Dear colleagues,

Below you will find our tips and advice to ensure a good process. Despite the formal distinction between assessment and promotion exercises, this step is crucial for the promotion exercise that will follow afterwards. Good appraisal reports are essential to have an opportunity to be proposed for promotion or to introduce an appeal with a minimum of chance of success.

SELF-EVALUATION
• Before you start writing, take the time to think about it calmly
• Make an effort in writing a good self-assessment. Avoid long stories. Describe in detail the tasks you accomplished in 2019, mention the achievement of your objectives, and to what extent you achieved them
• Present the results of your work in a positive way and highlight the added value. Always support your arguments with concrete elements, illustrating them with examples that you consider appropriate
• Remember to write with simplicity. Your tasks should be understood by people who are unfamiliar with your work environment
• Important points to underline: the languages used; the level of responsibility exercised; ability to adapt to difficult or unforeseen situations, ensure business continuity, etc.
• Mention your potential mandates for the Staff Committee
• Above all, you have 8 working days to complete your self-assessment, this without counting the days without access to SYSPER (for example for reasons of leave, illness or mission)

DIALOGUE WITH THE REPORTING OFFICER

• Seek for a useful dialogue with your Head of Unit – frank and open
• Defend your work and the content of your self-assessment. If your arguments are well presented, it will be difficult to counter them. Be proactive, it's in your best interest
• Take this opportunity to review the tasks you carried out, argue your positions and make suggestions for any feasible changes. Ask for clear, up to date and achievable goals.
• Identify and propose trainings courses you would need to follow to improve your work
• Do not hesitate to ask our union for help if you need an further advice

APPEAL

• You will be able to challenge your appraisal report if you feel that it does not accurately reflect your performance or dialogue
• In the event of an appeal, a dialogue will take place with the Appeal Assessor (usually the director) who will decide on the report. It is important to know that if you have not submitted an appeal at this stage, it will be impossible for you to make any changes to your self-evaluation during the promotion procedure
• Make yourself available to ensure a useful meeting; do not hesitate to seek the advice of your staff representatives, or even have someone accompany you to the meeting. It’s your right and it could avoid unpleasant surprises
• If your reporting officer mentions sickness or maternity leave, note that it is illegal.
• If the assessment report indicates that the jobholder's performance was unsatisfactory, the appeal assessor (usually the Director General) invites the jobholder to a dialogue, consults DG HR and decides on the outcome of the report. This is a very important and sensitive step because your rank will remain blocked if the decision on your unsatisfactory performance is confirmed. If you are in this situation, assistance from the union is highly recommended. Please note that in case of a third and consecutive annual report of this type, the Appeal Assessor will decide, in agreement with the DG HR, to consult the Joint Consultative Committee for professional incompetence.

In short, have a positive attitude; take this opportunity to think objectively about your work, the challenges and difficulties you faced, as well as expressing your wish for a job in line with your experience and skills and need for professional recognition.

We invite you to read with care the Intracomm page dedicated to the 2020 exercise and indicative calendar. For any additional information, you can contact Cof- FIR here.
We are at your disposal throughout the whole procedure!
Executive Comittee


IT

ESERCIZIO DI VALUTAZIONE 2020

Cari colleghi, 

Ecco i nostri consigli per un processo senza intoppi.

Nonostante la distinzione formale tra l'esercizio di valutazione e quello di promozione, questo passo è fondamentale per l'esercizio di promozione che segue.  

Migliore è il vostro rapporto, più è probabile che vi venga offerta una promozione o, se necessario, che possiate presentare un appello con una minima possibilità di successo.

AUTOVALUTAZIONE 

- Prima di iniziare a scrivere, prendetevi un po' di tempo per pensarci con calma.

- Fate uno sforzo per scrivere la vostra autovalutazione. Evitate le storie lunghe. Descrivete in dettaglio i compiti che avete svolto nel 2019, menzionate il raggiungimento dei vostri obiettivi, in che misura li avete raggiunti.

- Presentate i risultati del vostro lavoro in modo positivo ed evidenziate il valore aggiunto. Appoggiate sempre le vostre argomentazioni con elementi concreti, illustrandole con esempi che ritenete opportuni.

- Ricordatevi di essere semplici. I vostri compiti dovranno essere compresi da persone che non hanno familiarità con il vostro ambiente di lavoro.

- Punti importanti: lingue utilizzate; livello di responsabilità esercitata; capacità di adattarsi a situazioni difficili o impreviste, garantire la continuità dell'attività, ecc.

