PERFORMANCE REVIEW FORM FOR

GENERAL STAFF

GRADES 6 AND BELOW

Name: SAYID AHMAD NAOVAL MUNIR

Grade: 8

Designation: SERVICE ENGINEER

Division/Function: SERVICE

Location: BALIKPAPAN/SURABAYA

Name of
Direct Supervisor: SETI NURMAHANAN

Employee’s Direct Supervisor’s

Reviews Date
Signature Signature
Year End
Review

Mid-Year
Interim
Review

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 PERFORMANCE REVIEW
Introduction

Effective performance management is critical to excelling in business performance and developing employees’ personal growth.
Performance management involves three major components carried out in a cyclical process:

1: New PDI goals

3: Year end
& Personal
performance
Development
review and
Plans set for the
ratings
year ahead
Performance
Management
Process

2: Periodic
review(s) during
the year

1.1 PDI Goals For The Year Ahead (See Section One of Performance Review Form)
1.1.1 The year-end performance review of the last financial year (FY) should lead to a discussion of next FY’s Performance
Development & Incentive (PDI) goals. An employee will normally have up to 4-6 PDI goals (Refer to separate section,
“Guidelines on PDI Goal Setting”). These are non-financial goals covering areas such as, customer relationship building,
specific project performance, business development, etc., where appropriate.

1.1.2 Each PDI goal need to then be assigned a weighting (in %) according to the goal’s contribution to the employee’s overall
performance. The higher the % figure, the greater the contribution that particular goal has on the employee’s year end
performance. The sum of all the % figures must total 100%.

1.1.3 All PDI goals for the new FY must be set and agreed by 15 March of the prior year. If an employee does not have his/her PDI
goals finalized (i.e. agreed and approved) by the time specified, he/she will not be qualified for any PDI.

1.1.4 All PDI goals should be agreed between the employee and his/her direct supervisor. Local HR should receive a copy of all
approved PDI goals for record keeping.

1.1.5 PDI goals of new hires within the FY should be set within one month of the employees’ appointment.

1.1.6 Under exceptional circumstances (e.g. due to uncontrollable external factors, changes in responsibilities) when PDI goals
have become unattainable, the direct supervisor and the employee may revise the PDI goals, and seek appropriate approval.

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 GUIDELINES ON PDI GOAL SETTING

A. PDI goals set must meet the following criteria:

 Goals are specific to the employee and describe what he or she is expected to achieve.
 When developing goals, they must be written in an objective and measurable way. They need to be SMART –
Specific, Measurable, Action Oriented/Agreed, Realistic/Relevant, and Time bound.
 The goals must be stretched (i.e. not a normal routine task)
 There may be several targets for each goal.

To ensure this, each PDI goal should be written in the manner suggested below:

Verb (Action) Noun (Measure) How much (Target) By When (Target)

Example:
1: Implement Project XYZ in MY, SG, HK, ID and PH by FY Q2 (Sept 30)
2: Develop at least 1 team member to fully manage Task ABC by FY Q2 (Sept 30)
3: Increase customer satisfaction in by ‘Y’ percentage points by FY end (March 31)
Country X

B. Where certain goals may not have immediate quantifiable measures and targets, it is recommended not to force
measures and targets on these goals. Assessment of these goals will not be based on arbitrary measures and targets,
but on other observations such as the way the goal was achieved, positive feedback, etc.
For example, the goal of ‘Building a successful team’ cannot be simply measured by, say, the date a team-building
workshop is held. It is only when we find a greater sense of teamwork, better communication within the team, and
highly motivated team members, that we shall conclude that the team is a successful team.

The challenge is to be as specific as possible when writing the goals. This is to ensure clarity regarding what can be
reasonably discussed during interim/year end reviews.

C. The recommended process for PDI goal setting is as follows:

Discuss potential PDI goals with employee Ask employee for his/her ideas on the goals for the next 12 months

Prioritise PDI goals and assign weightings: Invite employee’s suggestions

Top 4-6 (PDI goals should be in line with
prevailing business needs)

Ensure PDI goals meet the Ask employee for suggestions on how the PDI goal could be measured
S. M. A. R. T. principle Discuss and agree on measures and targets with employee

Finalise PDI goals/weightings with employee

Agree resources/help needed (if any) to Ask the employee what you, as their Direct Supervisor, can do to help
achieve the PDI goals

Agree review frequency & dates Write dates/times in diaries and commit to these dates

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 1.2 Personal Development Plan For The Year Ahead (See Section Two of Performance Review Form)
1.2.1 During the last FY year-end review, the direct supervisor would have discussed with the employee, his/her personal
development plans. This would have focused on a combination of the ‘soft’ skills (e.g. planning, managing, leading,
communicating, etc.) and/or ‘hard’ technical skills (i.e. job specific) where the employee may need to strengthen or develop.
The personal development plan will be on the development of the employee’s capability for new or future accountabilities
in the same or in a different position. Follow-up to the personal development plan is critical to the success of the individual’s
personal development.

