Performance Development and Monitoring Form
Content
Performance Monitoring And Development Plan
Name:__________________________ Employee Code: _____________ Designation: ____________________ Date of Joining:_______________ Function: _____________________ Region: _____________________
Assessment Period
Name/s of the reviewer
Annual Appraisal Form- Part 1 (To be filled by the employee)
List the objectives you set for the past six months. Rate the performance against each objective (1=poor, 2=below average, 3=average, 4=good, 5=excellent) Key Result Areas/ Targets for the Assessment Period %Weight age Appraisee Appraiser Management
Adherence to Organizational Process - Quality Management System - Timesheet - Company Policy Personality Appraisal Weighted Average Steps to calculate Weighted Average % Weightage: 10 20 10 40 20 Rating: 2 1 5 3 3 1. Multiply each value of rating by its weight age (10*2=20, 20*1=20, 10*5= 50, 40*3= 120, 20*3= 60) 2. Add up the products to get the total value. (Ans: Sum=270) 3. Total Weightage=100 4. Divide the total value by the total weight age (Ans: 270/100 = 2.7 = weighted average)
1
HRM-PA
Annual Appraisal Form Part 2 1. What have you done most effectively or has given you most satisfaction during the year?
2. What have you done least effectively or has given you least satisfaction during the year?
3. Have you come across any obstacles - in the job situation, or in your own knowledge and skills that have prevented you from working as effectively, or with as much satisfaction as you would have wished? If so how these might be overcome or avoided?
4. Has the past month been good/bad/satisfactory or otherwise for you, and why?
2
HRM-PA
5.What help would you require in the next month/ quarter to remove the shortfalls in your achievement (if any) Month Quarter Half Yearly Yearly
6.List one specific achievement during the month/ Quarter you are proud of(achievement beyond target/ expectations)
How can my skills be more effectively used? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ ____________________________________________________ I would like to see myself in the next two years as _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________ 3 major issues bothering me _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________
3 Points which make me proud working for the organization _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________
3
HRM-PA
a) QUALIFICATION ADDED DURING THE CURRENT YEAR
b) TRAINING PROGRAMMES ATTENDED DURING THE CURRENT YEAR CONDUCTED DURING THE YEAR
c)
AREAS OF STRENGTH AND IMPROVEMENT AREAS OF STRENGTH CONTRIBUTION TOWARDS WORK AREA
AREAS OF IMPROVEMENT
ACTION PLAN TO OVERCOME ON THE SAME
4
HRM-PA
Rate overall performance during the Year Employee’s rating Manager/Immediate supervisor’s rating
Use the following rating scores: 5) Excellent 4) Very Good
3) Good
2) Satisfactory 1) Unsatisfactory
PERFORMANCE CATEGORY The appraisee shall be rated on a five point scale as follows: EXCELLENT (5) Characterized by high ability, which leaves little, or nothing to be desired unusual & challenging assignments are consistently well handled. Clear case of model to be adopted by others. To be entrusted with positions with higher capabilities. Characterized by consistent better performance than is normally expected Needs guidance occasionally. Unusual & challenging assignments are normally well handled. Characterized by fully adequate ability, completes routine assignments on time without the need for excess supervision. Meets requirements of competent Adapt employee. With a little initiative could have performed better. Demonstrated ability, more or less meets the requirements of the position. But needs constant excessive supervision and direction than normally required. Counseling can improve the performance. Indicates ability, which falls clearly below the minimum requirements of the position. Needs immediate action as he is not likely to meet the requirements of a competent Adapt Employee.
VERY GOOD
(4)
GOOD
(3)
SATISFACTORY
(2)
UNSATISFACTORY (1)
Sign of the Employee_________________ Signature of Manager______________ Date_____________________ Date_______________
5
HRM-PA
Part 3. (To be filled by Appraiser and Management) PERSONALITY APPRAISAL AND REVIEW 1. Initiative and openness to change 1 2 3 4 5 6 Appraiser 7 8 Mgmt 9 10
Has high inertia and has to be coerced. Impedes the initiative taken by others. Work contra to changes needed by the organization. Cannot be considered for an assignment outside his area.
