5.1 Junior staff performance timeline

A performance timeline is the planned sequence of activities through which a supervisor guides, checks and evaluates a junior staff member's performance over a year. Instead of judging an employee once at the end of the year, the timeline spreads support and assessment across the year: settling in, setting goals, checking progress, developing skills, reviewing results and planning the next year. For an office administrator supervising clerks, receptionists, messengers and assistants, the timeline makes appraisal fair, predictable and useful.

Example: the office administrator at a water and sanitation company in Nyeri gives every new clerk a one-page timeline on the first day showing the dates of the orientation, the 3-month check-in, the mid-year review and the annual appraisal.

5.1.1 Components of performance timeline

The performance timeline is made up of stages, each with its own purpose and period. The first stage, on-boarding, has three main activities: orientation, goal setting and training.

5.1.1.1 On-boarding phase (0 – 3 months)

On-boarding is the period, usually the first three months, in which a new junior employee is welcomed, introduced to the job and helped to become productive. It often coincides with the probation period, at the end of which the supervisor confirms whether the employee should be confirmed in the post. Good on-boarding reduces early resignations and mistakes, and it sets the standard of performance expected from the start.

• Preparation before arrival: Prepare the workstation, computer account, stationery and identity badge.
• Welcome and introductions: Introduce the new employee to colleagues, the supervisor and key contacts.
• Assignment of a buddy or mentor: Pair the newcomer with an experienced colleague for day-to-day questions.
• Regular short check-ins: Meet weekly in the first month and fortnightly after that to handle problems early.
• Probation assessment: Record performance during the period and give a recommendation on confirmation.

5.1.1.2 Orientation

Orientation is the formal introduction of the new employee to the organisation and the job. It is usually done in the first days or week.

• Organisation background: Mission, vision, core values, structure and services.
• Policies and procedures: Working hours, leave, dress code, code of conduct, confidentiality and ICT use.
• Job description: Duties, responsibilities, reporting lines and the standards expected.
• Workplace tour: Offices, records room, kitchen, washrooms, fire exits and assembly point.
• Health and safety: Emergency procedures, first aid and safe use of office equipment.
• Terms of service: Pay dates, deductions, benefits and the appraisal system itself.

5.1.1.3 Goal setting

During on-boarding, the supervisor and the new employee agree on the first performance goals, linked to the job description and the section's work plan. These early goals are few, clear and achievable within the probation period, for example "file all incoming correspondence on the day it is received" or "answer the switchboard within three rings". They give the employee a clear picture of what success looks like and form the basis of the first review. The SMART method for writing goals is explained in 5.2.

5.1.1.4 Training

Training in the on-boarding phase equips the new employee with the specific skills needed for the job.

• On-the-job training: Learning tasks under the guidance of the supervisor or buddy, such as operating the photocopier or the records system.
• Job rotation: Short periods in related sections to understand how work flows through the office.
• Systems training: Use of email, office software, the telephone system and any records or accounting software.
• Customer service training: Handling visitors, telephone calls and complaints professionally.
• Training records: Each session is recorded so that the supervisor knows what the employee has covered.

5.1.2 Mid-year review (3 – 6 months)

The mid-year review is a formal meeting, held between the third and sixth month, in which the supervisor and the junior staff member look at progress against the agreed goals. Its purpose is to correct problems early, recognise good work and make sure the goals are still realistic, so that the annual review holds no surprises.

5.1.2.1 Performance check-in

The performance check-in compares actual work with the agreed goals and standards. The supervisor gathers evidence beforehand: work output, attendance records, quality of documents, client feedback and observations. The employee is asked to assess their own progress, and the two discuss what has gone well, what has not and why.

5.1.2.2 Feedback session

In the feedback session the supervisor gives clear, specific and balanced feedback.

• Start with strengths: Recognise specific achievements to motivate the employee.
• Be specific: Refer to actual examples rather than general remarks.
• Focus on behaviour, not personality: Say "three letters went out with errors" rather than "you are careless".
• Listen: Allow the employee to explain and to raise challenges such as unclear instructions or lack of equipment.
• Agree on support: Decide what the supervisor and the organisation will do to help.
• Record the discussion: Note the main points and have both parties sign.

5.1.2.3 Adjust goals

Goals are adjusted where circumstances have changed: new duties, changed priorities, a target found to be unrealistic, or the employee progressing faster than expected. Adjusted goals are written down and signed so that the annual review measures performance against the correct targets.

5.1.3 Development activities (6 – 9 months)

Between the sixth and ninth month, the focus moves to building the employee's skills and closing the gaps identified at the mid-year review. Development prepares the employee both for the current job and for future responsibilities.

• Short courses and workshops: For example, a course in records management, customer care or advanced spreadsheets.
• Coaching and mentoring: Regular guidance from the supervisor or an experienced colleague.
• Job enrichment: Giving the employee more challenging tasks, such as preparing minutes or managing the stationery store.
• Job rotation and attachment: Working in another section to broaden experience.
• Self-study: Online courses and reading recommended by the supervisor.
• Progress monitoring: Brief check-ins to see whether the new skills are being applied at work.

5.1.4 Annual performance review (9 – 12 months)

The annual performance review is the formal appraisal at the end of the performance year. It evaluates the employee's overall performance against the agreed goals and standards and is used for decisions on confirmation, promotion, rewards, training and, where necessary, improvement plans.

1. Notify the employee: Give the date, time and venue early and ask the employee to complete a self-appraisal.
2. Gather evidence: Collect work records, the mid-year review notes, attendance and feedback from clients and colleagues.
3. Complete the appraisal form: Rate each goal and competency using the organisation's rating scale.
4. Hold the appraisal meeting: Discuss ratings in a private, calm setting, allowing the employee to respond.
5. Agree on the overall rating and comments: Record both the supervisor's and the employee's comments.
6. Identify development needs and recommendations: Note training needs and any recommendation for reward or improvement.
7. Sign and submit: Both parties sign, and the form goes to the next level of management and the human resource office.

5.1.5 Goal setting for next year (end of year)

At the end of the year, the supervisor and employee agree on goals for the coming year, building on the results of the annual review. New goals reflect the section's next work plan, any new duties and the development needs identified. Goals that were not met may be carried forward with a plan for support, and achieved goals may be raised to a higher standard. The agreed goals are signed and become the starting point of the next year's timeline.

5.1.6 Implementation steps

The performance timeline works only if it is put into practice in an organised way.

1. Prepare the timeline: Draw up a calendar showing the dates of each stage for every junior staff member.
2. Communicate it: Explain the timeline, the appraisal form and the rating scale to all junior staff.
3. Prepare tools: Provide job descriptions, goal-setting forms, review forms and record files.
4. Train supervisors: Make sure everyone who appraises understands how to set goals, give feedback and rate fairly.
5. Carry out each stage on time: Hold orientation, check-ins, reviews and development activities as scheduled.
6. Document every stage: Keep signed records of goals, reviews, feedback and training.
7. Follow up on outcomes: Act on training needs, rewards and improvement plans.
8. Evaluate the process: At the end of the year, review how well the timeline worked and improve it.