Online Training · 2 Days
Staff Performance Appraisal & the E-SPAR System
A guided, interactive course for officers of the Office of the Administrator of Stool Lands (OASL) — understand how performance is planned, reviewed, scored and rewarded across the appraisal year.
📅 A 2-day training, delivered region by region · 2nd June – 3rd July 2026
Organised by the Office of the Head of the Civil Service (OHCS)
Learn the purpose
Why performance management exists and how it links your daily job to OASL's national mandate.
Master the cycle
Planning, mid-year review and end-of-year assessment — what happens, and when.
Use E-SPAR
Navigate the electronic system, understand user roles and avoid common mistakes.
Loyalty · Excellence · Service
Introduction & The Bigger Picture
Every target you set begins life as a national priority. Here is how your individual work connects upward to the development agenda of Ghana.
The objective of the Civil & Public Service
To assist Government in the formulation and implementation of policies for the development of the country. At OASL, this means the effective collection, management and disbursement of stool land revenue in service of communities and traditional authorities.
How your work cascades from the national agenda
National Development Agenda & Sector Medium-Term Development Plans (SMTDP)
OASL Directorate / Division / Unit Action Plans
Your individual Job Schedule & agreed appraisal targets
Your targets are not invented in isolation — they are drawn from your unit's action plan and your job description.
What is Performance Management?
Performance Management (PM) is not a once-a-year form — it is a continuous, shared process.
Definition
Performance Management is a continuous process by which Managers, Directors, Supervisors and Team Members work together to plan, monitor, review and assess targets that contribute to the overall strategic goals of the organisation — while also developing the knowledge, skills and capacity of staff.
The four continuous actions — tap each card
Plan
Agree focus areas, SMART targets, resources and a learning plan at the start of the year.
Monitor
Track delivery throughout the year. Supervisor and officer stay in regular contact.
Review
At mid-year, assess progress honestly and adjust targets, timelines and support.
Assess
At year end, score performance and competencies, then plan development and rewards.
Why it matters — objectives of the PM System
Transparency & accountability
Increases openness in the delivery of public services.
Fair assessment
A reliable, dispassionate means to assess the level and quality of work done.
Confirm & close gaps
Confirms competencies and identifies capacity gaps for redress.
Continuous improvement
Creates a chance to learn lessons and drive ongoing change.
Measurement Tools & Legal Basis
Two instruments measure performance in the Service — the one that applies to you depends on your grade.
① Performance Agreements
Signed by Chief Directors, Heads of Department and Directors / Analogous grades.
Agreements with the Head of the Civil Service / respective Chief Directors, endorsed by Sector Ministers.
② Staff Performance Appraisal
Completed by officers on the grades of Deputy Director / Analogous grades and below.
This is the instrument delivered through E-SPAR — and the focus of this training.
Who signs what — the three tiers
Chief Directors sign agreements with the Head of the Civil Service, endorsed by Sector Ministers.
Heads of Department / Directors & analogous grades sign with their Chief Directors.
Deputy Director / analogous grades & below sign the Staff Performance Appraisal Form with their supervisors.
⚖️ The legal foundation
Civil Service Act 1993 (PNDCL 327)
- Section 7 — Functions of the Head of the Civil Service; ensure general efficiency.
- Section 88 — Recognition & Award system; awards for meritorious performance (sub-sections 1 & 2).
Public Sector Performance Management Policy
Provides the cross-service framework within which OASL operates its appraisal cycle.
The Appraisal Cycle — Three Phases
The appraisal year runs on a clear rhythm. Knowing the timing keeps you compliant and stress-free.
1 · Performance Planning
Appraiser and appraisee meet to agree focus areas, SMART targets, resources required, competencies and a learning plan.
2 · Mid-Year Review
Progress on each target is honestly assessed. Targets and timelines are adjusted where needed; support is arranged.
3 · End-of-Year Assessment
Final scoring of targets (60) and competencies (40) for a total out of 100.
4 · Decision Making
Outcomes feed career development plans, training needs, and the reward & sanction process.
Inside the Planning Phase — the building blocks
- Minimum 2, maximum 3 for Sub-Professional officers.
- Minimum 3, maximum 5 for Professional officers.
- Drawn from the Directorate / Unit Action Plan and your job description.
- Minimum 5 targets for Sub-Professional; 6 for Professional officers.
- Must be SMART — Specific, Measurable, Achievable, Realistic, Time-framed.
- Example: “Draft quarterly report submitted to Supervisor by March 2026, June 2026, September 2026 & December 2026.”
