Bpms Form - Max

Business Performance Management System
Lifestyles Business Performance Management is the primary organizational process that aids us in building the capacity of each employee to achieve individual and company objectives, to ensure the highest level of performance and to advance Lifestyles mission, vision and values. The Company is built on the philosophy that the Customer comes first and we live by our core values as an organization and as an individual. Employee Name Location Designation Date Of Joining Period Under Appraisal Concept / Function / Operations Grade Appraisers Name
CORE VALUES In reviewing the performance it is important to reflect how the core values were, or were not demonstrated in the employees performance and conduct. PASSION EXCELLENCE FOR INTEGRITY IN EVERYTHING WE DO Our business is We are committed to driven by trust, strong setting industry ethics and mutual benchmarks - be it our respect product or practices. Our doctrine is to strive and maintain the lead in whatever we do with strict adherence to quality and delivering EMPOWERING PEOPLE ADAPTING TO CHANGING TO STRIVE & DELIVER MARKET & CUSTOMER Our core strength is our NEEDS employees. We keep ourselves abreast with industry We believe in giving our trends and dynamic personnel the consumer preferences. opportunity and responsibility that are Our offerings keep integral to their evolving to address professional changing and discerning development and our consumer needs. Groups success. 1
value for money.
SECTION 1: Goal Sheet

Performance on Key Result Areas as derived from the Job Description (JD). Identification of KRAs and developmental goals is done at the beginning of the financial year jointly by the Appraiser and Appraisee. These would be reviewed on an interim basis. Total weight to be 100. Instructions: Appraisee and Appraiser to mutually discuss goals to be achieved in the performance year with clear measures. KEY RESULT AREAS WEIGHT (A) GOALS & MEASURES OF PERFORMANCE
TOTAL
Developmental Plan
90 %
Instructions: The appraisee and the appraiser to discuss what skills/ abilities need to be developed based on strengths and suggested area of improvement mentioned in the last review and inputs required to achieve the set goals for the current review period. Also highlight what outcomes of that learning may be fulfilled by that development. Give a maximum of three learnings in order of priority.
Developmental Goal
WEIGHT (A)
Action / Plans for Achieving Goal
TOTAL
10%
SECTION 2A: Interim Review

Interim Performance review on Goals are conducted (at least one interim review is recommended) to review progress and revisit goals if desired and provide ongoing coaching. Instructions: Based on discussions with the Appraisee, the Appraiser should review and provide concrete, definite examples of achievements (targets, events or behaviors) to support the feedback.
KEY RESULT AREAS

SELF APPRAISAL INPUTS REVIEW AND FEEDBACK BY APPRAISER
DEVELOPMENT PLAN REVIEW

SELF APPRAISAL INPUTS REVIEW AND FEEDBACK BY APPRAISER
SECTION 2B: Final Appraisal

Performance on Key Result Areas and Goals are reviewed at end of the appraisal cycle. Instructions: Appraisee and the Appraiser should discuss, review and provide concrete, definite examples of achievements (targets, events or behaviors) to support the assessment.
YEAR-END SELF APPRAISAL INPUTS
ACHIEVEMENT AGAINST GOALS APPRAISERS VIEW
Self Rating
Rating (B)
Weighted Score (A*B)
Development Plan review for the Current Period
Total Weighted Rating