Carries on with routine work but lacks Enthusiasm and flexibility. Makes no special effort to adopt changes needed by the organization. Avoids assignment outside his direct area.
Ensure results required are delivered. Puts in extra efforts as and when needed. Implements changes required by the organization. Accepts assignment even outside his area.
Self starter. Identifies opportunities and displays courage. Enthusiastically propagates and accelerates changes needed by the organization. Welcomes assignments even outside his area.
2. Quality of Work (Correctness, Completeness, accuracy of work, duties performed) Appraiser Mgmt 1 2 3 4 5 6 7 8 9 10
Make errors and regularly fails to meet minimum standards of work.
Work is occasionally incomplete and inaccurate to satisfy requirements and needs training.
Usually is accurate, meets and completes departmental expectations.
Maintains consistently high standards of excellence in every aspect of job and makes special effort to solve problems.
3. Self development – Continuous Improvement & Learning Appraiser 1 2 3 4 5 6 7 8 Mgmt 9 10
6
HRM-PA
Inflated sense of competence. Negatively reacts to feedback and is unwilling to take corrective action. Little energy, willingness or capacity for self development. No interest in learning more even in his area.
Identifies some areas where he needs to improve but is unable to make much progress because of personal limitations. Does not seek feedback and tends to get de motivated when feedback is negative. Little interest in learning outside his specialization
Recognizes his areas of strength and weakness. Accepts feedback in a positive manner and takes corrective action wherever needed. Works hard at developing further in his area of operations. Has an open mind about learning
Identifies his strengths and weaknesses and works to build on the former and correct the latter. Constantly seeks feedback and can pick up indirect feedback signals. Has a self driven thirst for knowledge in various disciplines, can master new skills quickly
4. Attendance and Punctuality Appraiser 1 2 3 4 5 6 7 Mgmt 8 9 10
Often is absent and frequently does not does not arrive to work on time.
Usually present on work and occasionally arrives to work late
Responsible towards regular attendance and due time.
Always regular on time and is responsible towards work
5.Team work & inter personal effectiveness 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Obstructs seamless working. Often disturbs team cohesiveness. Disrupts relationships. Has a negative presence.
Does not impede seamless working but makes no special effort to promote it. A passive member of his team. Rarely creates conflict situations but relationships may lack warmth or not lead to optimal performance
7
Can operate effectively across boundaries as an individual. Contributes well to hi own team. Interacts with a high degree of maturity and tact. Builds long term relationships.
Builds a seamless organization by inspiring tem to break through boundaries and achieve common goals. Is an invaluable member of any team. Each interaction with him leaves the other person feeling positive, warm and
HRM-PA
recharged.
6. Communication
Appraiser
Mgmt
1
2
3
4
5
6
7
8
9
10
Distorts communication or blocks channels, leading to misinformation
Finds difficulty with communications of a non routine nature. Is unable to identify or cure communication blocks.
Communicates adequately and convincingly with the people reporting to him. Does not always ensure that the communication flows further.
Inspiring and lucid in speech & writing. Even when dealing with complex matters. Communicates clearly, candidly and shares relevant information. Builds & strengthens communication channels
7. Commitment
Appraiser
Mgmt
1
2
3
4
5
6
7
8
9
10
Puts the requirements of the personality above the requirements of the situation. “What will make me look better” over what will solve the organization’s problem. Creates and spreads negative feelings
Does not create situations damaging the company’s image but also does not attempt to contain or correct spread of negative feelings by the others in his sphere of influence. Focuses on people’s weaknesses.
Puts the Company’s image before his own. Does not attempt to make himself or his department look good at the expenses of others.
Has internalized the company’s objectives and does not sacrifice them for his own. Makes a positive contribution to building the Company’s image.
8. Creativity and innovation 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Unable to provide solutions. Has
Not very creative and innovative. Comes up with
Evolves creative alternatives with the involvement of his
Responsible for innovations which have been
8
HRM-PA
limited thinking to develop innovative and creative ideas.
stereo typed solutions. Casual approach to others ideas.
team. Brings about changes and improvements even f special efforts is required.
successfully adopted and led to major breakthroughs. Inspires people around him to think creatively.
