Frequently Asked Questions (FAQs) on OCA Performance

Management Framework (PMF)

This list of FAQs is a compilation of questions for OCA PMF. These FAQs cover questions
for the three different stages of the Performance Management (PM) cycle.

If you have any questions related to PMF process or the tool that is not covered in this
document, then please reach out to your line manager or contact HRCo.
Table of Contents
QUESTIONS ABOUT THE PERFORMANCE MANAGEMENT FRAMEWORK .......................................................... 1
1. Why has MSF OCA introduced Performance Management?........................................................................ 1
2. What is in it for me as an employee and line manager? What should I focus on? ...................................... 1
3. How does the PM cycle look for employees on different kinds of assignment? .......................................... 1
4. What is the Performance Agreement Stage? ............................................................................................... 1
5. Why are objectives important? .................................................................................................................... 2
6. Who drafts objectives? ................................................................................................................................. 2
7. What are performance objectives and how can we find information to write them? ................................ 2
8. What is the difference between performance objectives and development objectives? ........................... 2
9. What if I disagree with an objective my line manager/supervisor set for me? ............................................ 2
10. What is the recommended number of performance objectives? ............................................................ 3
11. How can I add more objectives in the “agreement section” as there are only 3 rows in the table? ....... 3
12. Can employees have the same or similar objectives? .............................................................................. 3
13. What are Transversal Competencies? ...................................................................................................... 3
14. How do I find the most relevant Transversal Competencies for my role? ............................................... 3
15. What are Clinical/Technical skills in PM tool? .......................................................................................... 3
16. How does the PM cycle relate to probation period of new employees? ................................................. 4
QUESTIONS ABOUT CHECK –INS AND REVIEW STAGE ..................................................................................... 4
17. What are Check-Ins in PM cycle? .............................................................................................................. 4
18. How often should line managers meet with their employees for Check-Ins? ......................................... 4
19. Do we meet in person? Do we meet in the office/E-meet or at a coffee shop? ...................................... 4
20. How long should this check-in meeting last? ........................................................................................... 4
21. Who initiates the check-in? ...................................................................................................................... 5
22. Having check-in meetings as well as other meetings feels too much! ..................................................... 5
23. Take Time to Make Time! ......................................................................................................................... 5
24. What do I fill in Objectives observation box during Check-In as an Employee?....................................... 5
25. What if the objectives are entirely achieved after the 1st Check-in, do I write another one? ................ 6
26. What to do if I want to revise/update or add a new objective during the 1st check-in? ......................... 6
27. As a line manager and employee, what do I need to fill in the ‘competency section’ during check-ins? 6
28. As a line manager and employee, what do I need to fill in the Clinical/Technical skills section’ during
check-ins?.............................................................................................................................................................. 6
 29. What happens in the final review meeting? ............................................................................................. 6
30. Does the new PMF have 360 feedback? ................................................................................................... 6
31. What needs to be filled under competency section during final review stage by the line manager? ..... 6
32. As a line manager and employee, what do I need to fill in the Career Development Feedback section
during final review meeting? ................................................................................................................................ 7
33. What if an employee exceeds the expected level of competency? ......................................................... 7
34. Should we use the PM tool to confirm/extend/close a contract?............................................................ 7
35. Is the new PMF linked to rewards decisions? ........................................................................................... 7
QUESTIONS ON THE PERFORMANCE MANAGEMENT DATA MANAGEMENT .................................................... 7
36. What happens to PM files of staff? .......................................................................................................... 7
37. Confidentiality of the Performance Management process ...................................................................... 7
A. Will individual employee see their own PM tools? ...................................................................................... 7
B. Who will have access to the tool/documentation? ...................................................................................... 7
C. Do we need to physically print and sign at every stage of PM cycle? .......................................................... 8
QUESTIONS ABOUT THE PERFORMANCE MANAGEMENT FRAMEWORK
1. Why has MSF OCA introduced Performance Management?
PM is the process of creating a work environment in which people are enabled to perform to the best of
their abilities. It is an interactive process and an excellent opportunity for employees and line managers
to work together.

