant results, the system requires coordinated feedback from the Staff Member and
the Manager. Each phase of the system relies on inputs that should be provided jointly by the Staff
Member and their Manager. Holding such a meeting, therefore, is as important for the system as
it is for ensuring smooth and coordinated workflow for the participants.

4.2.1 Arranging Meeting Logistics

While HRM strongly encourages the Staff Member and the Manager to meet face-to-face at the
start of each meeting, in practice this is not always possible, particularly for delocalized personnel.
In such cases, a phone conference is an acceptable substitute.

4.2.2 Initial Phase Meeting

The purpose of this meeting is to set objectives for the evaluation cycle and propose new
competencies if necessary. Ideally, objectives should be set in accordance with the strategic
direction of the Organization. One useful tip for Manager is to hold off on setting objectives for
their direct reports until they know their own objectives from their own Manager.

4.2.3 Midpoint Review Meeting

Within the context of the evaluation process, the purpose of the Midpoint Review meeting is to
review how well the Staff Member is doing against the objectives defined during the Initial Phase.
This meeting should include the following:
 Raise and discuss any critical issues that may impact the Staff Member’s ability
to deliver on the set objectives
 Look for concrete inputs and/or constructive criticism of the work done so far
 Propose and review solutions for any major issues that need addressing as part
of the effort to meet the objectives
In short, the Midpoint Review meeting should be viewed as an opportunity to not only
mechanically review whether the Staff Member is on track to complete the objectives, but also the
greater context in which the effort to meet these objectives is taking place.
In addition, this meeting is also an opportunity to identify and add a fourth objective. This is
usually necessary only in cases where the scope of work changes dramatically – for example,
unforeseen external circumstances require the Staff Member to work towards a new goal.

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4.2.4 End-of-Cycle Evaluation Meeting
This meeting represents the opportunity for the Staff Member and the Manager to conduct the full
evaluation of the Staff Member’s performance over the evaluation cycle. As such, this is an
exceptionally important meeting, and should take place face-to-face whenever possible.
During the meeting, it is essential that the Staff Member and the Manager review not only progress
against objectives, but also performance with respect to competencies, emphasizing the following:
 Competency indicators measure observable, external behavior, not abstract, internal, vague
notions. In other words, when discussing a rating, both the Staff Member and the Manager
should be able to point to a concrete instance of the behavior occurring and how it justifies
a certain rating. Evaluation against vague, unobservable, unempirical notions should not
be part of the SES project.
 “Excellent” is a rating that should be used sparingly. If you rate someone in that manner, a
brief explanation as to why you feel they deserve that rating should be included in the
comments.
 Make use of the free-text comments field in the Competencies tab to both justify your
evaluation and provide feedback outside the indicator mechanism.
 It is a good idea for Staff Members to print out a copy of the form and conduct a quick self-
evaluation on paper as the basis for discussion beforehand to save time.
 Remember: the SES is a framework within which dialogue can take place. It is the dialogue
and not the system that can improve your performance!

4.2.5 Common Evaluation Do’s and Don’t’s

Performance evaluation is always a sensitive topic – especially when you, the Manager, have to
deliver bad news. This section contains a list of best practices which can make for useful guides
for your own evaluation effort:
 Provide constructive criticism. Nobody’s perfect and we all make mistakes – including
the person reporting to you. If your direct report needs to improve, odds are, they won’t
know about it unless you tell them so. The important thing to keep in mind is that any
criticism you deliver should be constructive in nature and intended to improve, rather than
only to criticize. For example;
o “You really made a lot of mistakes on this project. I’m shocked.” – this is a classic
example of non-constructive criticism. However frustrated you might be feeling
with the Staff Member’s performance, venting about it isn’t going to help anyone.
o “This process isn’t really the right way to go about this project. Why don’t you take
a look at Project XYZ, see what approach they used, and whether you can adapt
it?” This is a much better example of giving constructive criticism, as here you’re
focusing on where the mistake was (the approach) and how it can be fixed (by using
an existing example for reference). As a plus, you’re criticizing the actions (“the
process is wrong”) rather than the person (“you made mistakes”), which makes it
easier to deliver constructive criticism in culturally sensitive environments.

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 Force objectivity as far as possible. No human being can be completely and perfectly
objective – but that doesn’t mean we shouldn’t try. The more you rely on subjective factors
(“I have a gut feeling this guy isn’t pulling his weight on the team”), the less useful an
evaluation becomes. Not only do you increase the risk of making the wrong judgment call
(yes, your gut feeling can be wrong!), but you’re also making it extremely difficult to
provide constructive, objective criticism to the Staff Member.
 Avoid the “recency effect”. The “recency effect” is a common evaluation phenomenon
which can occur when an evaluation takes place shortly after the Staff Member
overdelivered on a major project (or, conversely, underdelivered). In such cases, it is very
common for the Manager to focus solely on the Staff Member’s major recent
accomplishment (or failure) rather than on the balanced bigger picture of their performance
over the course of the year. While excellent results on a major project should be recognized,
this should not preclude a critical and balanced evaluation of the Staff Member’s
performance up to that point.
 Conduct ongoing dialogue. The Midpoint Review is more than just a chance to check
whether the Staff Member is on track; it is also an opportunity to provide importance
performance feedback on the work done so far. Ideally, performance review should be a
continuous, ongoing process, with feedback going back and forth between you and the
Staff Member over the course of the evaluation period.
What you want to avoid at all costs is a situation where feedback is withheld from the Staff
Member until the end of the year, where it is delivered with little to no preparation from
their end, leaving them confused and surprised. Providing performance feedback on an
ongoing basis will also help identify and correct performance problems as they occur
(remember the old saying that an ounce of prevention is worth a pound of cure!)
 Be aware of, and avoid, own bias. This is difficult, but also essential for delivering
accurate feedback. It is natural for everyone to have biases of some kind; the important
thing, however, is to be aware of them, and to let go of them for the purposes of the
evaluation process. Common biases that can affect the objectivity of an evaluation include,
but are not limited to, the following:
o Leniency (preference for giving everyone high scores or low scores regardless of
actual performance)
o Stereotyping (rating someone based on the stereotype, rather than actual
performance)
o Similarity (being more positive in the treatment of someone because you share
certain commonalities, like interests, favorite football team, etc)
o First impression (rating someone based on your first impression of them, as
opposed to critically examining own conclusions in an ongoing manner as new
information becomes available)

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5 SUPPORT AND TROUBLESHOOTING
Your local HR team is the first point of contact for any issues you may encounter. For issues that
are clearly technical in nature (for example, the SES page not opening, your browser displaying
an error message, etc) please contact ICT Support at support-ict@iom.int.

5.1 My competencies are missing / appear incorrect

The SES populates competencies into your form automatically based on the Job Architecture. If
your competencies are missing (or you think they might be incorrect), please contact your local
HR for assistance.

5.2 I did not receive an evaluation form

Forms are generated for all Staff Members with six months of continuous service with IOM (either
already accrued or expected through a six-month contract). Please contact your local HR Agent
for assistance. For international staff, please contact your PA administrator in MHRO.
.
5.3 I am reporting to the wrong Manager / I have incorrect direct reports
The system automatically determines which functional manager to assign to an evaluation form
depending on the reporting lines in PRISM OM. Please contact your local HR with a request to
correct reporting lines.

5.4 I can’t see the Staff Evaluation System tab in my PRISM Portal
Please send an e-mail to support-ict@iom.int about this issue with your personnel number and the
user ID.

5.5 I have questions about how to use the SES

Your local HR team is responsible for organizing trainings for Country Office staff in the use of
SES. If you have questions about the system, please refer to them for more information.

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