9. Speed of response 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Does not respond in spite of repeated reminder
Responds only when pushed / cajoled. Quality of work not so good
Responds at his own but quality of work very good
Responds immediately and excellent quality. Lot of warmth and make people comfortable
Signature of Appraise Date
Signature of Appraiser Date
Signature of Management Date
9
HRM-PA
Guidelines Attributes to be used by appraiser to give comments regarding the future growth.
POTENTIAL 1. Leadership 1 2
Weak leadership. Leadership by abdication of responsibility.
3
4
5
6
7
8
9
10
Some guidance and direction given. Leadership is by direct instruction.
Effective guidance given to action.
Motivates and inspires appropriate action through his commitment, his words and deeds. Leads by example.
2. Conceptualization 1 2 3 4 5 6 7 8 9 10
Can not understand anything complicated. Confuses others. Works n an unplanned manner which affects the results of others.
Requires a little guidance in dealing with abstract issues or areas outside his own. More comfortable with tangible issues presently at hand.
Conceptualizes and plans effectively keeping the Company’ overall objectives in view. Logical approach to complex issues
Foresees future developments both with the organization and in the environment. Can conceptualize & predict outcomes of pursuing alternatives courses. Is versatile, and can visualize scenarios even in areas outside his own areas.
10
HRM-PA
3. Professional competence & quality of decisions 1 2 3 4 5 6 7 8 9 10
Has not acquired and is not willing to acquire professional expertise. Is unable to draw on others help. Cynical about new technologies and decision making aids and hinders them being in his area
With guidance, is able to analyze the situation. Not very thorough in area of professional competence and not always sure where to get help. Not at ease with technologies or decision making aids.
Has a clear perception of the task and makes a professional analysis of the situation. Knows the right sources to tap for advice. Uses the latest technology and decision making tools.
Has extraordinary in-depth and up-to date knowledge in his area of professional competence. Others look to him for advice. Uses and encourages others to adopt new technology & decision making tools
4. Risk taking and willingness to take decisions
1
2
3
4
5
6
7
8
9
10
Either plays safe and leaves decision making to others or takes totally random decisions without thought about consequences. Creates confusion and hampers decision making
Takes routine decisions. Either looks for senior level confirmation in uncertain situations or acts on impulse.
Generally decisive. Sometimes nervous or overconfident in uncertain situations.
Even with limited data makes timely decisions after evaluating all the risks Ensures al concerned are consulted and informed.
5. Subordinate development / Process of Empowerment 1 2 3 4 5 6 7 8 9 10
Misdirects the team. Better results would have been achieved by the team in his absence. Subordinates tend to get embittered and atrophy under him.
Functions well in the team but unable to motivate or lead the team to higher levels of performance. No Major contribution to building his
Delegates, motivates and develops his people and thereby achieves high team performance. Consistently improves people
A builder of men. Inspires zeal in others about the divisions and the company’s mission, so that his men, without thinking of them-selves,
11
HRM-PA
subordinates.
productively.
achieve results otherwise not thought possible. Owns the responsibility of the subordinates action and decision.
5. Planning and organizing skills 1 2 3 4 5 6 7 8 9 10
Has no planning or organizing skills a not interested in acquiring the skills. Is unable to draw on others help. Cynical about planning and organizing
With guidance, is able to plan and organize. Not very thorough. Always unsure. Plans and organizes haphazardly.
Has a clear perception of planning and organizing. Has professional analytical approach. Knows the right sources to tap for advice.
Has in-depth and up-to date understanding of planning and organizing competence. Can foresee the situation and plan in advance. Proactive approach. Others look to him for advice.