- Tools needed to deliver, e.g. laptop, printer, photocopier, A4 sheets, software, data.
- 7 broad competencies with 20 descriptions in total.
- Assessed separately from targets and worth 40 of the 100 marks.
- Identify the skill / competency gap.
- State the programme or action (course, workshop, coaching, on-the-job training, webinars, readings).
- Recommended mode of learning and the date / duration.
The Seven Core Competencies
Beyond what you deliver (targets), the system assesses how you work. These seven competencies carry 40 of the 100 marks.
1 · Professionalism
Technical & supervisory mastery, persistence under difficulty, ownership of results.
2 · Integrity
Lives Service values, acts without personal gain, resists undue pressure in decisions.
3 · Leadership
Proactive strategy, empowers others, drives change and improvement.
4 · Organisation & Management
Clear targets, efficient use of time, manages risk, follows up for results.
5 · Maximising Productivity / Decision-Making
Influences events to achieve results, embraces continuous learning, solves problems creatively.
6 · Teamwork
Collaborates, values others' input, shares credit and accepts joint responsibility.
7 · Communication
Speaks & writes clearly, listens, asks clarifying questions, interprets messages correctly, shares information openly and keeps people informed.
How the End-of-Year Score Works
A total of 100 marks. Targets are worth 60; competencies are worth 40. Drag the slider to see how the two combine.
How targets are scored
Each target earns marks based on actual delivery. The supervisor records a brief, specific status and the key issues & next steps — vague phrases such as “ongoing” or “target met” are not acceptable.
What happens with the score
It feeds career development (Section 8), formal comments (Sections 9 & 10), and the decision-making phase — reward, sanction, and future training needs & learning plans.
The E-SPAR System & User Roles
e-SPAR — the Web-Based Staff Performance Appraisal Reporting System — delivers the whole appraisal online for Deputy Director / analogous grades and below.
Compliance
Ensures participation and adherence to timelines for all eligible officers.
Real-time assessment
Systematically assesses targets & competencies and gives real-time feedback on strengths and weaknesses.
Data-driven decisions
Guides management on personnel planning, training and development.
Who uses E-SPAR? — eight end-user categories
HR
Appraiser
Appraisee
System Administrator
IT Support
Chief Director
Management
Director
Explore what each role can do — tap a tab
Why E-SPAR? From Paper to Digital
Before the system went online, appraisals lived on paper — and that came with real, recurring problems. Here's the contrast.
📄 The old manual way — challenges
- Non-compliance with timelines
- Late submission of reports by HR managers
- Complexity in computing scores
- Limited understanding & appreciation of the instrument
- Subjectivity in scoring
- Lack of commitment from supervisors
💻 The E-SPAR way — what changes
- Timelines tracked & enforced automatically
- Real-time submission and monitoring
- Scores computed by the system
- Guided, user-friendly steps for everyone
- Structured, transparent scoring
- Visibility that keeps everyone accountable
11 things you must know about E-SPAR
Confidentiality is assured
Unique log-in for all
No impersonation
User friendliness
Compulsory for all Civil Service staff
Support for all stakeholders
Service-wide visibility
Real-time monitoring
Improved notifications
Improved reporting
Improved auditing
All in one secure platform
Let's Get Our Hands On It
Now the practical part. Open the training portal in a second tab and follow the phases below step by step.
⚠️ Practise here — not on the live system. ohcs-espar.web.app is the safe training portal, so anything you enter is just for practice and won't affect real records. The actual live e-SPAR portal is ohcsgh.web.app — use that only for your real appraisals.
ℹ️ This checklist is just a learning aid — it's saved only in your own browser and doesn't connect to the e-SPAR portal or record anything in the real system.
Sample data for the practical
Setting up the Planning phase in the portal has three steps. Use the sample data below as you complete each one.
SMART challenge — fix the vague target
0 / 5 fixedRead the vague target on the left and picture how you'd sharpen it. Then tap Reveal the SMART fix to check yourself. A SMART target is Specific, Measurable, Achievable, Realistic and Time-framed — try to score all five!
What was added: exactly what is collected, the action and who receives the report, and quarterly deadlines — making it Measurable and Time-framed.
What was added: “properly / on time” is unverifiable — replaced with a defined task (reconciliation), a frequency, a recipient and dated deadlines.
What was added: a measurable threshold (80% of active records) and a clear deadline, so progress can actually be scored.
What was added: “regularly” became a number (4), with the audience, the topic and quarterly dates specified.
What was added: “as and when due” gave no count or date — replaced with how many reports, to whom, and exact timing.