- Indicare eventuali mandati per il Comitato del personale.

- Soprattutto, non dimenticate che avete 8 giorni lavorativi per completare la vostra autovalutazione, senza contare i giorni senza accesso a SYSPER (ad es. a causa di vacanze, malattia o missione). 

DIALOGO con il VALUTATORE 

- Cercate di avere, per quanto possibile, un dialogo utile con il vostro Capo unità, franco e aperto.

- Difendete il vostro lavoro e il contenuto della vostra autovalutazione. Se avete presentato bene le vostre argomentazioni, sarà difficile smontarle. Siate proattivi, è nel vostro interesse.

- Cogliete l'occasione per rivedere i compiti che state svolgendo, discutere le vostre posizioni e proporre eventuali modifiche. Chiedete obiettivi concordati chiari, aggiornati e raggiungibili.

- Proporre la formazione necessaria per migliorare il proprio lavoro

- Non esitate a chiedere aiuto al nostro sindacato se avete bisogno di un'opinione 

RICORSO 

- Potrete contestare il vostro rapporto di valutazione se ritenete che non rifletta accuratamente le vostre prestazioni o il vostro dialogo.

- In caso di appello, avrà luogo un dialogo con il valutatore in appello (di solito il direttore) che deciderà in merito alla relazione. È importante sapere che se non avete presentato un ricorso in questa fase, sarà impossibile tornare indietro sul testo della vostra valutazione durante la procedura di promozione.

- Prendete accordi per garantire una riunione utile, non esitate a chiedere il parere dei vostri rappresentanti del personale, o anche ad essere accompagnati alla riunione. Questo è un vostro diritto e potrebbe evitare spiacevoli sorprese.

- Se il vostro valutatore menziona assenze per malattia o maternità, sappiate che è illegale

- Se la valutazione indica che le prestazioni del titolare del posto di lavoro sono state giudicate insoddisfacenti, il valutatore d'appello (di solito il direttore generale) invita il titolare del posto di lavoro a un dialogo, consulta la DG HR e decide sull'esito della relazione. Si tratta di un passo molto importante e delicato, poiché il vostro échelon rimarrà bloccato se la decisione sulla vostra prestazione insoddisfacente sarà confermata. Se vi trovate in questa situazione, l'opinione del sindacato è fondamentale. Sappiate che in caso di un terzo rapporto annuale consecutivo di questo tipo, il valutatore d'appello prenderà la decisione in accordo con la DG HR, che consulterà il Comitato Consultivo Congiunto sull'Incompetenza Professionale. 

In breve, abbiate un atteggiamento positivo, approfittate di questo esercizio per riflettere obiettivamente sul vostro lavoro, sui problemi e sulle difficoltà che comporta, e sui vostri desideri di un lavoro adeguato e di un meritato riconoscimento professionale. 

Vi invitiamo a leggere attentamente la pagina Intracomm dedicata all'esercizio 2020 con il calendario indicativo e per qualsiasi ulteriore informazione potete contattarci  via e-mail  o telefonicamente per un appuntamento.  

Un nostro esperto è a vostra disposizione per tutta la durata di questa procedura!   

Comitato esecutivo

 FR

EXERCICE D'EVALUATION 2020: QUELQUES CONSEILS 

Chers collègues, 

Vous trouverez ci-dessous nos conseils pour un bon déroulement. Malgré la distinction formelle entre les exercices d'évaluation et de promotion, cette étape est fondamentale pour l'exercice de promotion qui suivra par après.  

Plus votre rapport est bon, plus vous aurez la possibilité d'être proposé à la promotion ou le cas échéant de pouvoir introduire un recours avec un minimum de chance de réussite. 

AUTO-ÉVALUATION 

•           Avant de vous mettre à écrire, prenez le temps d'y réfléchir calmement

•           Faites un effort dans la rédaction de votre auto-évaluation. Evitez de longs récits. Décrivez en détail les tâches que vous avez accomplies en 2019, mentionnez la réalisation de vos objectifs, dans quelle mesure vous les avez atteints

•           Présentez les résultats de votre travail de manière positive et soulignez la valeur ajoutée. Appuyez toujours vos arguments avec des éléments concrets, en l'illustrant avec des exemples que vous estimez opportuns

•           N'oubliez pas de le rédiger avec simplicité. Vos tâches devront être comprises par des personnes qui ne connaissent   pas votre environnement de travail

•           Les points importants: les langues utilisées; le niveau de responsabilité exercé; capacité d'adaptation aux situations difficiles ou imprévues, assurer les "business continuity", etc.