To be filled by Appraiser Potential for future growth Areas of potential management should focus and identify his/her next growth
12
HRM-PA
Confidential
Please tick mark whichever applicable:
Confirmation Increment Promotion Comments:
Manager’s Signature________________________ ________
Date _____________
13
HRM-PA
Name:__________________________ Employee Code: _____________ Designation: ____________________ Date of Joining:_______________ Function: _____________________ Region: _____________________
Assessment Period
Name/s of the reviewer
Annual Appraisal Form- Part 1 (To be filled by the employee)
List the objectives you set for the past six months. Rate the performance against each objective (1=poor, 2=below average, 3=average, 4=good, 5=excellent) Key Result Areas/ Targets for the Assessment Period %Weight age Appraisee Appraiser Management
Adherence to Organizational Process - Quality Management System - Timesheet - Company Policy Personality Appraisal Weighted Average Steps to calculate Weighted Average % Weightage: 10 20 10 40 20 Rating: 2 1 5 3 3 1. Multiply each value of rating by its weight age (10*2=20, 20*1=20, 10*5= 50, 40*3= 120, 20*3= 60) 2. Add up the products to get the total value. (Ans: Sum=270) 3. Total Weightage=100 4. Divide the total value by the total weight age (Ans: 270/100 = 2.7 = weighted average)
1
HRM-PA
Annual Appraisal Form Part 2 1. What have you done most effectively or has given you most satisfaction during the year?
2. What have you done least effectively or has given you least satisfaction during the year?
3. Have you come across any obstacles - in the job situation, or in your own knowledge and skills that have prevented you from working as effectively, or with as much satisfaction as you would have wished? If so how these might be overcome or avoided?
4. Has the past month been good/bad/satisfactory or otherwise for you, and why?
2
HRM-PA
5.What help would you require in the next month/ quarter to remove the shortfalls in your achievement (if any) Month Quarter Half Yearly Yearly
6.List one specific achievement during the month/ Quarter you are proud of(achievement beyond target/ expectations)
How can my skills be more effectively used? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ ____________________________________________________ I would like to see myself in the next two years as _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________ 3 major issues bothering me _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________
3 Points which make me proud working for the organization _______________________________________________________________________________________ _______________________________________________________________________________________ ________________________________________________________________________
3
HRM-PA
a) QUALIFICATION ADDED DURING THE CURRENT YEAR
b) TRAINING PROGRAMMES ATTENDED DURING THE CURRENT YEAR CONDUCTED DURING THE YEAR
c)
AREAS OF STRENGTH AND IMPROVEMENT AREAS OF STRENGTH CONTRIBUTION TOWARDS WORK AREA
AREAS OF IMPROVEMENT
ACTION PLAN TO OVERCOME ON THE SAME
4
HRM-PA
Rate overall performance during the Year Employee’s rating Manager/Immediate supervisor’s rating
Use the following rating scores: 5) Excellent 4) Very Good
3) Good
2) Satisfactory 1) Unsatisfactory
PERFORMANCE CATEGORY The appraisee shall be rated on a five point scale as follows: EXCELLENT (5) Characterized by high ability, which leaves little, or nothing to be desired unusual & challenging assignments are consistently well handled. Clear case of model to be adopted by others. To be entrusted with positions with higher capabilities. Characterized by consistent better performance than is normally expected Needs guidance occasionally. Unusual & challenging assignments are normally well handled. Characterized by fully adequate ability, completes routine assignments on time without the need for excess supervision. Meets requirements of competent Adapt employee. With a little initiative could have performed better. Demonstrated ability, more or less meets the requirements of the position. But needs constant excessive supervision and direction than normally required. Counseling can improve the performance. Indicates ability, which falls clearly below the minimum requirements of the position. Needs immediate action as he is not likely to meet the requirements of a competent Adapt Employee.
VERY GOOD
(4)
GOOD
(3)
SATISFACTORY
(2)
UNSATISFACTORY (1)
Sign of the Employee_________________ Signature of Manager______________ Date_____________________ Date_______________
5
HRM-PA
Part 3. (To be filled by Appraiser and Management) PERSONALITY APPRAISAL AND REVIEW 1. Initiative and openness to change 1 2 3 4 5 6 Appraiser 7 8 Mgmt 9 10
Has high inertia and has to be coerced. Impedes the initiative taken by others. Work contra to changes needed by the organization. Cannot be considered for an assignment outside his area.