• This collaborative process is important because MSF strongly believes that employee and line
managers should work together to set objectives that align with MSF’s strategic goals.
• The intention of introducing an organisation wide system of PM is to foster a sense of continuous
conversation, to align organisational and individual goals together, and to ensure Employee gets
regular and continuous feedback and guidance on their performance. In order for this process to
be successful and effective, we want all Employee to support this system. Line managers need to
work with employees to help them develop competencies so that they can contribute to the
strategic goals of the organization. These effects should in turn improve employee engagement.

2. What is in it for me as an employee and line manager? What should I focus on?
For both employees and line managers, the focus is on conversations and meaningful connections to help
you maximize your contribution at work and help you feel fully satisfied by the work you do. To have
meaningful conversations, it is beneficial to focus on:

• Having a positive mind-set about working relationships

• Having a sense of shared responsibility for performance conversations
• Using listening skills
• Asking open-ended questions to gain a clear understanding of priorities and challenges and to
agree on the support needed for success.

3. How does the PM cycle look for employees on different kinds of assignment?
• The PM cycle has three steps: beginning of PM ► Performance Agreement; mid-year catch up ►
Check-in; last step at the end of PM period ► Performance Review.
• All staff should follow the PM cycle agreed on by the mission and communicated by their HR
Department. In principle, Check-In takes place 6 months after the Agreement.
• Staff members new to their roles, will set-up their Performance Agreement after completion of
their probationary period.
• International Mobile Staff (IMS) are expected to finalise their Performance Agreement within 4
weeks of the start of their assignment.
• Staff members on short-term assignments (less than 6 months) should complete their
Performance Agreement within 2 weeks of the start of their assignment. As this is a short-term
assignment, the Performance Agreement and Review are essential, but it is possible to skip the
Check-in conversation.

QUESTIONS ABOUT THE PERFORMANCE AGREEMENT STAGE

4. What is the Performance Agreement Stage?
The Performance Agreement stage of the PM cycle involves both the employee and line Manager. In this
stage, both parties agree what will be accomplished in terms of objectives and behaviour required.
Performance Agreement involves joint discussion not only on ‘what’ (deliverables) is to be achieved but
also on focusing on ‘how’ (behaviours/ competencies demonstrated) it will be achieved. In addition, and

1
 where needed, this is the moment in PM cycle, when the employee and their line manager agree on job
specific Clinical/Technical skills to be developed/reinforced over the course of upcoming PM Cycle.

5. Why are objectives important?

Objectives are important because they provide a framework for linking individual performance
requirements to the strategic ambitions of MSF. They promote shared understanding about roles and
responsibilities and improve the employee’s performance within their current professional scope. When
they have agreed objectives, employee know at the beginning of the performance period what they will
be evaluated on.

6. Who drafts objectives?

Objectives are primarily drafted by the employee and it is jointly reviewed with their line manager to
provide guidance and direction in priority setting. Setting performance objectives is a shared
responsibility between line manager and employee which builds commitment and ownership and sets
the stage for effective communication of expectations and deliverables.

7. What are performance objectives and how can we find information to write them?
Performance objectives are work priorities, assignments, projects, deliverables and/or responsibilities for
a particular year. They could be job responsibility as well as special projects and/or assignments.

To identify the most relevant performance objectives, it is important to consult the Employee’s Job Profile,
Identified Competencies, and the Country/Project/Departmental Strategic Goals. A well formulated
performance objective would ideally address the following: “What do I need to do, When, Why (what
does it demonstrate), and to What Standard?”

The role of line manager is to support employee in fine tuning objectives and ensure that the employee
understands how their objectives and actions contribute to the attainment of the higher-level
department/mission goals. This gives the employee a context for their work.

8. What is the difference between performance objectives and development objectives?

• Performance objectives help to define what is expected of the employee in their current position,
in relation to the department and/or unit’s overall objectives. Performance objectives are also
the results one wishes to achieve within one’s current position.
• Development objectives outline opportunities for professional development and/or career
growth. It addresses how one wishes to grow and develop professionally.

Together these objectives help in managing and accessing the work to be done as well as identify
opportunities for ongoing professional growth and development at MSF.

