PMB Introduces Quarterly Staff Performance Reviews to Improve Accountability
Alusine Ahmed Kargbo The Produce Monitoring Board (PMB) is preparing to introduce regular staff performance reviews, including quarterly assessments and one-on-one supervisory meetings, as part of efforts to improve accountability and service delivery.
The decision followed the Board’s first Performance Appraisal Training for managers, heads of unit and supervisors, held on Friday, Nov. 13, 2026, at its boardroom. The session was facilitated by human resource consultant Kweku Djang, who has more than 20 years of professional experience.
The training focused on preparing management staff for the full introduction of PMB’s customised Individual Performance Appraisal System (IPAS), which is designed to measure employees’ contributions through clearly defined responsibilities and performance targets.
Executive Chairman Raymond Katta told participants that staff assessment should go beyond attendance records and focus on actual results. He said supervisors must regularly engage employees, provide guidance and address performance gaps throughout the year.
Katta warned that employees should not be surprised by negative assessments at the end of the year if supervisors have failed to communicate concerns during the appraisal period.
“No one-on-one, no credible appraisal. Supervision first. Evaluation second,” he said.
He also identified four key areas managers should consider when assessing staff: what needs to be measured, when assessments should take place, why performance should be evaluated and how results should be measured.
The Board plans to use clear performance indicators, regular monitoring and documented evidence to make the process more objective and transparent.
Director of Operations and Programmes Didan Sankoh said the success of PMB depended on how effectively employees carried out their responsibilities.
He urged managers to connect individual targets to the Board’s wider regulatory duties, including improving compliance, product quality, traceability and service delivery in Sierra Leone’s cocoa, coffee and other regulated commodities.
Sankoh also stressed that employees must take responsibility for meeting their targets, while supervisors should provide the resources, direction and feedback needed to achieve them.
He said performance appraisal should help identify weaknesses, improve staff skills and strengthen the institution rather than serve as a tool for punishing employees.
Training facilitator Djang encouraged managers to base their assessments on facts, documented evidence and consistent standards. He cautioned that unfair or poorly managed appraisals could create workplace tensions and affect decisions on promotion and career development.
Under the planned system, employees will also conduct self-assessments to review their achievements, challenges and areas requiring improvement. The process will include 360-degree feedback, which allows performance to be considered from different working relationships.
Participants described the training as useful, particularly in helping them understand how to develop performance indicators, record evidence and improve communication between supervisors and employees.
PMB expects the new approach to strengthen staff performance and improve the delivery of its regulatory responsibilities.
The Board’s position is that employees should be assessed not simply on the activities they complete, but on the results those activities produce for the institution and the wider produce sector.