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Defence ministry digitalises operations, adopts performance management system

The Ministry of Defence has inaugurated the Core Performance Management Team in line with the Federal Civil Service Strategy and […]

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The Ministry of Defence has inaugurated the Core Performance Management Team in line with the Federal Civil Service Strategy and Implementation Plan 2021‑2025. Permanent Secretary Dr Ibrahim Abubakar Kana said that adopting the strategy will boost performance across the service and guide the ministry’s transition from analogue to digital. This shift is intended to transform the ministry into a professional, technologically driven, world‑class institution that contributes to sustainable national development and global competitiveness.

The inauguration was announced in a statement on Friday by the ministry’s spokesperson, Victoria Agba‑Attah. The statement explained that the Core Performance Management Team was created as a directive from the Office of the Head of Civil Service of the Federation to drive the implementation of the Performance Management System (PMS). Its purpose is to galvanise the service to greater heights, moving from analogue to digital to achieve a professional, technology‑focused institution.

Committee members will be tasked with developing the Sector Strategic Plan, creating job‑description templates for each cadre and officer, assigning supervisors to officers, ensuring supervisors receive proper training, and cascading these activities to the various departments within the ministry. Kana urged the members to establish appropriate Change Performance Plans, noting that the new PMS is enshrined in the New Public Service Rule.

Director of the Human Resource Management Department, Mr Hassan I. Baba, added that the civil service is transitioning from the old Annual Performance Evaluation Report framework to the new PMS. He emphasized that promotions will be based on performance rather than a quota system. According to Baba, the PMS is a new method of evaluating staff that aligns with the ministry’s strategic plans, with each assessment linked to specific tasks, unlike the APER, which evaluated staff without reference to their job descriptions.

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