9. What if I disagree with an objective my line manager/supervisor set for me?

We encourage both parties to collaborate with one another to agree upon objectives that are aligned
with achieving the department or unit objectives. Conversations between the line manager and the
employee should occur to determine the reasons for the gaps in communication and changes can be
made to the objective, if appropriate. If there continues to be a high level of disagreement, please refer
to the Performance Management Framework Policy and consult your HRCo or the next-in-line hierarchical
line manager.

2
10. What is the recommended number of performance objectives?
The generally recommended range is 3-5 objectives depending on context and agreements. In addition,
there is now a default performance objective on leadership and employee development for all employees
with supervisory/managerial responsibilities in which their performance will also be assessed based on
the level of support and guidance offered by them to their team members to help these members achieve
their potential.

11. How can I add more objectives in the “agreement section” as there are only 3 rows in the table?
We encourage employees to have a range of 3-5 broad objectives. Performance objectives are different
to the day-to-day responsibilities. However, in a scenario that you might have an additional objective,
then you can simply add additional rows to the table to document the additional objectives.

12. Can employees have the same or similar objectives?

Yes. There may be situations where a group of employees with the same job title, responsibilities, duties,
etc. have the same or similar objectives.

13. What are Transversal Competencies?

They are demonstrable, observable behaviours. They describe HOW we do our work. The Dictionary of
Competencies provides a list of transversal competencies that we use in MSF. In addition, there are two
new competencies focused on Person-Centred Approach and Quality of Care.

14. How do I find the most relevant Transversal Competencies for my role?
Please refer to your role and context specific Job Profile to know more about the assigned competencies
and their assigned levels. In addition, you can also refer to MSF-International Reference Field Function
Grid (IRFFG) to access OCA standard Job Profile to find out assigned competencies to your role. In
addition, referring to the Dictionary of Competencies, context specific job profile and by a self-reflection
of their own strengths and areas to develop, employees are encouraged to document their self-assessed
levels of assigned competencies to be able to request adequate support from their line managers in
developing/reinforcing these competencies.

15. What are Clinical/Technical skills in PM tool?

Performing any job requires the use of multiple skill sets. Clinical/Technical skills are those that use
specialized knowledge to perform a task efficiently. They are important because nearly every job relies
on different tools, programs and processes. This section in the new PM tool needs manual input, as they
are not yet standardized in OCA section. Each position in a different context/mission may require a
different mix of Clinical/Technical skills and it needs to be customized at the mission level. E.g. A medical
doctor with little practical exposure to Tropical Diseases wanting to build skills on clinical management of
Viral Haemorrhagic Fever cases.

3
 To understand skill levels and their description, please refer to the below:

• Level-1, Under Supervision: Applies policies and tools, implements processes with few mistakes
and regular supervision.
• Level-2, Autonomous: Implements policies, tools, and processes autonomously with no major
mistakes. Proposes improvements. Calls for assistance when needed. Little supervision
required.
• Level-3, Master: Masters the subject fully. Is able to implement the necessary policies, tools and
processes independently with little assistance and major mistakes. Proposes improvements.
• Level-4, Expert: Is able to implement all the necessary tools independently with no assistance
or major mistakes. Proposes improvements. Is the referent person, required for his/her
expertise.

OCB has made an attempt to standardize technical skills here is the link for your reference, where you
can find some inspiration: http://career.msf.be/tech-families/medical/technical-skills.

16. How does the PM cycle relate to probation period of new employees?
The probation period should be assessed separately, through a different document. For now, we can use
the format of informal feedback. The PM cycle will start once the person is confirmed in their position.
The reason is that during a short probation period, employee often has short objectives to get familiar
with their role, the team, the organization.

QUESTIONS ABOUT CHECK –INS AND REVIEW STAGE

17. What are Check-Ins in PM cycle?
A check-in is meant to be exactly what it sounds like: a regular short meeting between an employee and
line manager about how things are going, providing opportunities to discuss/align objectives, ongoing
development and support forecast.
Check-Ins are quick and lightweight conversation on ensuring that alignment still exist in regard to work
relationship and objectives.

18. How often should line managers meet with their employees for Check-Ins?
Some line managers hold half-hour meeting with each employee every month, others do every week.
However, in terms of new PM cycle – we recommend at least one check-in and that’s 6-months after the
Performance Agreement.

