The System Of Performance Based Appraisals Commerce Essay

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Performance Appraisal is a most important element of performance management and also a most significant tool of any organisation, which helps in providing information in taking important decisions for the development of an individual and the organisation.

"Performance appraisal is a subset of performance management and relates to the formal process of assessing and measuring employee performance against agreed objectives" Stephen Pilbeam & Marjorie corbridge, People Resourcing HRM in practice [2009:264]

"Establishing a framework in which performance by individual can be directed, monitored, motivated and rewarded, and whereby the links in the cycle can be audited" Mabey and Salaman (1995:189)

About the company and its Performance Appraisal system:

I feel glad in analysing the performance appraisal system of Shasun Chemicals and Drugs Ltd., as I was the part of this company for around two years handling Admin and Personnel dept of its R&D unit in Chennai.

Profile of Organization:

Shasun Chemicals & Drugs Ltd is 35 years old company started in 1976. It is one of the leading pharmaceutical companies in India and also runs its manufacturing unit and branch office in Dudley and London respectively. The management has ensured that the mission, vision and goals of it are communicated to all level of employees to get best yield, in all parts of the business.

Appraisal system in Shasun:

As in case of most of the companies in India, even Shasun didn't have any specific system for performance appraisal at the beginning. Since hardly 40 to 50 employees were employed at the start of the business, there was not much scope to go with standard process of appraisal. So purely under the discretion of management, employees were given increases in their pay on yearly basis considering their hard work, punctuality, honesty and work performance. As the business and company grew mutually, top management were unable to concentrate on this. So the management decided to overcome this issue with the help of respective department heads. Under the sole discretion of the respective department heads, the appraisal was processed and their decision was termed as final without involving both the supervisors and appraise.

In action to the grievance rose by the employees upon the appraisal system and also considering department head over load in work, in the mid of 80s the immediate superior came into the picture of appraisal. The immediate superior did the appraisal of their employees and handed over the confidential appraisal report to the department head, who is responsible for taking decisions on reward payment of the employees. But still the whole process was not a transparent one where the appraisee had no clue about the process in evaluating their performance.

In the early 90s, the performance appraisal has further got systemised where in the real HR department was established and they were termed to be the moderator for the entire process. The employees were assigned clear KRAs and were fixed with targets for the forth coming year at the beginning of the year. These records were maintained by the HR department. At the time of appraisal period, the appraisees were called for discussions and feedbacks about their performance were also disclosed. According to those data, training need identification was done and the company also took steps in training the employees on their weakness. The employees succeed through the company's appraisal policy were rewarded by means of increase in pay / bonus / incentive / promotion. However, the results and the real calculation on appraisal process were not disclosed to the employees. But still with the reward of payment, employees could make out their results alone but not the calculation / process in company's appraisal policy. On the other hand company's process of appraisal and rewarding the employee was with respect to its profit making for the respective year. Still the service of the employee, his previous reward and promotions where consider in releasing the reward for the current year.

New Appraisal System in Existence:

By the time of early 20th century, the company has decided to be transparent in its appraisal process. The employees were communicated about their rating based on their performance and target achievement. Weight age on their various JD has been assigned and self rating was introduced. However manager's rating is primarily considered for the calculation. The basic calculation is based on 5 level rating .i.e.

Excellent - 5, very good - 4, good - 3, average - 2 and poor - 1.For each KRA i.e. key result area, the appraisee was appraised. The appraisal consists of 100 marks of which 85 marks are based on professional competence and 15 marks on behavioural traits or soft skills.

Calculation Process:

An employee is assigned with various numbers of KRAs and the numbers various from each employee in account to their responsibilities, department and grade. For example, a HR department employee may have 5 different KRAs where as a chemist may have only 3 or 4 KRAs. Each KRA is giving a weight age. Maximum weight age is 3.i.e 3 - most important, 2 - very important and 1 - important. So the maximum score for a single KRA is 15, which is the multiplication maximum weight age 3 and maximum rating 5. Based on the weight age assigned for each KRA and number of KRA an employee is allotted the total various. The same calculation is adopted for behavioural attribute part also. Then the professional competence and behavioural attribute are summed up and converted to percentage. Now based on the total aggregate percentage scored by the employee, he is rated as below.

