Form PA ELB.xlsx

7/25/2019 Form PA ELB.xlsx

1/26

N A M E :

JOB TITLE :

LEVEL *) : *(1 = Manager, 2 = Non !a"#!a"#O""$%er#&

IVIION # EPT+ :

PREV+ R PA RATING :

ATE OF -IRE :

APPRAIE B :

2.1/ O0e%!$e # Goa 3e$g!4e5

1+

2+

/+

7+

8+

Wants to beasked

- Struggle todeliver what is expected

- Gives up whenfaced with obstacles

- Continuallywants

guidance

- Works slowly

and mayinhibit other's

work route

Delivers tostandard

- Works to achieve astan- dard/target

- s reliable deliverswhat they say they willdo on time

- !akes responsibilityfor their own actions"

re#uires minimal guidance

Breaks downproblem

- (reaks downproblem

into theircomponent

parts

- $akes a list ofitems/tasks or

activities

- ,se basicrules) common

sense and pastexperiences to

identifyproblems

Seesbasicrelationshipandpatterns

- inkstogetherpieces witha singlelink leadsto (

Sorts out alist of tasks

in order ofimportance

Sees

Disorganized

- .egularlymissesdeadlines

- ,nable todistinguishwhat

work is mostimportant

- *oes not planwork/proectsahead of time

- ttendsunnecessary

meetings

Organizes daytoday tasks

- 0rioriti1es tasks tobe

achieved duringthe day

- Works methodicallyto

establish plans

- 0roperly preparesfor

meetings)activities) proects

- $aintains anorgani1ed workenvironment

!ives detailedinstructions

- !ells how to dothe tasks) gives detailed

instructions

- $akes speci%chelpful suggestions

- Gives on-the-ob

demonstrations

!ives directions orother supports

- Givesdemonstrations or or directions with

rationale as atraining

strategy

- Gives practicalsupport

or assistance tomakeob easier

&volunteers

additionalresources)

tools) information+

haresinformation

- $akes surethe group hasall thenecessaryinformation

- 3xplains thereasons for adecision

- 3nsures teammembers areinvolved an

contribute

"ncourage teame#ectiveness

- 0romotesteamwork)cooperation and

productivity

- ,ses formalauthority and power in a fair ande#uitable manner

- .ecogni1es theteam's problems and

tackles them

%ooperates with others

- 0articipates willingly)support team decisions

- *oes his/her share of the work

- Gets on well with otherteam members

Shares information

- 2eeps peopleinformed

- Shares all relevantand

usefu" informationand

resources

Blinkered

- ,naware ofcommercial

pressure andrealities

- 5nlyconcentrateson what ishappening inown ob or

function

'nderstand thefundamentalbusiness

- ,nderstandscompany's business goals andhowhis/her ob %ts into

it

- 6as basicunderstanding

of the factors whichin7uence costs andpro%ts

Disregards

- *isregards orrebelliously 7auntsorgani1ational

norms

- $akes minimale8ort to %t inorgani1ation

)its in

- $akes an activee8orts to %t in"showing up on time

- *resses andbehavesappropriately

accordingto the regulations&production

departmentre#uires their

employees towear gloves)

masks+

- .espects thecompany's way of

PERFORMPer$o5 : J


2/26

+

>+

1.+

( ADD ROW / PAGES AS NEEDED ) 0


3/26

NCE RATING :

%a!or

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0.00

0.00

0.00

0 00

exceed in many aspects of the job-Outstanding )

tions & exceed in several job areas-Above Average)

tions in many aspects of the job areas-Average)

expectations in several aspects of the job-!elo" Averag

R a ! $ n g( 7 ,/ ,2,

1)

%ore(Weighted x

Rating)

*akescomple+analysis

- ,sesseveraltechni#ue

toanaly1e acomplex

situation

- Can spot

inconsistencies

or gapswhich are

Setschallenging goals

- Sets andworks tomeetchallenginggoals /obectives

-9Challenging9 meansfor

(nticipates theunpredictable

- 6ascontingencyplans in place toavoidpotential time andresource

problems

- !akesinitiative in

Doeslongertermcoaching

- rrangesappropriateand helpfulassigments

- 6aspeople work

outanswers

to problems

(cts asleader

- Sets agoodexample in

modelingdesiredbehavior

- 3nsuresother buyinto

leader'smission)goals)agenda

Buildsteame#ectiveness

- 0romotesteam'simage and

achievement ratherthan theirown

- mproveteamse8ectivenes

%onsiderswiderbusiness,e+ternalfactors

- ssessesandunderstands

company'smarketplace and

businessenvironment

*akespersonalorprofessional sacri-es

- 0utscompanyneedsbeforepersonal

needs

- Stands bydecisionsthat maybene%t

AL8

Deliverstostandard

- Workstoachievea stan-dard/target

- s

reliabledeliverswhat they

Improves Performance

- $akes speci%c changesto improve performance

- Works faster than the norm-reacts #uickly

Seesmultiplerelationship andusesconcepts

- $akesmultiplecausal

links &leads to ()leads

to C)

leads to*+

- Sees



Sorts out alist of tasksin order ofimportance


- 0rioriti1estasks to be

achievedduring theday

- Worksmethodically to

establish

plans

- 0roperlyprepares

Plansworks

- 0lans outwork/proects in

advanceon owninitiative

- Setstimescales and

milestones) andorgani1eto meet

!ivesdirectionsor othersupports

- Givesdemonstrations or ordirectionswith

rationaleas atraining

strategy

- Givespractical

!ivesfeedbacktoencourage

- Givesspeci%cfeedback

fordevelopmental

purposes

- Givesnegativefeedback

Does

- rrahelp

- 6as anstheknogivi

answ


- 0romotesteamwork)