19. Do we meet in person? Do we meet in the office/E-meet or at a coffee shop?

Setting can indeed matter, and we will not aim to provide common sense answers, but it would be wise
to consider context, privacy, and the goal of your meeting when choosing an appropriate setting. The
biggest factor to remember is to choose a time and place where few to no interruptions will take place.
In case your team works remotely then virtual meetings are a good solution. Create a pleasant
atmosphere before you begin your conversation.

20. How long should this check-in meeting last?

30 minutes is a good time limit. Much more than this leads to frustration around the process. Before you
know it, one has stopped checking in with their employees altogether because it takes too much time.
4
 Line managers and employees alike must be disciplined in their conversations, parking non-essential
topics. For the line manager that has numerous direct reports, this is particularly important.

21. Who initiates the check-in?

Check-ins should be empowering and collaborative for both line manager and employee. Initiating a
check-in conversation should be open to either party; however, a line manager can help facilitate the
conversation. The end accountability lies with line manager to ensure these meetings take place.

22. Having check-in meetings as well as other meetings feels too much!
“I’m so sorry; I need to reschedule our one-on-one check in meeting again.”
When employees hear that, they will likely feel either relief, frustration, or anger. If they are frustrated,
that is because they genuinely need your help to move their work forward. In addition, if they are angry,
it is because you are sending the message that they just are not worth your attention. As line managers,
we might shy away from these meetings because we do not know how to structure them or how to have
difficult conversations. More often than not, however, they just do not have the time. But a check-in is
one of the most concrete steps through which a line manager can directly impact team productivity,
morale and engagement.

23. Take Time to Make Time!

It seems counterintuitive that spending time will free up time, but that is exactly what these meetings
can do. Check-Ins help line managers to get out of overwhelm by making sure that every employee is
focused on the right task. Taking a few minutes to support and guide employees frees up your time to
focus on your own work with the confidence that you will not be putting out fires later. Beyond that, a
line manager’s job is to aid employees on their personal and professional journey. Making time for
conversations lets people know that they are supported, which helps to form a strong sense of belonging.

24. What do I fill in Objectives observation box during Check-In as an Employee?

During the check-in, all you need to do is provide a “progress update” on objectives – let us take couple
of scenarios for an Objective XYZ with timeline of January-June 2023:

Scenario 1 -Let’s say, there is no progress made in these 6-months, then just mention “No progress”.
Although do make sure to document: how do you plan to complete this objective maybe within a
different timeline. Or is it that with the evolving context in your team, project or mission, you believe
that this objective is no longer meaningful and needs further discussion with your line manager to
revise it.

Scenario 2 – Let’s say, there has been sufficient progress in these 6-months, then simply update the
observation box with comments to highlight the degree of progress made and any issues or challenges
you're facing while working on completing this objective. Keep your observation or comments short and
crisp. So, add just enough information for the line manager to clearly and quickly understand the status
of the objective.
Role of the line manager is to discuss with the employee the support or guidance needed. Capture any
relevant information related to progress or objectives in observation box and see if the objectives are still
relevant/achievable at that point in time.

5
25. What if the objectives are entirely achieved after the 1st Check-in, do I write another one?
Depending on the identified focus area for that year, if there is expected specific deliverable then you can
certainly add fresh objectives during the Check-in phase. This can be done by simply adding another
objective in the observation table by adding an extra row. Make sure to include a new timeline for this
new objective.

26. What to do if I want to revise/update or add a new objective during the 1st check-in?
Similar to as explained above, you can certainly revise or modify objectives during the Check-in phase.
Include a brief explanation in the observation box in documenting revised changes to the objectives
previously identified.

27. As a line manager and employee, what do I need to fill in the ‘competency section’ during check-ins?
Under the competency section, use the observation box as line manager to clarify expectations towards
behaviours. Provide feedback that increases development. Reinforce and appraise behaviours that are
consistent with MSF’s mission, culture, and priorities. As employee, you can add your self-reflection and
request the support needed on any particular competency.

28. As a line manager and employee, what do I need to fill in the Clinical/Technical skills section’ during
check-ins?
As line manager, use this section to share your observations on alignment between the expected vs
displayed levels of identified skills to determine and provide appropriate level of support and guidance
to the employee. As employee, you can add your self-reflection and request the support needed on any
particular skill.