Rating

Range

Excellent

90-100

Very Good

75-90

Good

55-75

Average

35-55

Poor

0-35

Finally The Head HR and The Unit head review the appraisal rating of each employee in order to avoid skewed structure. Subject to the number of employee in each rating and budgeted account by the management, both of them balance the ratings for all the employees in a predefined manner as shown in the bell curve below:

Image4

Poor ……….……...................Average…….........……...... Excellent

(Poor) (Good & Average) (Very good& Excellent)

The bell curve represents appraisal ratings of the employees in each category as under:

10% in Excellent

25% in Very Good

55% in Good and Average

10% in Poor

To balance properly the management may reduce the rating furthermore in consulting with both the Head HR and Unit head.

Depending on the grade, period of service, his performance and eligibility criteria, a separate promotion policy is formulated which rewarded to the concern employees apart from increment / bonus / incentives.

Apart all this, management identifies the key resource of the organisation through this process and sustain them in the organisation by rewarding them in separate with special allowance and train them as the future leaders of the organisation. However this doesn't have any specific process or calculation, this is identified based on the constant high performance of an employee. Also the company will use them as internal trainers to train the other employee.

The Performance Evaluation Form in attached in separate as Appendix - 1

The concerns encountered within the organisation:

However, the company has made several changes and adopted themselves close to some of the standard appraisal system; there are few concerns encountered within the organisation with the appraisal process. Those are as follows.

Not clear KRAs and equally distributed KRAs were assigned. The company fails to stick to SMART principle .i.e. Specific, Measurable, Achievable, Realistic, Time bound.

The part of appraise involving in setting goals are not up to the mark. With minimum involvement of appraise, goals were set for them. This appeared as mere split age of manager's responsibility.

The appraisers are not fully educated with the company's appraisal system.

The coordination between moderator and appraiser are not good.

Due to the lack of coordination and lack of knowledge about the company's appraisal system, the appraiser are unable to carry out the process within the time limit and which results in a hurry burry and partially completed work.

The moderator fails to highlight the concerns with the management and make this as a good flowing process.

Though management has come forward with good mixed up appraisal system, their focus / importance on this was low.

Review on the appraisal system in comparison with best practice:

However the company claim its currents appraisal system as Force distribution system in the form of bell curve which is used to rationalize the overall rating system and maintain the budgeted figure for this purpose, it is a combination of new systems viz. management by objectives and Balanced Scorecard and also potential appraisal and competency based appraisal. The other interesting point is, as the entire appraisal process right form setting goal till the final rating is done in excel with bare minimum paper work, it can be said that the company has moved to eAppraisal in years from the traditional confidential process.

The current appraisal system has benefited all the people of organisation and to the organisation itself. Some of the benefits are as follows;

Reduced Time: Time required for the managers to prepare and conduct annual reviews has been reduced to the maximum extend.

Electronic System: This again reduces the time and calculation work, as the entire process is carried out in a excel sheet which compels of predefined formulas in it.

Tracking: The entire process can be tracked very easily and transferred to the needy at instant with the help of technology.

Ease for appraisee: Appraisee can continue to fill the form over several sessions as per his convenience

Centralized Administration: Data and processes are centrally administered and driven by HR. Managers are able to review the appraisals in an efficient manner.

Standardized the System: Organization-wide all employees follow the standard process of appraisal.

Manage KPAs: Made it easier to manage, track and evaluate KPA's throughout the year.

Increased organization efficiencies: It has improved appraisal quality, accuracy, and privacy with intuitive interfaces, authoring aids, and centralized storage. It has also provided the ability to track and modify objectives/standards and performance notes throughout the performance year.

Flexibility: This system is flexible enough to be customized, as and when need arises.

General Recommendations on Performance Appraisal:

For any process, acting and processing upon ethics is very important. Winstanley and Stuart-smith (1996) define some ethical principles for operation of performance appraisal as, respect for individual, mutual respect, procedural fairness and transparency. So the same is applicable for performance appraisal of any organisation too. When fail to go up without ethics that may lead several problem and concerns even out of imagination. Here are some of the general recommendations for the people in appraisal system, starting from appraise to the management.

For Appraisees:

Each employee must complete a draft of the Performance Appraisal Form in a honest way and by which one can get to know the level one is accomplished.

One should enter in the interview room with positive mind set as well as ready to accept whatever the result may be. An employee should posse's right ability to convince one's boss in making commitment. At the same time, he should be ready to take up the feed backs from his superior in order to show improvement in the forth coming year.

One should always clarify all their doubt and try to justify ones situation when the boss give negative feedback on generalization. But should ensure that it should not be argumentative.