•           Mentionnez vos éventuels mandats pour le comité du personnel

•           Surtout, n'oubliez pas que vous disposez de 8 jours ouvrables pour compléter votre auto-évaluation, ceci sans compter les jours sans accès à SYSPER (par exemple pour raison de congés, maladie ou mission) 

DIALOGUE AVEC L'ÉVALUATEUR 

•           Cherchez à avoir, dans la mesure du possible un dialogue utile avec votre chef d’unité, franc et ouvert

•           Défendez votre travail et le contenu de votre auto-évaluation. Si vous avez bien présenté vos arguments, il sera difficile de les démonter. Soyez proactif, il en va dans votre intérêt.

•           Saisissez cette opportunité pour passer en révision les tâches que vous menez, argumentez vos positions, et proposez d’éventuels changements. Demandez à ce que les objectifs agrées soient clairs, actualisés et réalisables

•           Proposez les formations dont vous auriez besoin pour améliorer votre travail

•           N’hésitez pas à demander l’aide de notre syndicat si vous avez besoin d’un avis 

APPELS 

•           Vous serez en mesure de contester votre rapport d’évaluation si vous estimez qu’il ne reflète pas correctement votre performance ou le dialogue

•           En cas d’appel, un dialogue aura lieu avec l’évaluateur d’appel (généralement le directeur) qui se prononcera sur le rapport. Il est important de savoir que si vous n’avez pas introduit un appel à ce stade, il sera impossible de revenir en arrière sur le texte de votre évaluation lors de la procédure de promotion

•           Prenez vos dispositions pour assurer une réunion utile, n’hésitez pas à demander l’avis de vos représentants du personnel, ou même de vous faire accompagner lors de cette réunion. C’est votre droit et cela pourrait éviter des mauvaises surprises

•           Si votre évaluateur fait mention d’absences pour maladie ou pour maternité, sachez que c’est illégal

•           Si l’évaluation mentionne que la performance du titulaire de poste a été identifié non satisfaisante, l’évaluateur d’appel (généralement le Directeur Général) invite le titulaire de poste à un dialogue, consulte la DG HR et décide sur le résultat du rapport. Il s’agit d’une étape très importante et sensible car votre échelon restera bloqué si la décision sur votre performance non-satisfaisante est confirmée. Si vous êtes dans cette situation, l’avis du syndicat est fondamental. Sachez qu’en cas d’un troisième rapport annuel consécutif de ce type, l’évaluateur d’appel prendra la décision, en accord avec la DG HR, qui consultera le Comité Paritaire Consultatif pour l’incompétence professionnelle. 

En bref, ayez une attitude positive, profitez de cet exercice pour réfléchir objectivement à votre travail, aux enjeux et difficultés associés, ainsi qu'à vos souhaits pour avoir un travail adéquat et la reconnaissance professionnelle méritée. 

Nous vous invitons à lire attentivement la page Intracomm consacrée à l'année 2020 avec le calendrier indicatif et pour toute information complémentaire vous pouvez nous contacter par e-mail ou par téléphone pour prendre rendez-vous.  

Un de nos experts est à votre disposition pendant toute la durée de cette procédure !   

Comité exécutif


Contattaci descrivendo per sommi capi le informazioni di cui hai bisogno

Exercise 2020

The appraisal process is an important opportunity to look back at the past year and reflect on the future. It is the moment to think about your achievements and your future aspirations and to discuss them with your manager.

E-learning

Course name: "Appraisal course for Reporting Officers"
For Reporting Officers and Reporting Officers by Delegation who are not able to come to one of the training sessions "Appraisal system for reporting officers" (e.g. working in a Delegation, Representation or Institute)
https://webgate.ec.europa.eu/ilp/pages/coursedescription.jsf?courseId=16919116&catalogId=1093363

Course name: "Appraisal course for Staff"
A new e-learning course has been developed to help jobholders prepare for the appraisal exercise. The jobholder can sign up for the course via the link:
https://webgate.ec.europa.eu/ilp/pages/coursedescription.jsf?courseId=17387069&catalogId=115214

