PERFORMANCE

MANAGEMENT
DOCUMENTATION

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 STEP 1 Objective Setting
Mestawot Ketama Unit: RC
Name:
MSD Advisor Year/Period covered 2024
Title:
by this form:
This section should be used to agree a maximum of 5 high level deliverables/objectives for the coming year,
they should be linked to the CST Ethiopia Strategic Plan and the relevant unit’s objectives/outcomes or, for
overseas employees, to the Country Strategic Plan. At least one objective must have a behavioural competency
described as a success indicator. Please refer to the Trócaire Performance Management Handbook and
Behavioural Competency Framework. Employees should email this completed signed, scanned section to
the Performance Management inbox or, for nationally contracted employees, the FAM/HR Officer.
R = Relevant
STRATEGIC
OBJECTIVE: (taken STRATEGIC OUTCOME:
i.e. how does the
from CST Ethiopia (taken from Trócaire
deliverable/objective
Strategic Strategic Framework)
align with Trócaire’s
Framework) strategic direction

DELIVERABLES/
SUCCESS INDICATORS BY WHEN END OF YEAR REVIEW
OBJECTIVES

 Programme  2(In  .4/2024 Briefly comment on

Management and collaboration performance and make
Development - with Tigray reference to what
Lead the analysis Team for both competencies you have
of market EUTF and ICSP) demonstrated in
achieving the objective.
systems,
Take into account any
including supply
 Ongoing difficulties identified.
and demand  With all partners
sides of labour, that I will be
the business working with
environment, and
viable livelihood
opportunities and
options for ICSP-
Tigray
 Effectively
Communicating Delivers accurate, clear
wih partners and
and concise messages
CST team
orally and/or in writing 
Recognises others
communication styles
and adapts where
appropriate.

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 Managing effective
relationships with
partners- Work
with partners to  4/2024-
regularly assess ongoing
the quality of the
relationship,
ensuring that
effective  Three-Five
communication partners would
be supported
channels are in
based on the
place, and that
identified need
any shortcomings
are addressed.
 In collaboration
with Head of Positively engages with
Programmes, and contributes to cross-
EUTF functional teams and  5/2024-
Consortium initiatives  Fosters ongoing
Manager and networks with relevant
Resilient units and countries 
Communities Builds collaborative
Programme relationships with
Manager identify external partners and
capacity needs donors
among partners.

 Delivering results
 Committed to performing
 own role to a high  5/2024-
 standard of performance ongoing
  Takes personal
 responsibility and
 accountability for own
 performance 
 Understands and delivers
 own priorities to the
 agreed standard 
Manages own time well

in order to complete


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 allocated tasks   5/2024
 Conscientious and pays
 attention to detail 
 Works around problems
 and obstacles to get
 results  Readily accepts
 direction from others


 
 



 continual

Improvement &

Learning and
 proactively
Ensure that the
MSD staff within shares
the partners have information,
sufficient knowledge, and
capability to
expertise 
facilitate
 Seeks and  6/2024-
improvements
researches ideas ongoing
and changes in
the market and suggestions
system. for continuous
 Financial self-
Management - In
improvement.
close cooperation
with the Head of   Responds
Programmes, positively and
Resilient constructively to 12/2024 based on
Communities proposals for budget availability
Manager, and
Business continuous
Development improvement 
Manager, ensure Improves and
that newly develops self to
designed
improve
livelihood projects
have an performance 
adequate budget Identifies and
for the MSD applies learning
approach.
opportunities
 Monitoring and
from own
evaluation -
experience 
Provide support
Engages in

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 to ICSP and regular
EUTF partners in professional
adopting, development
introducing, and learning events
implementing a 
range of 
strategies that 
are aligned with 
the capacity, 
context, and 
ground realities. 

 Provide support 
to 4 partners in 
adopting, 
introducing, and

implementing a
range of 
strategies that  This will be
are aligned with identified
the capacity, through
context and physical visit
ground realities. and some
 Lead and testing using
coordinate one tools. Based on
annual learning the finding
and review separate
workshop among support plan
partners involved would be
in MSD developed and
capacity
programming
 S – Specific building will be
i.e. What specifically will be facilitated
achieved?  Mainly
whenever there
A = Achievable is a need for
adaptive
i.e. this should be a management
stretching but realistic based on the
objective change in
context,
assessment
This section should result and new
contain the elements or proposal
tasks and related development,
deliverables of the high Financial proper
level strategic objective planning would
that will ensure the

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 be checked.
 Close follow up
and consistent
monitoring will
be conducted
based on the
identified gaps

 Technical
objective is achieved. support life-
support on
assesment,
capacity
building,
intervention
designing and
tool
developments
per the context
would be
provided to 3
ICSP and 1
EUTF partner
 One annual MSD
learning
workshop would
be organized at
the end of each
year

STEP 2 – Personal Development Plan

This section should focus on the development of new skills, competencies, increased knowledge, understanding
of Trócaire values or development of new sets of behaviours. They should support the effective delivery of agreed
objectives and personal development. The desired outcomes should be expressed in key words and action verbs.
Employees should email this completed signed, scanned section to the Performance Management inbox
or, for nationally contracted employees, the FAM/HR Officer.