In case of negative feedback, one should clarify with the appraiser's point of view and that issue and should find out the way, how the appraiser could solve the issue. By knowing these, should understand the need, gain confidence and ask for a minimum time period to review on that issue to rectify one's mistakes.

In general, should give and impression to the appraiser that, your keen in learning new things and rectifying your mistakes at the earliest.

For Appraisers:

One must be well trained and should know the real need for appraisal.

Should able to clarify the expectations of the employee in terms of one's job description and responsibilities.

Make the employee feel comfortable in the beginning of the meeting.

Encourage the employee to prepare for the meeting.

Proving feedback on ones performance on daily basic, will not surprise the employee about the points discussed in annual review meeting.

Schedule the appraisal meeting in well advance which allows the appraise to feel more relaxed and comfortable.

Ensure that the scheduled meeting is not postpone on any case.

Allow the employee to engage in self-evaluation.

As soon as a performance is declined or affected, openly discuss with the employee to try to determine the cause of affecting the performance

Feel free in giving both positive and negative feedbacks.

Appreciate the employee on his achievement whole heartedly.

While appreciating, make it clear that its only your personnel opinion and management's may differ from your thought.

Make the employee aware of performance standards, objectives, expectations and specific areas of accountability.

Review actual work performance in relation to the performance plan, objectives and outcomes.

Highlight only the work behaviour not the personal impression.

Maintain proper records of lack-a-side attitude.

Use specific examples to illustrate employee's accomplishments.

The appraisal information should be shared only to the concerned.

To initiate the performance appraisal discussion with the concerned subordinate by objectively assessing performance vis-à-vis targets set.

Ask probing questions to seek clarification of misunderstandings or views that differ. This gives the employee an opportunity to discuss items of interest or concern.

Identify potential talent.

Should discuss subordinate's appraisal with the Reviewer & finalize ratings.

Close the performance review meeting:

Summarize the key issues that were discussed and seek agreement and/or clarification.

Give positive feedback to the employee for his/her active participation in the review meeting.

Reinforce one's commitment and the employee's commitment to future plans, as discussed.

Explain the next step in the performance process.

End the meeting in a positive, friendly manner.

For Reviewers:

To articulate department and organisation goals in line with organization vision.

To cross verify Final Ratings and Promotion relating to all team members.

To moderate Ratings of team members based on departmental performance.

Should not be bias, but be fair in rewarding or penalizing the appraisee.

To review the potential talent identified by appraiser and decide TNA

Should not compare the employee's appraisal with somebody else's without knowing the basis on which it was made.

To ensure timely submission of all targets and appraisals of all the departments to the Head - Human Resource department.

To ensure that all Appraisees have been given constructive feedback by respective Appraisers.

Management Committee:

Strategically lay overall organizational vision/ goals.

Critically review business results based on set targets.

Review & approve departmental / SBU rating pattern and promotions.

Decide on incentive and increment matrix (compensation strategy) for organization.

Review all potential talent identified and lay a strategic intent towards their development.

Human resources:

Facilitate performance management system process across the company.

Conduct workshop for higher clarity & bearing on performance management system (PMS).

Make use of PMS to create talent pipeline for future.

Propose & work closely with management committee on compensation strategy & implementation linked to market & performance.

Ensure end-to-end visibility in completion of this exercise and timely release of reward letters.

Recommendations for Shasun:

In general the current appraisal followed by the company is a good one. Still the employees of Shasun are not quite satisfied with the results and the process. So following changes are suggested in with the current system.

To assign KRAs based on SMART principle.

To fully educate the appraiser with the system and keep information regularly about the system.

Can official circulate a mail to all the employees all about the appraisal system, like start date of appraisal process, last day for submission of the completed appraisal forms, etc By doing this, each of the employee may be aware of the happenings and plan their work accordingly.

"Appraising their subordinates" can be added as one of the important KRA for all the appraiser / superiors.

Standard system can be framed for the process of identifying the key resource and also be added as one of the KRA for all the employees. By doing this number of organisation's key resource may increase gradually.

The appraisal review on each employee may be disclosed confidentially irrespective to the rating one has scored. This may give a clear picture to the employee about his performance and helps one to work on his improvement side.

Reference and Source:

Stephen Pilbeam & Marjorie corbridge, (2002) People Resourcing HRM in Practice.

Derek Torrington, Laura Hall & Stephen Taylor, (2005) Human Resource Management.