cooperation andproductivity

- ,ses

formalauthorityand power in

$akescare ofthegroup

- 0rotectsandpositionthe teamand itsreputation

- 3nsure

thepracticalneeds ofthe team

Sharesinformation

- 2eepspeopleinformed

- Shares allrelevantand

usefu"information and

resources

&alued and encourages others

- 4alues other's input andexpertise

- Solicits ideas and opinionsof others

- 3ncourages the participation of othe

- Willingly covers for others in their a


-,nderstandscompany's businessgoals andhow

his/her

ob %ts intoit

- 6as basic

(lign work

- ligns and prioriti1escurrent work in accordancewith company's goals)

strategies and obectives

- !akes broader companyobectives into accountin their decision-making

)its in

- $akes anactivee8orts to%t in"showingup on time

- *ressesandbehaves

appropriat

elyaccordingto the

regulation

Supportsthecompany

- Statescommitment

- .espectsandacceptswhat

authorities

sees asimportant

-

Delivers tostandard


- s








to C)

leads to*+

- Sees


- inkstogetherpieceswith asingle link leads to(

Sorts outa list oftasks in

Organizes daytodaytasks

-0rioriti1es tasks tobe

achievedduringthe day


Plansworks




milestones) andorgani1eto meet

!ivesdirections orothersupports


rationale

as atraining

strategy



fordevelopmental

purposes


Does

- rrahelp

- 6as anstheknogivi

answ


-0romotesteamwork)


- ,sesformalauthority



- 3nsure

thepracticalneeds ofthe team

Sharesinformation


- Sharesallrelevantand

usefu"informati

on and

resources




- 3ncourages the participation of othe

- Willingly covers for others in their a


-,nderstandscompany'sbusiness

goals andhowhis/her

ob %ts

(lign work




)its in

- $akesan activee8orts to%t in"showingup ontime

- *ressesandbehaves

appropriatelyaccording

Supportsthecompany

- Statescommitment


authorities

sees asimportant

-

Deliverstostandard


- s


Seemuerelanshanduseconts

- $amucau

lin

& lto (lead

to








establish

plans

- 0roperlyprepares

Plawo

- 0outwooe

advon inite

- S

times

mi




strategy

- Givespractical

!ivfeeck tencage

- Gispefeedk

fodevme

purs

- Gi


- 0romotesteamwork)


- ,ses

formalauthorityand power in

$akcarthegro

-0rotandposthe teandrepon

- 3nthepra

Sharesinformation




resources



his/her

ob %ts intoit

- 6as basic


4/26

0.00

0.00

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) To!a %ore


5/26

Per"or6an%e Fa%!or

1 2

1+ Pro"e$ona$6 @ F&n%!$ona Ca'a0$$!$e . .- Knowledge & Skills as well as Experiene!Expertise to do "ob e##etivel$

- %nderstand #untions tasks proesses & expeted "ob related results- Know when to use Experts' advise #or deision aking.

- Show a an do spirit and seek #or proative sel# iproveent.

2+ A%4$ee6en! # Re&! Or$en!a!$on . .- rive & eterination to get the "ob done.

- *ood output seen as the results o# +ob ativities!"ob per#ored.

- ,oplete +ob!ask ssignent or work with sense o# losure

- /proving Standards #or better results ! work output.

/+ B&$ne @ Organ$a!$ona ene . .

- bilit$ & willingness to align behaviour with organiat'l needs!priorities- lign behaviour with organiational needs & priorities.

- %nderstanding internal business needs & external business trends.

7+ O'en Co66&n$%a!$on . .- 1resenting!onve$ idea!explanation in a 2 lear siple but persuasivel$

- Speaks at!with appropirate 2 speed volue tone words and phrases

- ,lari#ies assuptions & hek #or understanding.

- Enourage in#oralit$ & open ouniation at all level.

- 3uild trust aong 4edo 1eople to ensure sooth ouniation.- Ensure aessabilit$ o# 4edo 4anageent ea to all 4edo people.

8 Tea6 3or # ;nerg;+ . .- bilit$!willingness to o-operate & work e##etivel$ with others!in teas

- ssertivel$ share ideas!opinion (not rude nor being subissive)

- Respet other tea ebers opinion!ideas and willingness to listen.

- Sharing knowledge!skills inubent have with other ebers

- S$nergie with other sta##!tea in opleting the "ob!tasks.

9+ Pann$ng an5 Organ$$ng . .

- bilit$ to plan & organie work and resoures that ensure ob"etive an be et.- /denti#ies ritial tasks & establish priorities.

- 4eet eadlines ! tie sales on "ob ! tasks assigned.

- E##etivel$ organies own personal work ativities & shedule.

+ Innoa!$ene # Crea!e Va&e . .- bilit$ to assess & anal$e proble using relevant on#ired data.

- Establish options!alternatives with pro&ons anal$sis #or e##etive deision

- Enourage people to think and at as entrepreneur and stakeholder.

- Enourage and reward new wa$s to ake the opan$ pro#itable!grow

- /nvolving and in#oring related people #or a sooth ipleentations.

- 3eing brave to take ation!deision to iprove situation #or results.

Lea5er4$' @ Peo'e Manage6en! . .