2. Periodic Reviews During The Year – Mid- Year Interim Review (See Section Three of Performance Review Form)

2.1 A mid-year, interim review must be held by September 30th. The objective of the Interim Review is to promote dialogue on
progress and to check the employee’s performance against the agreed PDI and the Personal Development Plan goals. This
will help to provide constructive feedback to the employee and to identify any areas where there may be a potential
problem, or areas where further support is required if the agreed goals are to be achieved.

2.2 Interim reviews may be conducted more frequently (other than half-yearly). However, any reviews must be documented.

3. Year-end Performance Review and Ratings (See Sections Four, One, Two, and Five of Performance Review Form)

3.1 The objectives of a year-end performance review are to:

 review the employee’s performance for the year
 recognise any of the employee’s achievements

3.2 If there had been regular communication about the employee’s performance and development (e.g. during periodic reviews
during the year), then there should be no surprises for either the employee or the direct supervisor.

3.3 The completion of the employee’s year end review consists of four parts:

Part 1: Review and rating of the employee’s competencies during the process of achieving the results - Competency
Review (See Section Four of Performance Review Form)
Part 2: Results and rating on PDI Goal Achievement (See Section One of Performance Review Form)

Part 3: Year end comments on Personal Development Plan achievements (See Section Two of Performance Review
Form)

Part 4: Year end summary comments (See Section Five of Performance Review Form)

Part 1 – Competency Review (See Section Four of Performance Review Form)

Eight competencies have been identified as core competencies for Grades 6 and below. Each competency will be reviewed and
rated by the direct supervisor on a four-point scale as shown:

Fully
The most More Adequately prepared: An
development development prepared for Outstanding
required required current role Strength

For each competency, there can only be one rating, shown by the “X” in the appropriate box in the Performance Review form.

The direct supervisor will also add his/her comments to support the given rating, in the space provided.

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 Part 2 – PDI Goal Achievement (See Section One of Performance Review Form)

The rating system used for reviewing progress and results in the PDI Goal achievement is shown below:

Year End Review The following apply to the PDI Goal ratings: Score

U – Under Achievement 0
 Missed the goal
 Performance is significantly below target

P – Partial Achievement 4
 Performance almost met target but fell short of expectations

A – Achievement of Target 6
 Achieved the goal according to target

E – Exceeding Target 8
 Achieved the goal beyond the target
 Impact of achievement has been realized

O – Outstanding Achievement 10
 Achievements and impacts are obviously far above agreed targets
 Very positive feedback from internal and/or external customers

A total score will be calculated based on the summation of rating against each PDI Goal and of the respective weightings.
Example: John Doe’s PDI Goal scores:

Goal Measure/Target Weighting U P A E O Score Notes on

(x0) (x4) (x6) (x8) (x10) Calculation
1: Aaa 10% X 0.4 10% x 4 = 0.4
2: Bbb 15% X 0.9 15% x 6 = 0.9
3: Ccc 30% X 2.4 30% x 8 = 2.4
4: Ddd 20% X 2.0 20% x 10 = 2.0
5: Eee 25% X 2.0 25% x 8 = 2.0
TOTAL 100% 7.7

Total score in this case is ‘7.7’. The highest score possible is 10.

This number (i.e. 7.7) represents a quantified assessment of John Doe’s performance of his PDI Goal achievement.

In determining the subsequent variable PDI incentive payout to be awarded to the employee, the Head of Department will need
to consider the following factors:

 The total score that the employee achieved in his/her PDI Goals, and
 The progress that the employee has made in his/her Personal Development Plan

The rating and/or score are no more than reference points for the consideration of the variable PDI incentive payout; These do
not represent the number of months (or weeks) of salary to be awarded to the employees under the variable PDI payout.
(Details of PDI payouts may be referred to in a separate document.)

The year-end performance review should be completed by 15 March of each year. The individual’s performance review form
should be kept in the personnel record.