The appraisal system: help you perform better

  • Your self-assessment is structured into 7 sections (in the same way as your appraisal report): Efficiency, Ability, Conduct, Languages, Responsibilities, Learning and development and General comments. This should help you and your manager to prepare the dialogue and the report;
  • The 'Certification' tab is available to jobholders in grade AST5 or higher. You need to reply yes or no to the question "Do you want your Reporting Officer to complete the "certification" section?";
  • Your report is qualitative (it does not contain any performance level or rating). This should enable you to concentrate on having a constructive dialogue with your manager and getting feedback which is useful to you;
  • Your report is the full responsibility of your manager;
  • Your Reporting Officer must include a conclusion regarding your general performance during the reference period (satisfactory or unsatisfactory);
  • If you are a manager, your Reporting Officer must include a conclusion regarding your managerial performance during the reference period (satisfactory or unsatisfactory);
  • If you are not happy with what your Reporting Officer writes in the report, you can appeal to his/her manager. For example, if your Head of Unit is the Reporting Officer, your appeal will be considered by your Director (or Head of Department), who will act as Appeal Assessor. Your Appeal Assessor will invite you for a second dialogue and decide if any parts of the report need to be changed.

What is the process?

The process is intended to help us all to be clear about what we are trying to achieve with our work and to improve our performance. We should all try to make it as constructive and fair as possible.

The actors in the appraisal exercise

Before the assessment, draft your self-assessment and discuss your performance over the past year during the dialogue with the Reporting Officer, as well as your future tasks, your career development and your learning needs.

The Reporting Officer is the direct hierarchical superior of the jobholder - generally the Head of Unit on 1 December of the reference period. He/she is responsible for the individual qualitative appraisal (but not for the comparison of merits within the Directorate–General, which is the responsibility of senior management in the promotion exercise).

A Reporting Officer by Delegation may be designated by the Head of Unit in units comprising more than 20 officials, after agreement with their Director-General and after notifying the jobholders concerned. This would be an AD official who would manage and supervise AST or AST/SC jobholders and whom the Head of Unit considered capable of taking on the role.

The Appeal Assessor is the hierarchical superior of the Reporting Officer (and not the superior of the Reporting Officer by Delegation, should there be one), generally, it is the Director.

In case of an assessment of the jobholder's general performance as unsatisfactory:

  • The report needs to be confirmed by a Countersigning Officer, except where a Director-General acts as Reporting Officer.
  • The Countersigning Officer is the person who would be Appeal Assessor in a "usual procedure" (generally, the Director).
  • The Appeal Assessor is generally the Director-General (if, however, the Director-General already acts as Countersigning Officer, the Appeal Assessor will be the Director-General of DG HR, for staff assigned to DG HR, the Secretary-General).

Progress of the appraisal

The annual appraisal is structured as follows:

  • The jobholder writes a self-assessment.
  • The jobholder has a dialogue with his/her Reporting Officer.
  • The Reporting Officer writes a qualitative report (if the performance is assessed as having been unsatisfactory, a confirmation by a Countersigning Officer will be necessary).
  • Feedback from the jobholder on the annual report:
    • The jobholder accepts the report, with or without comments.
    • The jobholder refuses the annual report which means that it will automatically be referred to the Appeal Assessor.
  • In case of an appeal, a dialogue can take place between the Appeal Assessor and the jobholder, at the jobholder's request.
  • Confirmation or modification of the annual report by the Appeal Assessor.

Special focus on managerial skills

The Commission's Talent Management Strategy puts a special focus on further increasing managerial excellence. This will be reflected in the way we appraise the performance of jobholders with managerial responsibilities. Their annual reports should describe achievements and assess the technical and specialist knowledge, but they also need to elaborate on how the jobholder managed work and people.

The emphasis on managerial skills is necessary for the appraisal of Heads of Units (or equivalent), and strongly recommended when reporting on the performance of other staff with managerial responsibilities, but not occupying an organisation chart function (e.g. acting Heads of Unit, Deputy Heads of Units, Heads of Sector or other formal or informal team leaders).

Certification

The annual report may include an opinion, in the section 'Certification', on whether the jobholder has the potential to carry out an administrator's function. At the request of the jobholder, this section can be filled in for a jobholder who was in grade AST5, or higher, during the entire reference period or a part of it. The opinion is based on the jobholder's performance.

Conclusion on the general performance

The annual report must include a conclusion (satisfactory or unsatisfactory) in the 'General comment' section. The jobholder will not advance to the next step in the grade if his/her last finalised report concluded that his/her performance was unsatisfactory.

The conclusion that the jobholder's performance was unsatisfactory must be based on facts and it must be confirmed by a Countersigning Officer. The jobholder will be able to file an appeal against this conclusion. It will be analysed by an appeal assessor who will invite the jobholder to a new dialogue (if requested by the jobholder) and who will decide if the report needs to be modified. The appeal assessor will consult DG HR before taking his/her decision. In case of a third annual report of this type, the Appeal Assessor shall take his/her decision, in agreement with DG HR, who shall consult the Joint Advisory Committee on professional incompetence.