3e$g4!e5 0aon LEVEL

Wants to beasked



- Continuallywants

guidance

- Works slowly

and mayinhibit other's

work route

Delivers tostandard

- Works to achievea standard/target

- s reliable deliverswhat they say they willdo on time

- !akesresponsibility for their own actions"

re#uires minimal guidance

ImprovesPerformance

- $akesspeci%cchanges

toimproveperformance

- Worksfaster thanthe norm-

reacts#uickly

Seesmultiplerelationship and usesconcepts



to C)leads to *+

- Sees

severalpossible

causesand/or

conse#uences of a

situation

- ppliestheory tocurrent situationstounderstand

thembetter

Breaks downproblem


into theircomponent

parts

- $akes a list ofitems/tasks or

activities

- ,se basicrules) common

sense and pastexperiences to

identifyproblems



Sorts out alist of tasks

in order ofimportance

Seespatterns ortrends ininformation

Disorganized


- ,nable todistinguishwhatwork is most

important


- ttendsunnecessary

meetings





establish plans




Plansworks



- Setstimescalesand

milestones)and

organi1e tomeet them

- 2eepspeopleinformedabout

progressagainstplan

- 3stablishsystems fororgani1ing

work



instructions

- $akes speci%chelpful suggestions

- Gives on-the-ob

demonstrations

!ives directionsor other supports



strategy

- Gives practicalsupport

or assistance tomakeob easier

&volunteers


tools)information+

- sks #uestions)givestest or other

methods toverify that others

haveunderstood the

direction



fordevelopmental

purposes


inbehavioralrather than personalterms

haresinformation


- 3xplains thereasons for adecision


contribute



productivity

- ,ses formalauthority and power in a fairand e#uitablemanner

- .ecogni1es theteam's

problems andtackles them

$akes careof thegroup

- 0rotectsand positionthe team anditsreputation

- 3nsure thepracticalneeds ofthe teamare met"

resources)training)information)etc





Sharesinformation




resources

&alued andencourages others

- 4aluesother's inputand

expertise

- Solicitsideas andopinions

of others

-3ncourages

theparticipationof otherteammember

- Willinglycovers forothers intheirabsence

Blinkered



- 5nlyconcentrateson what ishappening inown ob or

function


- ,nderstandscompany's business goalsand howhis/her ob %ts into

it


of the factorswhich

in7uence costs

andpro%ts

(lign work

- ligns andprioriti1es

currentwork inaccordance

withcompany'sgoals) strategiesandobectives

- !akesbroader

company

obectivesintoaccount

in theirdecision-making

Disregards


norms

- $akes minimale8ort to %t inorgani1ation

)its in



accordingto the regulations&production

departmentre#uires their


masks+

- .espects thecompany's way ofdoing things/norms

Supports the company

- States commitment

- .espects and accepts whatauthorities sees as important

- Willingness to help colleagues complete their

tasks

- ,nderstands and acts to support company's goals" aligns own activities tomeet company's goals

PERFORMANCE APPRAIALPer$o5 : Jan&ar; < e%e60er 2


6/26

- hive!eet his!her organiational (,opan$!ivision!ept) *oals.

- ,ouniate Exspetations to subordinates (8b"etives& targets!easure)

- Enourage involveent but e##etivel$ handle per#orane!behavioural proble

- good 6Role 4odel!9ead b$ exaple6 to his!her people (subordinates)

>+ In!egr$!; @ Co66$!6en!+- 5onest$ in ondut whih eans lo$alt$ and being honest.

- %nderstand the opan$ Ethial odes & appl$ highest Ethial Std.- eliver what proised 2 to superior lients (internal & external) others

- Ensure opan$ interest above personal interest.

CORING /. 8b"etives otal Sore :

//. 1er#orane ;ators Sore :

89 7E. S,8RE ( / & // ) :

OVERALL 2.1/ P+A+ RATING =

No!e: *) 1 = M$55e Manage6en! ( VP #-ea5 an5 Manager)

2 = !a"" (O""$%er, &'er$or

CORE : /+8. < 7+.. : 1er#orane Rating BC 4(Consistently exceed in many

CORE : 2+. < /+7> : 1er#orane Rating BC 3(Meet expectations & exceed

CORE : 1+8. < 2+9> : 1er#orane Rating BC 2 (Meet expectations in many a

CORE : 1+.. < 1+7> : 1er#orane Rating BC 1 (ails to meet expectations in

Breaksdownproblem

- (reaksdownproblem

into their

componentparts

- $akes alist ofitems/tasks or

activities

- ,se basicrules)commonsense andpastexperiences to identifyproblems

Disorganized


- ,nable to

distinguishwhat workis mostimportant

- *oes notplan work /proectsahead oftime

- ttendsunnecessary

meetings

!ivesdetailedinstructions

- !ells howto do thetasks)

givesdetailed

instructions

- $akesspeci%chelpfulsuggestions

- Gives on-the-ob

demonstrations

haresinformation

- $akessure thegroup hasall the

necessaryinformation

- 3xplainsthereasons fora decision

- 3nsuresteammembersareinvolvedan

contribute

%ooperates withothers

-0articipateswillingly)

support

teamdecisions

- *oeshis/hershare ofthe work

- Gets onwell withother teammembers

Blinkered

- ,nawareofcommercial pressureandrealities

- 5nlyconcentrates on whatis

happeningin own obor function

Disregards

-*isregardsorrebelliously7aunts

organi1ational norms

- $akesminimale8ort to %tinorgani1ation

Breaksdownproblem

- (reaksdownproblem

into theircomponent

parts


activities

- ,se basicrules)commonsense and

pastexperiences to identifyproblems

Disorganized


- ,nable todistinguishwhat workis mostimportant


- ttendsunnecessar

ymeetings

!ivesdetailedinstructio

ns

- !ells howto do thetasks)givesdetailed

instructions


- Gives on-

the-ob

demonstrations

haresinformation

- $akessure thegroup hasall thenecessaryinformation


- 3nsuresteammembersare

involvedan

contribute



supportteamdecisions



Blinkered

- ,naware

ofcommercial pressureandrealities

- 5nlyconcentrates on whatis


Disregards

-*isregardsorrebelliously7auntsorgani1ational norms

- $akesminimal

e8ort to %tinorgani1ation


7/26

J&!$"$%a!$on # Co66en!