Now you try — clean up any target into a SMART one
Paste a draft target — even a vague one. Let AI rewrite it into clear SMART options, or grade and rebuild it yourself with the offline checker.
Set your targets
For each focus area, enter its SMART target(s) and the resources required. Open More practice targets under any focus area for extra examples to set up yourself.
Stool Land Revenue Mobilisation
- Collect and lodge stool-land revenue (ground rent, dues and royalties) each quarter, and report to Supervisor by 15 April 2026, 15 July 2026, 15 October 2026 and 15 January 2027.
- Cut outstanding ground-rent arrears by at least 20%, and report recovery to the Director by June 2026 and December 2026.
- Update the ratepayer register — add at least 50 new rateable properties — and report to Supervisor by December 2026.
- Prepare and serve the annual ground-rent demand notices on all ratepayers, and report completion to Supervisor by end of March 2026.
- Carry out field revenue inspections in at least 4 areas, and report any leakages to the Director by June 2026 and December 2026.
Revenue Disbursement & Accountability
- Disburse stool-land revenue using the constitutional formula (10% to OASL; the rest shared 25% stool, 20% traditional authority, 55% District Assembly), and send a quarterly statement to Supervisor by 15 April 2026, 15 July 2026, 15 October 2026 and 15 January 2027.
- Reconcile disbursements against collections each quarter, and report to the Director by June 2026 and December 2026.
- Prepare and verify beneficiary schedules before each release (zero variance), and report to Supervisor within 10 working days after each quarter.
- Compile the annual disbursement returns for all beneficiaries, and submit to the Director by end of January 2027.
- Log and resolve beneficiary queries within 5 working days, and send a monthly summary to Supervisor by the 5th working day of the next month.
Stool Land Records & Data Management
- Open and maintain an account for every stool in your area, and report coverage to Supervisor by June 2026 and December 2026.
- Digitise the manual records — at least 80% of active records — and report to the Director by December 2026.
- Update the boundary and demarcation database with the Lands Commission, and report progress to Supervisor each quarter.
- Back up all revenue and records data every month, and submit the back-up log to Supervisor by the 5th working day.
- Run an annual data-integrity audit, fix any discrepancies, and report to the Director by December 2026.
Stakeholder & Traditional Authority Engagement
- Hold 4 sensitisation sessions on stool-land payments and the disbursement formula with traditional authorities, ratepayers and District Assemblies, and report to Supervisor each quarter.
- Organise one annual forum to account to stools and traditional authorities, and report to the Director by December 2026.
- Meet each beneficiary District Assembly every quarter on revenue and disbursement, and send minutes to Supervisor each quarter.
- Help resolve revenue-related disputes within 30 working days, and report status to the Director by June 2026 and December 2026.
- Produce and share public-education materials in at least 2 local languages, and report to Supervisor by September 2026.
Corporate Performance, Reporting & Budget
- Submit 4 quarterly performance reports to Supervisor, and the annual report to the Director by end of January 2027.
- Submit quarterly budget-implementation reports to Supervisor by 1 April 2026, 1 July 2026, 1 October 2026 and 1 January 2027.
- Prepare the unit's annual budget within the approved ceiling, and submit to Supervisor by end of September 2026.
- Complete all staff e-SPAR phases on time, and report compliance to the Director by February 2026, August 2026 and January 2027.
- Compile staff training needs into one learning plan, and submit to HR by end of February 2026.
Accept the default competencies
The system pre-loads these seven core competencies — review and accept them. Each carries a set of descriptions; at End-of-Year your supervisor records how many you demonstrated (competencies are worth 40 of the 100 marks). The X / Y badges and remarks below are example ratings.
Professionalism
3 / 3Technical & supervisory mastery · persistence under difficulty · ownership of results.
Example remark: Consistently delivered to standard and took ownership of results.
Integrity
3 / 3Lives Service values · acts without personal gain · resists undue pressure in decisions.
Example remark: Upheld Service values; decisions free of personal interest.
Leadership
2 / 3Proactive strategy · empowers others · drives change and improvement.
Example remark: Drove improvements well; can empower the team more. Way forward: delegate stretch tasks.
Organisation & Management
3 / 4Clear targets · efficient use of time · manages risk · follows up for results.
Example remark: Met targets and timelines; tighten risk follow-up.
Maximising Productivity / Decision-Making
2 / 3Influences events to achieve results · embraces continuous learning · solves problems creatively.
Example remark: Solved problems creatively; pursue more continuous learning.