Article 51(1) of the Staff Regulations:

1. The appointing authority of each institution shall define procedures to identify, deal with and remedy cases of incompetence in a timely and appropriate fashion.

When adopting internal provisions, the appointing authority of each institution shall respect the following requirements:

(a) an official who, on the basis of three consecutive unsatisfactory annual reports as referred to in Article 43, still shows no progress in his professional competence shall be downgraded by one grade. If the following two annual reports still show unsatisfactory performance, the official shall be dismissed;

(b) any proposal to downgrade or dismiss an official shall set out the reasons on which it is based and shall be communicated to the official concerned. The proposal from the appointing authority shall be referred to the Joint Advisory Committee provided for in Article 9(6).

Conclusion on the managerial performance of middle managers

For jobholders occupying a function with the type of post of the job "head of unit or equivalent" the annual report must include a conclusion on whether the jobholder's managerial performance has been satisfactory or not. This will be mentioned in the section 'General comment / Dialogue' in SYSPER. For seconded Heads of Unit, the tick box will thus also appear. In the case that they did not exercise managerial duties during the reporting period, reporting officers should tick the box "N/A" regarding the managerial performance.

Managerial performance should be assessed against the objectives/tasks set for the jobholder, as well as against the competencies detailed in the Annex to the Middle Management Decision. The conclusion that a jobholder's managerial performance has been unsatisfactory should be based on factual elements which need to be reflected in the other sections of the appraisal report.

An evaluation of the managerial performance as unsatisfactory is primarily meant to raise the awareness of the jobholder of any issues and help him/her to receive any appropriate support to remedy the situation.

If the managerial performance of a middle manager is assessed as unsatisfactory in the last annual report, a procedure for reassignment to a non-management function may be launched by the Director-General concerned. Such a procedure must be launched if the managerial performance has been evaluated as unsatisfactory in two of the last three annual reports. Details of the procedure can be found in article 14 (1) (b) of the Middle Management Decision C(2016)3288.

Note that the assessment of the managerial performance is complementary to the assessment of the jobholder's general performance. The two aspects do not necessarily have to be related, namely an unsatisfactory managerial performance evaluation does not automatically lead to the same conclusion in terms of general performance. The rationale behind this distinction is that there are jobholders who are valuable assets for the organisation, but not in a middle management function.

Indicative timetable

The following timetable is indicative and does not constitute a guarantee concerning the dates to be respected.

Timing​Step​Comments
​7 January 2020​Publication of the Administrative Notice​SYSPER open for self-assessment.
7-9 January 2020​Launch of self-assessments
​From mid-January 2020​Dialogues​Where self-assessments are already complete and Reporting Officers / Reporting Officers by Delegation are available to hold dialogues, they can be held as from the second week of January.
20 January 2020​Deadline for signature of self-assessment​All staff should have at least 8 working days to complete the self-assessment, not including days without access to SYSPER, for example due to leave or illness.
31 January 2020​Deadline for holding dialogues​Another deadline may be fixed by the DG, provided that the deadline of 17 February can be respected.
​17 February at the latest​Deadline for the signature of the report​Within 10 working days of dialogue
​Transmission of reports to jobholders​Reports are transmitted to jobholders as soon as they are written.
28 February 2020​Deadline for comments and appeals​Jobholders have 5 working days, not including days without access to SYSPER, to make comments or to appeal (with the possibility to request a dialogue), starting from the date of transmission of the report.
30 March 2020​Deadline for decisions on appeals​Comments, adjustment or confirmation of the report by the Appeal Assessor, after a second dialogue if requested, within 20 working days of any appeal.


Self-assessment: what do you think about your job?

The first step in the process is your self-assessment. You should think about:

  • what went well and less well last year?
  • what did I learn and what do I need to learn next year?
  • what objectives do I want next year?

It is a golden opportunity to take stock of important events in your work during the past year. You are not being asked to say if you are good or bad at your job, but rather to highlight your achievements and your wishes for the future.

To help you structure your self-assessment, you can look at your job description and your objectives and talk to your colleagues.

The self-assessment structure is split into all the categories of the appraisal report: Efficiency, Abilities, Conduct in the service, Languages, Responsibilities, Learning and General comment. As a result, the structure of the self-assessment and appraisal reports is identical. This can help you to better structure your self-assessments and provide more elements to the reporting officers for drafting their reports.