Carries on with routine work but lacks Enthusiasm and flexibility. Makes no special effort to adopt changes needed by the organization. Avoids assignment outside his direct area.
Ensure results required are delivered. Puts in extra efforts as and when needed. Implements changes required by the organization. Accepts assignment even outside his area.
Self starter. Identifies opportunities and displays courage. Enthusiastically propagates and accelerates changes needed by the organization. Welcomes assignments even outside his area.
2. Quality of Work (Correctness, Completeness, accuracy of work, duties performed) Appraiser Mgmt 1 2 3 4 5 6 7 8 9 10
Make errors and regularly fails to meet minimum standards of work.
Work is occasionally incomplete and inaccurate to satisfy requirements and needs training.
Usually is accurate, meets and completes departmental expectations.
Maintains consistently high standards of excellence in every aspect of job and makes special effort to solve problems.
3. Self development – Continuous Improvement & Learning Appraiser 1 2 3 4 5 6 7 8 Mgmt 9 10
6
HRM-PA
Inflated sense of competence. Negatively reacts to feedback and is unwilling to take corrective action. Little energy, willingness or capacity for self development. No interest in learning more even in his area.
Identifies some areas where he needs to improve but is unable to make much progress because of personal limitations. Does not seek feedback and tends to get de motivated when feedback is negative. Little interest in learning outside his specialization
Recognizes his areas of strength and weakness. Accepts feedback in a positive manner and takes corrective action wherever needed. Works hard at developing further in his area of operations. Has an open mind about learning
Identifies his strengths and weaknesses and works to build on the former and correct the latter. Constantly seeks feedback and can pick up indirect feedback signals. Has a self driven thirst for knowledge in various disciplines, can master new skills quickly
4. Attendance and Punctuality Appraiser 1 2 3 4 5 6 7 Mgmt 8 9 10
Often is absent and frequently does not does not arrive to work on time.
Usually present on work and occasionally arrives to work late
Responsible towards regular attendance and due time.
Always regular on time and is responsible towards work
5.Team work & inter personal effectiveness 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Obstructs seamless working. Often disturbs team cohesiveness. Disrupts relationships. Has a negative presence.
Does not impede seamless working but makes no special effort to promote it. A passive member of his team. Rarely creates conflict situations but relationships may lack warmth or not lead to optimal performance
7
Can operate effectively across boundaries as an individual. Contributes well to hi own team. Interacts with a high degree of maturity and tact. Builds long term relationships.
Builds a seamless organization by inspiring tem to break through boundaries and achieve common goals. Is an invaluable member of any team. Each interaction with him leaves the other person feeling positive, warm and
HRM-PA
recharged.
6. Communication
Appraiser
Mgmt
1
2
3
4
5
6
7
8
9
10
Distorts communication or blocks channels, leading to misinformation
Finds difficulty with communications of a non routine nature. Is unable to identify or cure communication blocks.
Communicates adequately and convincingly with the people reporting to him. Does not always ensure that the communication flows further.
Inspiring and lucid in speech & writing. Even when dealing with complex matters. Communicates clearly, candidly and shares relevant information. Builds & strengthens communication channels
7. Commitment
Appraiser
Mgmt
1
2
3
4
5
6
7
8
9
10
Puts the requirements of the personality above the requirements of the situation. “What will make me look better” over what will solve the organization’s problem. Creates and spreads negative feelings
Does not create situations damaging the company’s image but also does not attempt to contain or correct spread of negative feelings by the others in his sphere of influence. Focuses on people’s weaknesses.
Puts the Company’s image before his own. Does not attempt to make himself or his department look good at the expenses of others.
Has internalized the company’s objectives and does not sacrifice them for his own. Makes a positive contribution to building the Company’s image.
8. Creativity and innovation 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Unable to provide solutions. Has
Not very creative and innovative. Comes up with
Evolves creative alternatives with the involvement of his
Responsible for innovations which have been
8
HRM-PA
limited thinking to develop innovative and creative ideas.
stereo typed solutions. Casual approach to others ideas.
team. Brings about changes and improvements even f special efforts is required.
successfully adopted and led to major breakthroughs. Inspires people around him to think creatively.