29. What happens in the final review meeting?

Performance Review represents the closing of the performance management cycle. Since there were
mutually agreed objectives which were followed by a check-in conversation - the final review period
becomes light and there are no surprises as there has been regular feedback and most issues have been
addressed and discussed already. At this stage the line manager offers an assessment of performance
(objectives, competencies scores, technical/clinical skills and identifies development areas).

30. Does the new PMF have 360 feedback?

The 360 feedback is indeed in the scope of PMF now. We encourage line managers to make use of the
multisource-360 feedback form to gather behavioural observations for their team members and
incorporate the received feedback with their own observations to aid development of their team
members.

31. What needs to be filled under competency section during final review stage by the line manager?
Line manager looks into cumulative progress record for each competency and provides concluding
feedback corresponding to expected proficiency level for each competency. Also, where seen
appropriate, line managers are also encouraged to gather multisource-360 behavioural feedback and
incorporate this to their own observations before sharing these with the employee. Please refer to the
360-feedback template to organize this. During the review stage, the outcome of each competency can
be varied: e.g., met the expected level, demonstrated higher level of proficiency or have a gap in
competency as per the expected level.

6
 Meeting, surpassing or having gap in expected competency proficiency level is work in progress.
Competency based feedback during different stages of PM cycle would help one to bring out best and
progress towards achieving excellence in current function and grow for future functions.

32. As a line manager and employee, what do I need to fill in the Career Development Feedback section
during final review meeting?
As line manager, use this section to share your feedback on the employee’s suitability to deploy in an
emergency operation based on your own observations and those of the employee’s Functional
Manager(s). In addition, also to suggest and document a potential career development path based on an
assessment of the employee’s strengths, possessed skills and areas of development. As employee, you
can add your self-reflection and discuss your professional aspirations to seek guidance on suggestive next
steps towards professional development.

33. What if an employee exceeds the expected level of competency?

If an employee is demonstrating above the expected level of competency then acknowledge this. Positive
feedback helps the employees to know what behaviours to continue.

34. Should we use the PM tool to confirm/extend/close a contract?

The overall goal of the PMF is to have great conversations between line managers and employees; it is
focused on accountability and development. The focus is to establish a strong relationship based on trust.
Depending on the legal context and local labour law, some of the information from the conversations can
feed into decision around contract extension/closures. It should be very clear though that this depends
on the individual case and is not the goal of this essential management practice.

35. Is the new PMF linked to rewards decisions?

The PMF is built to develop culture of continuous dialogue and foster meaningful feedback and it is not
linked with rewards decisions.

QUESTIONS ON THE PERFORMANCE MANAGEMENT DATA MANAGEMENT

36. What happens to PM files of staff?
PM documents of all IMS will be submitted by the HRCo at each performance management stage to the
relevant Pool Manager at HQ. The Pool Manager saves the files on their SharePoint page. For the Head
of Mission (HOM), the documents will be finalized in HQ with the Operations Management (OM), filed,
and stored in HQ. The PM documents of all Locally Recruited Staff (LRS) will be uploaded on Homere
Database by their respective project/coordination’s HR focal points such as the HR Managers for Projects
and Personnel Administration Managers in case of Coordination Staff members.

37. Confidentiality of the Performance Management process

A. Will individual employee see their own PM tools?
Yes – this whole process will operate on a ‘no surprises’ basis. The whole point of the meetings is to
give both the employee and his/her line manager an opportunity to discuss the performance of the
individual; this is to ensure that there is no discrepancy between the discussion of performance and
the resulting documentation.
B. Who will have access to the tool/documentation?
You will have copies of, and access to tool and all documentation relating to you. The individual, and
their immediate line manager for the duration of the cycle, will have access to the tool.

7
 C. Do we need to physically print and sign at every stage of PM cycle?
Kindly follow your mission guidelines. Where the legal context allows, you can sign the documents
digitally, this way you do not have to print them.

Note: If you have questions relating to the PMF process or to the tool that are not covered in this document, then
please reach out to your line manager or contact your HRCo.