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0.00

0.00

0.00

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0.00

%ore (3e$g4!e5 Ra!$ng)

F


8/26

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0.00

;eeD Career In!ere! :

er6 : DDDDDDDDDDDDDD...DDDD

= $rs)

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r6 : DDDDDDDDDDDDDD...DDDD

? $rs)DDDDDDDDDDDDDD...DDDD

er6 : DDDDDDDDDDDDDD...DDDD

A $rs) DDDDDDDDDDDDDD...DDDD

ing )

verage)

rage)

elo" Average)

Performance

eci%c changese performance

ter than the acts #uickly


- Sets andworks tomeet

challenginggoals /obectives

-9Challenging9 meansfor makingdecisionsand settingpriorities

-nalyses

for business outcomes



to analy1ea complexsituation

- Can spotinconsistencies

or gapswhich arenot

obvious

- $aintainsa clear

overviewofcomplicated

situations

- Clari%escomplexdata

and makesit moreclear/

simpler forothers to

understand

(nticipatestheunpredictable

- 6ascontingency

plans in place toavoidpotential time andresource

problems

- !akesinitiative inplanning

processesandestablishing

priorities

-

Communicates clearpriorities

andse#uence of

activities toall thoseinvolved

Does longerterm coaching

- rranges appropriate and helpful assigments

- 6as people work outanswers to problems

themselves to they reallyknow rather than simplygiving them the

answers

(cts asleader


modeling

desiredbehavior


leader'smission)goals)

agenda

- s acredibleleader

- 3nsuresthat the

team tasksarecompleted

d encourages others

her's input and

eas and opinions

es the participation of other team member

covers for others in their absence


- 0romotesteam's

image and

achievement rather thantheir own

- mproveteamse8ectiveness andharmony

- .esolvesteamcon7icts

- 2eeps

teammovingtoward

obectives

k

d prioriti1esork in accordancepany's goals)

and obectives

ader companys into accountecision-making


- ssesses

andunderstandscompany's

marketplace andbusinessenvironment

- $akesdecisions onthe basis ofwhat will bebest forCompany'slong term

commercial

success

-,nderstandsbestpractice inotherindustries

- 2eeps up-to-date withpolitical)economicandenvironmental factorswhich are

relevant tothe business

*akespersonal orprofessional sacri-es

- 0utscompany

needsbeforepersonal

needs

- Stands bydecisionsthat maybene%tcompanyeven if theyare notpopular

Performance



Setschallengin

g goals


-9Challenging9 meansfor makingdecisions

and settingpriorities

- nalysesfor business outcomes

*akescomple+

analysis


to analy1ea complex

situation


or gapswhich arenot

obvious

- $aintainsa clear


situations




understand

(nticipatesthe

unpredictable


problems


processes

andestablishing

priorities

-Communicates clear

prioritiesandse#uence of




- 6as people work outanswers to problemsthemselves to they reallyknow rather than simplygiving them the

answers

(cts asleader





agenda

- s a

credibleleader

- 3nsuresthat theteam tasks

arecompleted

d encourages others

her's input and

eas and opinions



Buildsteam

e#ectiveness





- 2eepsteammovingtoward

obectives

k


and obectives


%onsiderswider

business,e+ternalfactors


company'smarketplace andbusinessenvironment

- $akesdecisions onthe basis ofwhat will be

best forCompany'slong term

commercialsuccess


- 2eeps up-to-date withpolitical)

economicandenvironmental factorswhich arerelevant tothe business

*akespersonal or

professional sacri-es


needs

- Stands bydecisionsthat maybene%tcompanyeven if theyare not

popular

Deliversto

standard


- sreliabledeliverswhat theysay they

will doon time

- !akesresponsibility for theirownactions"re#uiresminimalguidance

Seesmultipl

erelationshipandusesconcepts


links& leadsto ()leads

to C)leads to

*+

- Seesseveralpossible

causesand/or

conse#uences ofa

situation

- ppliestheory

tocurrentsituations tounderstand

thembetter

Seesbasic

relationshipandpatterns




Organizes dayto

day tasks




establishplans

- 0roperlypreparesfor

meetings)activities)proects

- $aintainsanorgani1edworkenvironment

Plansworks

- 0lansoutwork/proects in



milestones)

andorgani1e tomeetthem


progressagainstplan

-

3stablishsystemsfor

organi1ing work

!ivesdirections

or othersupports



strategy

- Givespracticalsupport

orassistanceto makeob

easier&volunteers


tools)information+

- sks#uestions)givestest or

othermethods toverify

that othershave

understoodthedirection

!ivesfeedba

ck toencourage


fordevelopmental

purposes

- Givesnegative

feedback

inbehavioralratherthanpersonalterms

"ncourage team

e#ectiveness

- 0romotesteamwork)


- ,sesformalauthorityand power ina fair and

e#uitablemanner

-.ecogni1esthe team's problemsandtacklesthem

$akescare of

thegroup

-0rotectsandpositionthe teamand itsreputation

- 3nsurethepracticalneeds of

theteamare met"resources)training)information) etc

Sharesinformati

on




resources

'nderstand the

fundamentalbusiness

-,nderstandscompany's businessgoals andhowhis/her

ob %ts intoit

- 6as basicunderstan

dingof the

factorswhich

in7uencecosts and

pro%ts


9/26

E M P L O E E E V E

#$

%$

$

'$

COMMENT

upervisors Comments * +otes ,

$A%OR AREA &OR '$PROE$ENT (no"ledge.S/ills.*ehaviours)