The category "Learning and development"

What do you need to learn to get better at your job and deliver on your tasks and objectives or to prepare for a future career move? The category "Learning and development" allows you to reflect on what you learned last year and on the specific skills or knowledge to be acquired next year.

Do you need a formal Commission training course, coaching from a colleague, e-learning or an external learning opportunity? Be creative, consider your profile and career aspirations as well as the needs of our organisation to develop its employees to meet current and future challenges.

Appraisal dialogue: exchange opinions with your manager

The dialogue is an important moment of the year. The more you put into preparing the dialogue, the more you can get out of it:

  • prepare the two or three most important things that you want to discuss, relating to your current job and your future career;
  • come with your self-assessment and, where relevant, draft objectives;
  • check your job description to make sure it is up to date.

Objectives: look to the future

Your objectives describe the specific results that you need to achieve in a given time period. They are set by your Reporting Officer, after discussion with you. The objectives must be consistent with the work programme of your DG and your unit as well as your job description. They should ideally be accompanied by criteria for assessing the results and the conditions in which they have to be achieved.

Written objectives are an essential management tool and a standard feature of good administration. They should define your most important contributions to the work of your unit and DG and give you something you can be proud of when you look back. Managers should put them into SYSPER, keep them clear and specific and update whenever necessary. They do not have to be very detailed or numerous, as long as you and your manager understand them in the same way.

Appraisal report: a written record of your dialogue

The qualitative appraisal report brings together the information relating to your individual performance during the last year, drawing on your self-assessment and any contribution reports which might have been received. The report should cover the main aspects of your work in the last year, including any work you might have done beyond your unit or DG.

The main part of the report is composed of three sections, in which the Reporting Officer comments on the efficiency, the ability and the conduct in the service. There are also four other categories: languages, responsibilities, learning and general comments. There are no performance levels, points or other forms of rating.

The report is entirely the responsibility of your Reporting Officer. There is no Countersigning Officer, except in the case that your Reporting Officer takes the view that your performance has been unsatisfactory. In all other cases, once your Reporting Officer has signed the report it will immediately be transmitted to you.

Appeals: what to do if you do not agree

If you do not think that your report is a fair reflection of either your performance or your dialogue, you can appeal against your appraisal report. Your appeal will be dealt with by the hierarchical superior of your Reporting Officer and not by a joint committee.

Your appeal can therefore best be judged by the direct superior of your Reporting Officer (in most cases, a Director) who knows both the work of the Reporting Officer and your work. They will have the necessary knowledge to be able to judge the quality of the appraisal report in case of an appeal. As the superior of your Reporting Officer, they will have a good idea of the circumstances and of the capacities of both the Reporting Officer and you.

Your Appeal Assessor will invite you for a second dialogue to discuss your reasons for appeal. You can invite another member of staff to accompany you to the second dialogue if you wish. Your Appeal Assessor can also invite another member of staff to the dialogue if they wish (but they cannot invite your Reporting Officer). If there are other staff present in the dialogue, they have the right to have their comments recorded in SYSPER. After the dialogue, the Appeal Assessor will record their decision on the appeal in SYSPER and will modify the report if necessary.

In case of an appeal against a report concluding that the performance has been unsatisfactory, the appeal will be dealt with by a more senior Appeal Assessor (usually the Director-General) who will invite the jobholder for a second dialogue and decide if the report needs to be changed. The Appeal Assessor will consult DG HR before taking his/her decision. In case of a third consecutive annual report of this type, the Appeal Assessor shall take his/her decision in agreement with DG HR which shall consult the Joint Advisory Committee for professional incompetence.

Once the decision on your appeal has been made, your report is final. If you are not satisfied with the outcome of your appeal, you can still lodge an appeal under Article 90(2) of the Staff Regulations, with the possibility of pursuing the case in the Civil Service Tribunal.

Special situations

The explanations above are based on the situation of a typical colleague who was assigned to a unit and worked under the supervision of the same manager for the whole year. Special rules exist where either the jobholder or his/her manager change jobs during a given year, for colleagues working in Commission Members' Private Offices or in EU Delegations, for staff representatives, for seconded officials and for other particular situations.

For more detailed information on the appraisal procedure, please refer to the Commission Decision of 16 December 2013 laying down general provisions for implementing Article 43 of the Staff Regulations and implementing the first paragraph of Article 44 of the Staff Regulations (Administrative Notice N° 54-2013) or address your questions to the Business Correspondent (BC) unit of your DG or service or to the AMC covering your DG.