Self Rating column is provided for the Appraisee to evaluate one self. The rating can be agreed or disagreed upon by the Appraiser / Reviewer. For calculating the Weighted Score only the rating given by the Appraiser will be considered. Weighted Score is calculated by multiplying the Rating for Individual KRAs (B) with Weightage given to Individual KRAs (A in Section 1). For Ex: If the rating for individual KRA is 3 and the weightage given is 20%, then the Weighted Score is 3 x (20 / 100) which is equal to 0.6 Final Overall Rating (Rounded) (If decimal value is 0.6 and greater round off to the subsequent rating, if less than 0.59 round off to the preceding rating. E.g 3.6 shall be 4 and 3.5 shall be 3). This Final Overall Rating shall be used for calculating Increments and Performance Linked Pay
Performance rating scale
Significantly Exceeds Expectations (SEE)
Fully Meets Expectations (FME)
Mostly Meets Expectations (MME )
Somewhat Meets Expectations (SME)
Significantly Below Expectations (SBE)
Achievement level is over 106% against measure of performance. The employee consistently exceeds and demonstrates superior performance. Initiative and outputs are over and above the stated requirements. The employee is extraordinarily competent and exceptionally knowledgeable individual.
Achievement level is 96 - 105% and above against measure of performance. The employee consistently meets core requirements and demonstrates good, solid performance. Initiative and outputs are dependable and of high quality as per the stated requirements. The employee is a competent, knowledgeable individual (25% of total employees)
Achievement level is 86 - 95% and above against measure of performance The employee demonstrates adequate performance in most areas, but needs improvements in one or more significant aspects critical to the position. Initiative and outputs are generally adequate under minimal supervision. Takes responsibility and has potential for growth. (40% of total employees)
Achievement level is 81-85% and above against measure of performance The employee demonstrates adequate performance in most areas but needs improvements in one or more significant aspects critical to the position. Initiative and outputs are generally adequate however under complete supervision, (20% of total employees)
Achievement level is below 80% against measure of performance The employee performs below the level expected of this position in all key aspects of the job. Initiative, outputs and quality of work are clearly unacceptable. The employee lacks competence and knowledge of critical aspects of his/her position, and unable to meet the requirements of the job. (0-5% of total employees)
(0-10% of total employees)
SECTION 3: Performance Feedback

Identify Strengths and Areas of Improvement Instructions: The appraiser to discuss and highlight the strengths of the appraisee and the areas of improvement for better performance and future development. Both the strengths and areas of improvement will be taken in consideration while discussing the developmental goal for the next review period.
Strengths
Areas of Improvement
Significant Achievements if any. Instructions: The appraiser to discuss and provide details of excellence achieved by the appraisee beyond KRAs/job responsibilities and personal conduct. Also highlight employees growth potential if applicable.
Achievements
Business Value for the Organisation
HODs inputs for finalisation. Instructions: The HOD to discuss and provide inputs on the appraisal.
Comments from Appraiser / Reviewer
Final Overall Rating
Signature
Appraisee Appraiser Reviewer
SECTION 4: Promotion Recommendation

Signature Instructions: The HOD along with Appraiser may submit a promotion recommendation. Highlight the rationale for promotion and suggested Grade and Designation change.
Appraiser HOD
Rationale for Promotion
Function / Territory Head
Chief People Officer
Revision in ExecutiveDesignation Grade / Director From - To
Note: Promotion Recommendation to be kept confidential until approval has been obtained.

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Business Performance Management System

value for money.

SECTION 1: Goal Sheet

Action / Plans for Achieving Goal

SECTION 2A: Interim Review

KEY RESULT AREAS

DEVELOPMENT PLAN REVIEW

SECTION 2B: Final Appraisal

YEAR-END SELF APPRAISAL INPUTS

ACHIEVEMENT AGAINST GOALS APPRAISERS VIEW

Weighted Score (A*B)

Development Plan review for the Current Period

Total Weighted Rating

Performance rating scale

Significantly Exceeds Expectations (SEE)

Fully Meets Expectations (FME)

Mostly Meets Expectations (MME )

Somewhat Meets Expectations (SME)

Significantly Below Expectations (SBE)

(0-10% of total employees)

SECTION 3: Performance Feedback

Business Value for the Organisation

Comments from Appraiser / Reviewer

Final Overall Rating

SECTION 4: Promotion Recommendation

Rationale for Promotion

Function / Territory Head

Chief People Officer

Revision in ExecutiveDesignation Grade / Director From - To

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