Wants to beasked



- Continuallywants

guidance

- Works slowlyand may

inhibit other'swork route

Delivers tostandard

- Works to achievea standard/target

- s reliable deliverswhat they say they will

do on time

- !akesresponsibility for their own actions" re#uires minimal guidance

ImprovesPerformance

- $akesspeci%cchanges

toimproveperformanc

e

- Worksfaster thanthe norm-reacts#uickly

Seesmultiplerelationship and usesconcepts


links &

leads to ()leadsto C)

leads to *+


causesand/or

conse#uences of a

situation

- ppliestheory to

current situationstounderstand

thembetter

Breaks downproblem


into theircomponent

parts

- $akes a list of

items/tasks oractivities

- ,se basicrules) common sense and pastexperiences to

identifyproblems


- inkstogetherpieces with

a singlelink leadsto (



Disorganized


- ,nable todistinguishwhatwork is most

important


- ttendsunnecessary

meetings





establish plans




Plansworks



- Setstimescalesand

milestones)andorgani1e tomeet them


progressagainstplan


work



instructions

- $akes speci%chelpful

suggestions

- Gives on-the-ob

demonstrations

!ives directionsor other supports



strategy

- Gives practicalsupportor assistance to

makeob easier

&volunteersadditional

resources)tools)

information+

- sks #uestions)givestest or other

methods toverify that others

have

understood thedirection



fordevelopmen

talpurposes


inbehavioralrather than personalterms

haresinformation


- 3xplains the

reasons for adecision


contribute



productivity

- ,ses formalauthority and

power in a fairand e#uitablemanner

- .ecogni1es theteam's problems andtackles them

$akes careof thegroup

- 0rotectsand positionthe team anditsreputation

- 3nsure thepracticalneeds ofthe teamare met"resources)training)information)etc





Sharesinformation




resources

&alued andencourages others

- 4aluesother's inputand

expertise

- Solicits

ideas andopinionsof others

-3ncouragestheparticipationof otherteammember

- Willinglycovers forothers intheirabsence

Blinkered



- 5nlyconcentrateson what is

happening inown ob orfunction


- ,nderstandscompany's business goalsand howhis/her ob %ts into

it


of the factorswhich

in7uence costsand

pro%ts

(lign work

- ligns andprioriti1escurrent

work inaccordancewith

company'sgoals)

strategiesandobectives

- !akesbroadercompany

obectivesintoaccount

in theirdecision-making

Disregards


norms

- $akes minimale8ort to %t in

organi1ation

)its in



according

to the regulations&productiondepartmentre#uires their


masks+

- .espects thecompany's way ofdoing things/norms

Supports the c

- States commitm

- .espects and aauthorities see

- Willingness to colleagues co

tasks

- ,nderstands an support compa aligns own actimeet company

PERFORMANCE APPPer$o5 : Jan&ar; <

Breaksdownproblem

- (reaksdownproblem

into theircomponent

parts


activities


Disorganized


- ,nable todistinguishwhat work

is mostimportant


- ttendsunnecessary

meetings



instructions


- Gives on-the-ob

demonstrations

haresinformation

- $akessure thegroup hasall thenecessaryinformatio

n



contribute






Blinkered


- 5nly

concentrates on whatis


Disregards



Breaksdownproblem

- (reaksdownproblem

into theircomponent

parts


activities


Disorganized


- ,nable todistinguishwhat work

is mostimportant


- ttendsunnecessary

meetings



instructions


- Gives on-the-ob

demonstrations

haresinformation

- $akessure thegroup hasall thenecessaryinformatio

n



contribute






Blinkered


- 5nly

concentrates on whatis


Disregards




10/26

Eplo$ee ate 5R reeived


11/26

A N

(career insterest. aspirations. inputs. etc)

P$ENTA+ P+AN (0raining.Coaching. Counselling.bership. 2ob 3otations. elf 4evelopment. etc$)

FPerformance









to analy1ea complex

situation


or gapswhich arenot

obvious

- $aintainsa clear


situations




understand



problems



priorities

-Communicates clear






answers

(cts asleader





agenda

- s acredibleleader


arecompleted

d encourages others

her's input and

eas and opinions









obectives

k


and obectives






commercialsuccess


- 2eeps up-to-date withpolitical)economicandenvironmental factorswhich arerelevant tothe business



needs


Performance









to analy1ea complex

situation


or gapswhich arenot

obvious

- $aintainsa clear


situations




understand



problems



priorities

-Communicates clear






answers

(cts asleader





agenda

- s acredibleleader


arecompleted

d encourages others

her's input and

eas and opinions









obectives

k


and obectives






commercialsuccess


- 2eeps up-to-date withpolitical)economicandenvironmental factorswhich arerelevant tothe business



needs


Deliverstostandard


- sreliabledeliverswhat theysay theywill doon time

- !akesresponsibility for theirownactions"re#uiresminimalguidance

Seesmultiplerelationshipandusesconcepts



to C)leads to*+


causesand/or

conse#uences ofa

situation

- ppliestheorytocurrentsituations tounderstand

thembetter









establishplans




Plansworks

- 0lansoutwork/proects in



milestones)andorgani1e tomeetthem


progressagainstplan

-3stablishsystemsfor

organi1ing work




strategy


orassistanceto makeob

easier&volunteers


tools)information+

- sks#uestions)givestest or

othermethods toverify

that othershave


!ivesfeedback toencourage


fordevelopmental

purposes




- 0romotesteamwork)