Michel Armstrong (2003) A Handbook of Human Resource Management Practice.

http://en.wikipedia.org/wiki/Performance_appraisal

Performance Management:

HR > K Mailer: Performance Management, 06.11.2004 http://lupinho/Knet/tmm/kma/hr/perfm/hr_perfm_061104.htm

HR > K Mailer: Performance Management, 13.11.2004 http://lupinho/Knet/tmm/kma/hr/perfm/hr_perfm_131104.htm

HR > K Mailer: Performance Management, 30.10.2004 http://lupinho/Knet/tmm/kma/hr/perfm/hr_perfm_301004.htm

Effective Appraisal Process:

The Manage Mentor-Human Resources - Effective appraisal process http://lupinho/Knet/tmm/kzone/EnlightenmentorAreas/hr/PerfMgmt/effappraisal.htm

Appendix - 1

Name: <xxxxxxxxxxx>

 

 

 

 

 

 

Code: <xxxxxxxxx>

 

 

 

 

 

 

Current Title: <xxxxxxxxxxxxxxxxxx>

 

 

 

 

 

 

Department: <xxxxxxxxxxxxxx>

 

 

 

 

 

 

 

 

 

 

 

 

 

PART I - Performance Objectives / Position Responsibilities & Results Rating

 

 

 

 

 

 

 

OBJECTIVES FOR THE YEAR 2006-2007

 

 

 

 

 

 

 

List major objectives / responsibilities in order of priority and evaluate results.

 

 

 

This section should be written by the supervisor with input from the employee.

 

 

 

 

 

 

 

 

 

 

Weightage Scale: 3-Most Important, 2-Very Important, 1-Important

 

 

 

Rating : 5 - Excellent, 4 - Very Good, 3 - Good, 2 - Average, 1 - Poor.

 

 

 

 

 

 

 

 

 

 

 

Weightage

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Weightage

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Objectives / Responsibility:

 

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Results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

B = Weightage X (max) Rating

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A = Weightage X Rating

 

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X = Percentage {(A/B)*100}

 

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Name: <xxxxxxxxxxx>

 

 

 

 

 

 

 

 

 

 

 

 

 

PART II - Performance Factors Rating

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Performance factors contribute to one results achieved. These factors include the company's leadership expectations, as well as other competencies and attributes. Each performance factor should be rated to reflect the contribution to the results achieved. Provide comments with specific examples and, as appropriate emphasize strengths and areas needing improvement. If a factor was not applicable during the period, place "N/A" in the space provided. Ratings and comments should not focus on personality traits, but rather on how they translate into observed behaviors in getting the job done.

 

 

 

 

 

 

 

Weightage Scale: 3-Most Important, 2-Very Important, 1-Important

 

 

 

Rating : 4 - Highly effective, 3 - Effective, 2 - Needs Development, 1 - Ineffective

 

 

 

 

 

 

 

 

 

1. Technical Knowledge and Skills:

 

 

 

 

 

 

Demonstrate knowledge in methods, techniques, skills and operating equipment. Applies knowledge to successful completion of assignments.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

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Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2. Problem - Solving Skills:

 

 

 

 

 

 

Independently identifies problem areas. Resolves routine problems with little or no supervision.

 

 

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3. Motivation / Intiative

 

 

 

 

 

 

Result oriented. Begins and follows through on plans or tasks. High energy level and drive.

 

 

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

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Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4. Interpersonal Skills

 

 

 

 

 

 

Interfaces with people both within and outside the work unit to effectively achieve results. Displays a courteous, helpful manner in conducting daily work activities.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

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Self

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Comments

 

 

 

Weightage X Rating (A)

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5. Teamwork

 

 

 

 

 

 

Work effectively and cooperates with others. Promotes conflict resolution within the team.

 

 

Readily volunteers time and knowledge to assist co-workers in accomplishing tasks.

 

 

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6. Organizing and Planning

 

 

 

 

 

 

Prioritizes workload in concert with departmental objectives, makes efficient use of time and other resources, and makes timely and sound decisions. Thinks ahead and find solutions to problems before they occur.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

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Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

7. Personal Ability

 

 

 

 

 

 

Able to shift priorities readily in response to new directives. Display cooperative and positive attitude. Eager to learn and different work methods.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

8. Oral / Written Communication

 

 

 

 

 

 

Conveys thoughts clearly in oral communication. Capable of drafting / editing written communication. Effective listener.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

0

 

 

 

Self

HOD

 

Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

9. Productivity

 

 

 

 

 

 

Completes assignments on time. Meets the necessary quantity of work required by the job. Achieves desired results without supervisor intervention.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

0

 

 

 

Self

HOD

 

Self

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Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

10. Quality

 

 

 

 

 

 

Seeks ways to improve the quality of the product or service provided to customers. Strives for high standard of performance.