9. Speed of response 1 2 3 4 5 6
Appraiser 7 8
Mgmt 9 10
Does not respond in spite of repeated reminder
Responds only when pushed / cajoled. Quality of work not so good
Responds at his own but quality of work very good
Responds immediately and excellent quality. Lot of warmth and make people comfortable
Signature of Appraise Date
Signature of Appraiser Date
Signature of Management Date
9
HRM-PA
Guidelines Attributes to be used by appraiser to give comments regarding the future growth.
POTENTIAL 1. Leadership 1 2
Weak leadership. Leadership by abdication of responsibility.
3
4
5
6
7
8
9
10
Some guidance and direction given. Leadership is by direct instruction.
Effective guidance given to action.
Motivates and inspires appropriate action through his commitment, his words and deeds. Leads by example.
2. Conceptualization 1 2 3 4 5 6 7 8 9 10
Can not understand anything complicated. Confuses others. Works n an unplanned manner which affects the results of others.
Requires a little guidance in dealing with abstract issues or areas outside his own. More comfortable with tangible issues presently at hand.
Conceptualizes and plans effectively keeping the Company’ overall objectives in view. Logical approach to complex issues
Foresees future developments both with the organization and in the environment. Can conceptualize & predict outcomes of pursuing alternatives courses. Is versatile, and can visualize scenarios even in areas outside his own areas.
10
HRM-PA
3. Professional competence & quality of decisions 1 2 3 4 5 6 7 8 9 10
Has not acquired and is not willing to acquire professional expertise. Is unable to draw on others help. Cynical about new technologies and decision making aids and hinders them being in his area
With guidance, is able to analyze the situation. Not very thorough in area of professional competence and not always sure where to get help. Not at ease with technologies or decision making aids.
Has a clear perception of the task and makes a professional analysis of the situation. Knows the right sources to tap for advice. Uses the latest technology and decision making tools.
Has extraordinary in-depth and up-to date knowledge in his area of professional competence. Others look to him for advice. Uses and encourages others to adopt new technology & decision making tools
4. Risk taking and willingness to take decisions
1
2
3
4
5
6
7
8
9
10
Either plays safe and leaves decision making to others or takes totally random decisions without thought about consequences. Creates confusion and hampers decision making
Takes routine decisions. Either looks for senior level confirmation in uncertain situations or acts on impulse.
Generally decisive. Sometimes nervous or overconfident in uncertain situations.
Even with limited data makes timely decisions after evaluating all the risks Ensures al concerned are consulted and informed.
5. Subordinate development / Process of Empowerment 1 2 3 4 5 6 7 8 9 10
Misdirects the team. Better results would have been achieved by the team in his absence. Subordinates tend to get embittered and atrophy under him.
Functions well in the team but unable to motivate or lead the team to higher levels of performance. No Major contribution to building his
Delegates, motivates and develops his people and thereby achieves high team performance. Consistently improves people
A builder of men. Inspires zeal in others about the divisions and the company’s mission, so that his men, without thinking of them-selves,
11
HRM-PA
subordinates.
productively.
achieve results otherwise not thought possible. Owns the responsibility of the subordinates action and decision.
5. Planning and organizing skills 1 2 3 4 5 6 7 8 9 10
Has no planning or organizing skills a not interested in acquiring the skills. Is unable to draw on others help. Cynical about planning and organizing
With guidance, is able to plan and organize. Not very thorough. Always unsure. Plans and organizes haphazardly.
Has a clear perception of planning and organizing. Has professional analytical approach. Knows the right sources to tap for advice.
Has in-depth and up-to date understanding of planning and organizing competence. Can foresee the situation and plan in advance. Proactive approach. Others look to him for advice.
To be filled by Appraiser Potential for future growth Areas of potential management should focus and identify his/her next growth
12
HRM-PA
Confidential
Please tick mark whichever applicable:
Confirmation Increment Promotion Comments:
Manager’s Signature________________________ ________
Date _____________
13
HRM-PA
