INDIVIDUAL WORK PLAN
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What is a work plan?
A work plan translates the strategic objectives of an organization
into specific activities and tasks to be undertaken by an
employee or a team of staff over a given period. A work plan
further indicates what is to be achieved at different stages of the
plan implementation period given available resources.
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Specific advantages of a work plan include:
 Breaks activities into tasks to be performed by individual
staff
 Indicates when specific tasks are to be undertaken
 Indicates specific resource requirements
 Enables open and objective appraisal/evaluation to be
undertaken
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Linkage in work Planning/”Line of Sight”
National Goals (Medium Term Plan)
Ministry Mandate
Strategic Plan
Performance Contract * Service Charters
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Annual Work Plan
Departmental Work Plan
Individual Performance Agreement (Target Setting)
Quarterly Reports
Evaluation
Rewards/Sanctions/other interventions
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Note:
 Observance of the linkage is critical in work planning, setting of performance
targets and performance evaluation
 Work schedules can assist in preparation of individual work plans
 Individual work plans help in setting
S.M.A.R.T performance targets
 Clear tasks allocation/job description is necessary in work planning
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INDIVIDUAL WORK PLAN
NAME OF OFFICER ……………………………………………………………….. P/NO……………………………………………..
DESIGNATION: ………………………………………..............................
ASSIGNMENT PERIOD: ………………………………………………………….
PERFORMANCE OBJECTIVE
DEPARMENT
TASK
DECRIPTION
RESOURCES
REQUIRED
EXPECTED
RESULTS
TIME FRAME
(BY WHEN)
PERFORMANCE
INDICATORS
INDIVIDUAL
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SETTING PERFORMANCE
TARGETS
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These must be generated from an individual work plan for
effective completion of section 3 of GP 247A(Revised 2008)
and GP 247 B
What is a target? Specifies in an overall objective to be
achieved. The overall purpose can be broken down into the
things that can be done in order to achieve it. These usually
have shorter and definitive time horizon and/or some
measurable element.
Targets are specific to job holders in an organization.
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Bad targets are generalizations and platitudes that are hard to pinpoint or
realize or cast in non specific phrases such as
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Improve efficiency
Maximize efficiency
Increase profits unless clarified by what percentage
Maximize quality
Increase market share – unless percentage of increase is given
Improve customer service
Improve service delivery
Lower production costs – unless percentage of lowering cost is given
Stream line procedures – unless an indication of how the streamlining is to
be achieved is given
 Improve communication
 Better if timeline, quantities, percentages or quotas are included to be
specific and distinct from outcomes.
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S.M.A.R.T targets must be;-
S – Specific
Words, which express vagueness rather than concrete results, should be avoided
M – Measurable
Targets give you something to aim for. They incorporate recognizable standards of
measure of performance which are objectively clear to everyone involved. There is no
job even the most repetitive whose results cannot be measured. Some common
measures include;
Numeric, like units processed
Financial, like costs and margins
Deadlines like delivery and completion dates
Positive, negative feedback like complaints/rejects obtained from surveys and collated
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 A – Agreed
The best way to secure commitment in achieving of targets is by full participation
in the setting of targets by those responsible for implementing them. Targets are
set by an appraisee in consultation with the supervisor. Individuals at any level
cannot be left alone to decide their targets for avoidance of setting soft or nonachievable targets. It is the supervisor’s responsibility to guide on achievement of
the end result while the appraise is responsible for the details of how the result is
to be achieved.
R – Realistic
Realistic targets acknowledge opportunities, constraints, changing circumstances
and are achievable. They are within the scope of what can and is to be done.
They aim at continuous improvement and should be challenging
 T – Time bound
Effective targets have schedules and time frames which are the basis of action
planning. Timelines are essential in setting targets and guide towards achieving
them as scheduled. Timeframes are essential features in work planning.
Timeframes assist in monitoring through periodic reviews and evaluating
progression in target achieving. They also motivate individuals to get the job
done.
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In PAS GP 247A (Revised 2008) and GP 247B targets should
be;
 Crafted short and simple
 Results based
 Targets must be discussed and agreed between supervisor and appraisee
being supervised
 Targets must feed into departmental and ministerial targets/objectives
 Targets should range from FIVE to SEVEN at most for them to be realistic and
achievable.
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Making your
Action Plans
work!
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