- ,sesformalauthorityand power ina fair ande#uitablemanner



-0rotectsandpositionthe teamand itsreputation

- 3nsurethepracticalneeds oftheteamare met"resources)training)information) etc

Sharesinformation




resources


-,nderstandscompany's businessgoals andhowhis/her

ob %ts intoit


of thefactorswhich

in7uencecosts and

pro%ts


12/26

ate


13/26

P".)O.*(/%" *(/(!"*"/$ 0Planning 1 (ppraisal2 !'ID"

$3" OB4"%$I&"S O) P".)O.*(/%" *(/(!"*"/$ 5

!o provide a method of rating performance as an input to performance and

for promotion) develop individual goals in line with Company (usiness 0lan

has been performed) to develop action plans which will improve the level o

opportunity for sta8 to express career interest and aspiration) to produce i

."SPO/SIBI6I$7 5

9*irect Supervisor9 is responsible to appraise their *irect Subordinates and

6e/she can consult with his/her Superior as the second appraiser who know

!he appraisers are obliged to report as accurate and as obective as possib

DI&ISIO/S I/ $3" P".)O.*(/%" *(/(!"*"/$ S7S$"* 5

9ails to meet expectations in several aspects of the ob-(elow vera

? re set of results to be achieved related to Company or *ivisional/*epat

? Consists of @ conditions when the expected goals are achieved) time fram

? !he ultimate base of setting up goals are the Company (usiness Strateg

to develop their *ivisional 20 / 5bectives/Goals: !he *ivision 6ead

) after a certain planning meeting) then agree on Goals to be achieved b

then assign 20/5bectives ; targets to be achieved by their direct repo

? !his Goal cascade exercise only to be cascaded down as far as Superviso

operative sta8 will have di8erent way of 0erformance 3valuation/ppra

meeting general criterias which will be imposed company-wide:

? Goals and standards are main criterias so that the 0erformance can be

>or that reason) Goals needed to be reviewed from time to time) i:e " #u

in accordance with the situation and latest Company Strategy / needs:

? 38ective 5bectives &with its' measure+ are also " Speci%c) $easurable)

Overall 89:; Performance (ppraisal .ating 5

? n this section) the 0erformance .ating is noted:


14/26

Performance )actors , %ore %ompetencies 5

? s 9Skills/behaviour 9 re#uired to perform a certain activities / role succ

? !o perform the ob well) each employees at least should reach 9


15/26

A: 3xpress your opinion on the ppraisee/Subordinate with examples of i

the evaluated year that support your opinion: ote these happening

during the 0erformance ppraisal *iscussion with Subordinates) espec

H: *o not be caught into a personal like and dislike about the Subordinat

should ask himself 9 what did the person do I 9 instead of 9 what is the

J: Kou can start with #uestions which will lead to Kes or o answer but yo

with open ended Luestions such as " What is ::::) When ::::) 6ow you:::

M: *o not try to be funny during the 0erformance ppraisal *iscussion) be

=N: *o not look/udge things only from your side as Supervisor) give the c

speak up / express his side of the story: >acts and data on incidents w

==: .ating in one Criteria/Section does not automatically lead to e#ual hig

=


16/26

related to the Subordinate/ppraisee's performance for the pas

n the event of diBculty %nding the 0erformance records) you m

on incidents that can be used to support your evaluation on the

Get the form and make sure you identify Goals/3xpectations t

!hese Goals ; 3xpectations are taken partly/maority/fully from

(efore having an appraisal *iscussion with a speci%c Subordinat

evaluation and ratings based on the available data or incidents t

!his is useful to make your ppraisal *iscussion 3Bcent ; 38ec

(efore letting the Subordinate know your 3valuation/.atings on

con%rm it with you *irect Superior: f you fail to do this) at the e

encounter surprises) i:e" your rating is higher or lower than you

look bad in the eye of your Subordinate when you get back to th

!o be able yourselves and the Subordinate plan for the discussio

8@ .eview the )orm,!uide 1 Identify you have e+pected fr

;@ *ake your Preliminary "valuation .($I/!S 1 /otes base

C: Setup (ppointment (ppraisal Discussion $iming@

A:Give in advance the 0:: form to the Subordinate for him/her to %l


17/26

II@ D'.I/! (PP.(IS(6 DIS%'SSIO/ W, S'BO.DI/($" 0

5pen discussion by emphasising that your primary purpose is to

as a whole to work and achieve results as e8ectively as possible

3xplain how you'd like to proceed and what will be covered) indi

of the Subordinate and plan for future development: Stress that

during the discussion and that you will be asking for his/her inpu

Share any data and check to see if Subordinate has anything to

the expectations) cite documented examples and any available d

use the data is to recogni1e performance and or to identify ways

State your 3valuation .esults and .atings basing on speci%c dat

#uestions) concerns or thoughts about the rating: in example) 9

or 9 6ow does this compare with your own assessment I 9:

.eview Goals/Criterias/3xpectations where performance are goo

that Goals/Criterias/3xpectations needed to be improve: sk S

the reasons for Good 0erformance and reasons for tems that ne

Consentrate to the 9 2ey .easons 9 on Good 0erformance ; Wea

sk help from the Subordinates on how to keep up the Good 0e

the weaknesses I: Suggest Subordinates for ideas/ction/mp

sk employee to summari1e and agreed-upon to the ction/mp

ow get the 0erformance 0lanning form for your


18/26

accomplish the Goals/3xpectations all 0erson above them whic

and the $anagement also will not achieve their


19/26

5ne last step to accomplish the whole appraisal cycle for a spe

send the approved appraisal form to 6uman .esources 5Bcer

Summary of the content of the ppraisal shall be made my 6. su

ppraisal .ating) 0otentiality .ating) Strengths) mprovement )whereby aside of keeping the data in personal %le) related *ept/*