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

0

 

 

 

Self

HOD

 

Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

11. Ability to Learn

 

 

 

 

 

 

Learns new information quickly. Comprehends complex processes and procedures

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

HOD

 

Self

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Weightage X Rating (A)

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12. Integrity

 

 

 

 

 

 

Conducts self in an open, honest fashion. Follows sound business ethics.

 

 

 

 

 

 

 

 

 

 

 

Weightage

Rating

Weightage X (max) Rating (B)

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Self

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Self

HOD

Comments

 

 

 

Weightage X Rating (A)

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B = Weightage X (max) Rating

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Self

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A = Weightage X Rating

 

0

0

 

 

 

Y = Percentage {(A/B)*100}

 

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Name: <xxxxxxxxxxxxx>

 

 

 

 

 

 

 

 

 

 

 

 

 

Part III - Overall Performance Rating

 

 

 

 

 

 

 

 

 

 

 

 

 

Summarize the employee's performance during the period, considering achievement of objectives / position responsibilities and performance factors.

 

 

 

 

 

 

 

Excellent:

 

 

 

 

 

 

Job performance for the appraisal period is so consistently far above the established performance requirements for the job that it is difficult to indicate how any aspect of performance could have been better. An employee at this level demonstrates continuing excellence in all elements of the job, and exceeds all requirements.

Very Good:

 

 

 

 

 

 

Job performance for the appraisal period exceeds most of the established performance requirements for the job and sustains at that level. Employees at this level consistently do more than is required.

Good:

 

 

 

 

 

 

A rating of good should be assigned to those whose demonstrated performance clearly meets all the requirements of the position. It does not necessarily reflect the complete achievement of every objective. It is good, solid performance normally expected of those who have the necessary education, training, and relevant experience to enable them to effectively perform in a consistently reliable and professional manner. An individual of this level consistently does whatever is required. It should be noted that this rating does not reflect an "average" performance, but one that reflects achievements of all major job requirements.

Average:

 

 

 

 

 

 

This is performance that meets some, but does not fully meet job requirements in all areas of major responsibilities. The individual need coaching and counseling to achieve a fully competent level of performance. An individual at this level still should demonstrate improvement or is learning the job. A performance improvements plan, with specific objectives and timetables, should be established to address areas needing improvement.

Poor:

 

 

 

 

 

 

This is the lowest performance category, in which the employee meets few requirements. It includes the noticeable les-than-acceptable performance of those whose work, in terms of quality and quantity of output, is obviously below minimum job requirements, even when close supervision has been provided. This category describes a level of performance which should significantly improve within a reasonable period of time if the individual is to remain in the position. A performance improvement plan, with specific objectives and timetables, should be established and reviewed monthly until overall performance is maintained at an acceptable level.

 

 

 

 

 

 

 

 

Self

HOD

 

 

 

 

Overall Performance Rating {(X+Y)/2}%

#DIV/0!

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Note : If score is +/-2 points around the boundry score (35, 55, 75, 90), the HOD is at liberty to assign a higher or lower rating as per his decision.

 

 

 

 

 

 

 

 

Excellent

Very Good

Good

Average

Poor

 

 

 

 

 

 

 

 

Overall Rating =

90 - 100

75 - 90

55 - 75

35 - 55

0 - 35

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Part IV - Approvals

 

 

 

 

 

 

 

Date

 

 

 

 

 

Prepared By:

00.00.0000

 

 

 

 

 

 

 

 

 

 

 

 

Next Level

00.00.0000

 

 

 

 

 

 

 

 

 

 

 

 

HOD Review:

00.00.0000

 

 

 

 

 

 

 

 

 

 

 

 

EMPLOYEE COMMENTS:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

HOD'S COMMENTS

 

 

 

 

 

 

 

 

 

 

 

 

 

This acknowledges that my Manager / HOD and I have discussed my performance, and have reviewed this form. I understand that I have the opportunity to include my comments regarding my performances, and that these comments will become part of the company record.

 

 

 

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