Teamwork
3 / 3Collaborates · values others' input · shares credit and accepts joint responsibility.
Example remark: Collaborated openly and shared credit for results.
Communication
4 / 5Speaks & writes clearly · listens · asks clarifying questions · interprets messages correctly · shares information openly.
Example remark: Clear and open; ask more clarifying questions before acting.
Set your learning plan
Also called the learning gap identified. For each gap, record the recommended training, the mode of learning and the date / duration.
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360° Leadership
Report Writing & Records Management
Data Analytics for Decision-Making
Mid-Year review — sample data
At mid-year the appraisee updates progress on every target, competency and training. The three tabs below mirror the e-SPAR portal exactly — use them as you complete your own mid-year review.
✍️ Note on Remarks / Way Forward: although the appraisee types this field, it must read as if written by the appraiser — the supervisor's voice, describing the officer in the third person (e.g. “Officer is on track and reports are filed on time; should tighten arrears follow-up next quarter.”).
Focus area 1 · Stool Land Revenue Mobilisation
Focus area 2 · Revenue Disbursement & Accountability
Focus area 3 · Stool Land Records & Data Management
Focus area 4 · Stakeholder & Traditional Authority Engagement
Focus area 5 · Corporate Performance, Reporting & Budget
End-of-Year assessment — sample data
The final stage. The appraisee completes a self-assessment; the appraiser then scores performance on targets (60) and competencies (40), comments on overall performance and updates career development; finally the appraisee logs back in to respond. The six tabs mirror the e-SPAR portal.
👤 Completed by the appraisee. Both Target Assessment and General Assessment must be completed and submitted before the supervisor can access the appraisal.
1 · Target Assessment
2 · General Assessment
1. On a scale of 1–5, how would you rate your performance during the year?
4 / 51b. Give two (2) reasons for the rating selected.
2. Indicate any extra work you accomplished in addition to your agreed targets.
3. Which Focus / Work Area did you find most difficult to achieve, and why?
4. Briefly describe how the training completed / undertaken impacted your work output and the Institution.
🧑💼 Completed by the appraiser after the self-assessment is submitted. Performance on targets is worth 60 marks (Q).
🧑💼 Completed by the appraiser. Up to 2 marks per sub-competency demonstrated; the 20 descriptions across the 7 competencies total 40 marks (C).
🧑💼 Completed by the appraiser — capacity built during the year, plus training recommendations for the year ahead.
👤 After the appraiser submits, the appraisee logs back in, reviews the scores and the appraiser's comments, then states whether they agree with how they have been assessed.
Setup — HR & Director
Assign staff to directorates
HR assigns each officer to their respective directorate.
Activate staff
HR activates all staff — directors, appraisers and appraisees.
Assign directors
HR assigns a director to each directorate.
Set up training & resources
HR adds all trainings and resources required to achieve targets.
Map appraisers to appraisees
Directors map supervisors to their appraisee(s).
Set focus areas
Directors define the focus areas for the directorate.
Planning Phase
Release the portal
After discussion, the supervisor releases the portal for the appraisee.
Set up the planning phase
Appraisee logs in, sets up planning & trainings, then submits to the supervisor.
Review & approve
Supervisor reads through the planning phase and approves it.
Mid-Year Review Phase
Portal release
Supervisor discusses with the appraisee and releases the portal.
Target review
Appraisee reviews each target, competency and training.
Detailed reviews
Appraisee provides a further detailed review of each target.
End-of-Year Phase
Portal release
Supervisor discusses with the appraisee and releases the portal.
Self-assessment
Appraisee assesses themselves and submits to the supervisor.
Supervisor's assessment
Supervisor assesses performance, ratings & comments, then approves.
Why It Matters & Golden Rules
A well-run appraisal cycle changes the culture of an institution. Here is the payoff — and how to get it right.
Better work attitude & image
PM has positively influenced work attitude and improved the public image of the Service.
Attendance & productivity
Improves attendance and the productivity of officers.
Clear responsibilities
Helps officers know their duties and responsibilities.
Sense of contribution
Shows officers how they contribute to organisational objectives.
🏆 Five golden rules to live by
- Ensure timely completion of all phases of the appraisal process.
- Make every target SMART for the reporting year.
- Always meet with your supervisor during all three phases.
- Feed mid-year outcomes back into the review of targets and timelines.
- Keep records specific and honest — never use vague phrases like “ongoing.”
Loyalty · Excellence · Service
Test What You've Learned
Answer all eight questions. You need 6 out of 8 to pass and complete the training.