:C@ Send the approved Perf@ (ppraisal1 Perf@ Planning )orm

:@ 3. Division shall make


20/26

so to determine the potentiality

ectives) to assess how the ob

a8 performance) to provide the

on training ; development needs:

considered as the main appraiser:

he work results of sta8 appraised:

tal strategies in #ualitative/#uantitative

resources provided: 0lan: !hen each *irectorate/ *ivision

d their *irect reports)

e *irect .eports who are the *ept:6d:

ho are $anagers or Supervisors:

vel only) whereas for sta8 and

which is more to meeting or not

sured and rated obectiveley:

ectations ; exceed in several ob areas-bove vera

ary December 89:;2@ 5


- ,ses severaltechni#ue

to analy1e acomplex

situation


or gaps which

are notobvious

- $aintains aclear

overview ofcomplicated

situations

- Clari%escomplex data

and makes itmore clear/


understand

Setschallenginggoals

- Sets andworks to meet challenginggoals / obectives

- 9Challenging9means for making

decisions and settingpriorities

- nalyses forbusiness outcomes


- 6ascontingencyplans in place to avoidpotential time andresource

problems

- !akes initiativein planningprocesses and

establishingpriorities

-Communicatesclear

priorities andse#uence of

activities to allthose involved


- rrangesappropriate and helpfulassigments

- 6as peoplework out

answers toproblems

themselves to

they reallyknow ratherthan simply

giving themthe answers

(cts asleader





agenda

- s acredibleleader


arecompleted

Builds teame#ectiveness

- 0romotesteam's imageand

achievementrather thantheir own

- mproveteamse8ectiveness

and harmony

- .esolvesteam con7icts

- 2eeps teammoving toward

obectives

%onsiderswiderbusiness,e+ternal factors

- ssesses andunderstands

company'smarket placeand businessenvironment

- $akes

decisions onthe basis ofwhat will bebest forCompany'slong term

commercialsuccess

- ,nderstandsbest practice inother industries

- 2eeps up-to-date withpolitical)economic andenvironmentalfactors which

are relevant tothe business

*akespersonal orprofessionalsacri-es

- 0uts companyneeds before

personalneeds

- Stands bydecisions thatmay bene%t

company evenif they are notpopular

AL TAFF0er 2..9

Deliverstostandard



- !akesresponsibility for theirownactions"re#uiresminimal

guidance




Setschalgoal

- Setwork chagoals tive

- 9Chmea ma

decis settprior

- nabusin outc




to C)leads to*+


causesand/or

conse#uences of a

situation

- ppliestheory tocurrentsituations

tounderstand

thembetter





*akcomanal

- ,setechn

to comp

situ

- Canincon

or

are nobv

- $aiclear

ovecomp

situ

- Clacomp

andmore

simothe

und





establishplans




Plans works

- 0lans outwork/proectsin

advance onown initiative


milestones)and organi1eto meet them


aboutprogressagainst plan

- 3stablishsystems for

organi1ingwork

(ntitheunpr

- 6ascontiplans plapote timresou

pro

- !akin plapro

estabprio

-Comclear

prise#u

actthose



rationaleas a

trainingstrategy


orassistanceto make

obeasier&volunteers


tools)information+

- sks#uestions)gives

test orothermethods to

verifythat othershave




fordevelopmental

purposes


inbehavioralratherthan personalterms




answers


- 0romotesteamwork)






- 3nsurethepracticalneeds ofthe teamare met"resources)training)information) etc

(cts

- Setexam

modesirbeha

- 3nsbuy i

leadmiss

age

- s aleade

- 3nsthe t

are

Sharesinformation



usefu"informatio

n and

resources




- 3ncourages the participation of other team member

- Willingly covers for others in their absence

Builde#ec

- 0roteamand

achrathetheir

- mpteame8ec

and

- .esteam

- 2eemovi

obe



his/herob %ts intoit


of thefactorswhich

in7uencecosts and

pro%ts

(lign work




%onswidebusirnal

- ssunde

commarkand benvir

- $ak

decisthe bwhatbest Comlong

comsucc

- ,ndbest othe

- 2eedate politieconenvirfacto

are rthe bu

)its in

- $akes anactivee8orts to%t in"showingup on time

- *ressesandbehaves

appropriatelyaccordingto the

regulations

&productiondepartmentre#uires

theiremployeesto weargloves)masks+

- .espects

thecompany'sway ofdoingthings/norms

Supportsthecompany

- Statescommitment


authoritiessees asimportant

-Willingness to helpcolleaguescompletetheir

tasks

-,nderstands andacts to supportcompany'

s goals" alignsownactivitiesto

meetcompany's goals

*akepersprofesacri

- 0utsneed

persneed

- Standecismay

compif thepopu

Delivers tostandard


- sreliabledeliverswhat theysaytheywill doon time

- !akesresponsibilityfor theirownactions"

re#uiresminimalguidance




Setschalgoal

- Setwork chagoals tive

- 9Chmea ma

decis settprior

- nabusin outc




to C)leads to*+


causesand/or

conse#uences of a

situation

- ppliestheory tocurrentsituations

tounderstand

thembetter


- inkstogetherpieceswith asingle link leads to

(

Sorts outa list oftasks inorder ofimportance

Seespatternsor trendsininformation

*akcomanal

- ,setechn

to comp

situ

- Canincon

or

are nobv

- $aiclear

ovecomp

situ

- Clacomp

andmore

simothe

und

Organizes daytodaytasks

-0rioriti1es tasks tobe

achievedduringthe day


establishplans



-$aintains

anorgani1ed workenvironment

Plans works






aboutprogressagainst plan

- 3stablishsystems for

organi1ingwork

(ntitheunpr

- 6ascontiplans plapote timresou

pro

- !akin plapro

estabprio

-Comclear

prise#u

actithose

!ivesdirections orothersupports



strategy


orassistance to make

obeasier&volunteers

additional

resources)