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Areas for Development
Identify areas for
Development to
ensure effective
performance which are
necessary to be
effective in the job.
Write a Development Desired Outcomes:
developmental Activities/Method:
objective
-Participation in Training attendance of Improved networking,
different training on MGS working model, and
MSD and CC. expertise in the selected
Especially MSS 2024 thematic area
-Coaching on a
leadership platform

Progress Review of Development Objective/Activities: Dates of Discussions:

Personal development & training may be identified as part of the performance management process during step 1 and/or
step 2, in such cases Learning Needs Analysis should be completed in line with normal process as detailed in the
Learning & Development procedures document.

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 STEP 3 – Interim Review
Following the interim meeting your line manager will provide you with an indicative rating basing on performance
to date. Briefly comment on your performance, making specific reference to behavioural competencies
demonstrated and also on progress in any identified development areas. Take into account any difficulties
experienced and how they have/can be addressed. Employees should email this completed signed, scanned
section to the Performance Management inbox or, for nationally contracted employees, the FAM/HR
Officer.
Self-Assessment by Employee

Overall Feedback & Assessment by Line Manager

INDICATIVE DESCRIPTION (rating must be definitive) Tick

RATING

Exceptional Consistently exceptional performance, all objectives exceeded. The key word is
Performer exceptional. The employee has delivered on all agreed key objectives set during the year
as well as performing at a much higher standard on all tasks throughout the year. The
employee has repeatedly outperformed on all of their deliverables and consistently
demonstrates effective behaviours in all competencies.

Strong Performer The key word is working at a higher level in some objectives during the year. The
employee has gone over and above. The employee will have completed all their agreed
key tasks and consistently demonstrates effective behaviours in the competencies most
relevant to their role.

Solid Performer Planned objectives were accomplished within established standards. All the agreed key
objectives which were outlined have been delivered. Employee has delivered on all tasks
to a specified standard. i.e. “doing the job well” “delivering on what is expected of them”
and demonstrates effective behaviours in the competencies most relevant to their role.

Developing Some key objectives were met. However, not all planned objectives were accomplished
Performer and /or within the established standards. Employee has delivered on some of the agreed key
Needs tasks but not on others. This Employee’s work will often require “double checking” and/or
Improvement consistently need more training/coaching in order to perform the job to the specified
standard; the employee may demonstrate some ineffective competency behaviours.

Under Performer Performance is unacceptable; performance has consistently clearly fallen short of the
required standard. This is a serious under performer whom is not delivering on the job
and is likely to demonstrate ineffective competency behaviours.

Signature (Manager): __________________________ Signature (Employee):__________________

Date: Date

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 STEP 3 – End of year Review
Self Assessment by Employee

Overall Feedback & Assessment by Line Manager

RATING DESCRIPTION (rating must be definitive) Tick

Exceptional Consistently exceptional performance, all objectives exceeded. The key word is
Performer exceptional. The employee has delivered on all agreed key objectives set during the year
as well as performing at a much higher standard on all tasks throughout the year. The
employee has repeatedly outperformed on all of their deliverables and consistently
demonstrates effective behaviours in all competencies.

Strong Performer The key word is working at a higher level in some objectives during the year. The
employee has gone over and above. The employee will have completed all their agreed
key tasks and consistently demonstrates effective behaviours in the competencies most
relevant to their role.

Solid Performer Planned objectives were accomplished within established standards. All the agreed key
objectives which were outlined have been delivered. Employee has delivered on all tasks
to a specified standard. i.e. “doing the job well” “delivering on what is expected of them”
and demonstrates effective behaviours in the competencies most relevant to their role.

Developing Some key objectives were met. However, not all planned objectives were accomplished
Performer and /or within the established standards. Employee has delivered on some of the agreed key
Needs tasks but not on others. This Employee’s work will often require “double checking” and/or
Improvement consistently need more training/coaching in order to perform the job to the specified
standard; the employee may demonstrate some ineffective competency behaviours.

Under Performer Performance is unacceptable; performance has consistently clearly fallen short of the
required standard. This is a serious under performer whom is not delivering on the job
and is likely to demonstrate ineffective competency behaviours.

Signature (Manager): __________________________ Signature (Employee):__________________

Date: Date:

Employees should email this completed signed, scanned section to the Performance Management
inbox or, for nationally contracted employees, the FAM/HR Officer.

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