tools)information+

- sks#uestions) gives

test orothermethodsto

verifythatothershave

understo

od thedirection



fordevelopmental

purposes


inbehavioralratherthan personalterms




answers


-0romotesteamwork)

cooperation andproductiv

ity

- ,sesformalauthorityand powerin a fairande#uitablemanner

-.ecogni1es theteam'sproblemsand

tacklesthem



- 3nsurethepracticalneeds ofthe teamare met"resources)training)information) etc

(cts

- Setexam

modesirbeha

- 3nsbuy i

leadmiss

age

- s aleade

- 3nsthe t

are

Sharesinformation


- Sharesallrelevantand

usefu"

information and

resources




- 3ncourages the participation of other team member

- Willingly covers for others in their absence

Builde#ec

- 0roteamand

achrathetheir

- mpteame8ec

and

- .esteam

- 2eemovi

obe


-,nderstandscompany's

businessgoals andhow

his/herob %tsinto it

- 6asbasicunderstanding

of thefactorswhich

in7uencecosts and

pro%ts

(lign work




%onswidebusirnal

- ssunde

commarkand benvir

- $ak

decisthe bwhatbest Comlong

comsucc

- ,ndbest othe

- 2eedate politieconenvirfacto

are rthe bu

)its in

- $akesan activee8orts to%t in"showingup ontime

- *ressesandbehaves

appropriatelyaccordingto the

regulations

&productiondepartmentre#uires

theiremployees toweargloves)

masks+

-.espectsthecompany's way ofdoingthings/norms

Supportsthecompany

- Statescommitment


authoritiessees asimportant

-Willingness to helpcolleaguescompletetheir

tasks

-,nderstands andacts to supportcompany'

s goals" alignsownactivitiesto

meetcompany's goals

*akepersprofesacri

- 0utsneed

persneed

- Standecismay

compif thepopu

Deliverstostandard



- !akesresponsibility for theirownactions"re#uiresminimal

guidance

Seesmultiplerelationshipandusesconcepts



to C)leads to*+


causesand/or

conse#uences ofa

situation

- ppliestheorytocurrentsituations tounderstand

thembetter









establishplans




Plans works





- 2eeps peopleinformedabout

progressagainst plan


work



rationaleas a

trainingstrategy


orassistanceto make

obeasier&volunteers


tools)information+

- sks#uestions)gives

test orothermethods to

verifythat othershave


!ivesfeedback toencourage


fordevelopmental

purposes




- 0romotesteamwork)





-0rotectsandpositionthe teamand itsreputati

on

- 3nsurethepracticalneeds oftheteamare met"resources)training)information) etc

Sharesinformation



usefu"informatio

n and

resources



his/herob %ts intoit


of thefactorswhich

in7uencecosts and

pro%ts


21/26

ully:

With 9=9 rating) an employee

ob rotation to related ob functions

urden for the team/dept: nd can

processes re#uirements:

4(/ D"%@ 89:=2 5

chieved by the employees

S"SSIO/ 5

rstand the goal ; work standard

ainst goals/expectations/standards:

weaknesses for improvement actions

of them are di8erent in nature:

types of performance have

Fob and against Goals ; 4alues:

:=+:


22/26

ents happened within

written so you won't forget

when extreme ratings are given:

praisee: !he Supervisor/ppraiser

rson like 9:

so must dig deeper

hy is it ::::) etc:

rious but keep tension away:

e to the Subordinate/ppraisee to

void you caught into a debate:

w rating in other Criterias/Sections:

r) Subordinate and the $anagement:

umentative:

n&s+ for disagreement:

e:

eschedule the 0:: discussion:

mplishment ; build on it:

ication:

iently: nd control your emotion:

ay depend on the availability nce:

pensation decision are made:

to prepare for promotion

or for career advancements:

(/%" (PP.(IS(6

"P(.($IO/ 5

ieve all available data which are

I"W P.O%"SS@


23/26

months &Fan:-*ec:


24/26

@@2

lp the employee) the *ivision / *ept

that you want to review the past

bordinate comments will be valuable

: Compare actual performance to

/records: 3xplain that your intent to

him/her to improve:

cords) then ask for the employees'

do you feel about the rating I 9

exceed expectations and areas

rdinates help in identifying

g improvement:

sses for optimum ction 0lan:

ance and how to overcome

eent 0lan:

ement 0lan: *on't forget to set

3xpectations *iscussion with Subordinate:

u expect the Subordinate to perform

e cascaded down from your's

r *irect Superior:

Criterias/3xpectations mus be

at each employee contribute to the

t if the subordinate do not

iscussion 5

asoning 5

lf assessment before this session:

pmental Plan 5

months &PPPPP:+:

ar , ne+t cycle 089:; Ob?ectives , Perf@ Plan25


25/26

e yourselves) your direct superior

tives/20:

xpectations: f there is/are problems

o overcome it: (e ready with yours:

taining the Subordinate's year


26/26

Subordinate) you have to

ision before the deadline:

as " ame) 0osition) Foining *ate) *ate birth

s as well as employees' Career nterest) etc: 6ead ; *irector will get the summary report

o 3@. Division

raisal

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