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 Part 3 – Year End Comments on Personal Development Plan Achievements (See Section Two of Performance Review Form)

The direct supervisor will add their respective comments on the year end achievement of each of the employee’s personal
development plans.

Part 4 – Year End Summary Comments (See Section Five of Performance Review Form)

The direct supervisor will include their summary comments on the year end overall achievement of the employee.

This will be read by the employee who will then either respond to the direct supervisor’s comments and/or provide additional
views.

Finally, the next level supervisor will add his/her comments before the Performance Review form is submitted as the final copy.

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 SECTION ONE – PDI GOALS

Name:
Year:

Year End Review Rating

No. Goal Measure/Target Weighting
U P A E O
Total (100%)
(x0) (x4) (x6) (x8) (x10)
1 Goal description:
Score:
Bertanggung jawab terhadap solve
20%
case installasi untuk unit yang
SYSTEM CRM/100%
menjadi tanggung jawabnya

Year end review comments by employee: Year end review comments by direct supervisor:

2 Goal description:
Score:
Bertanggung jawab terhadap 100%
Preventive Maintenance: Customer SYSTEM CRM/100%
Warranty & Contract Service untuk
unit yang menjadi tanggung 20%
jawabnya

Year end review comments by employee: Year end review comments by direct supervisor:

3 Goal description:
Score:
Bertanggung jawab terhadap
response time Customer maksimal SYSTEM AX/100%
1x24 jam 20%

Year end review comments by employee: Year end review comments by direct supervisor:

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 4 Goal description:
Score:
Bertanggung jawab terhadap up time SYSTEM CRM/100%
komitment 90% warranty contract 20%

Year end review comments by employee: Year end review comments by direct supervisor:

5 Goal description:
Score:
Laporan Kompetensi
Memenuhi standar kompetensi Service Engineer per 20%
Service Engineer tahun dari sistem

Year end review comments by employee: Year end review comments by direct supervisor:

Total score for Goals 1-6 (Max. 10):

Please complete after conclusion of year end review

Employee’s Name: Direct Supervisor’s Name:

SAYID AHMAD NAOVAL MUNIR SETI NURMAHANAN

Employee’s Signature: Direct Supervisor’s Signature:

Date: 4 JUNI 2018 Date: 4 JUNI 2018

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 SECTION TWO – PERSONAL DEVELOPMENT PLAN
(To be completed by Direct Supervisor - Focus on the top three development areas)

Year End Review

Development Focus Action Comments
1

Year End Review

Development Focus Action Comments
2

Year End Review

Development Focus Action Comments
3

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 SECTION THREE – MID YEAR INTERIM REVIEW
(To be completed by Direct Supervisor)

a. Interim Review on PDI Goals (See Section One)

b. Interim Review on Personal Development Plan (See Section Two)

c. Follow up Actions

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 SECTION FOUR - COMPETENCY REVIEW
(To be completed by Direct Supervisor)

Mark “X” in the appropriate box and add comments in the space provided to support the rating.

GENERAL STAFF COMPETENCIES

The most More Adequately Fully prepared:

development development prepared for An Outstanding
required required current role Strength
1 WORKING HARD WITH INTEGRITY, SUPERIOR WORK
ATTITUDE AND UTMOST RELIABILITY
 Working positively, responsibly and sharing a sense of Comments
accountability
 Taking up tasks on own initiative and rising to the challenges
faced
 Showing commitment to work and consistently producing the
desired outcomes
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
2 EXCELLING IN JOB KNOWLEDGE, OPERATIONAL EXECUTION
AND TECHNOLOGY
 Displaying strong detailed knowledge of the product/service Comments
that you are involved in
 Applying the required skills and knowledge to the tasks that
you are asked to do
 Exploiting technology to its fullest, where applicable, to do the
best job possible
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
3 ANALYSING AND SOLVING PROBLEMS WITH CONFIDENCE,
PLANNING AND ORGANISAING YOUR WORK WELL
 Presenting solutions to problems with facts and logic Comments

 Demonstrating clear plans and priority to work assignments

 Delivering expected outcomes by using available resources

effectively
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
4 GROWING THROUGH SELF DEVELOPMENT, LEARNING NEW
SKILLS, AND EMBRACING CHANGE
 Improving self by showing eagerness to learn, gain new skills Comments
and knowledge
 Showing flexibility in exploring new ideas/ways to carry out
work to meet changing needs
 Embracing change and eagerly implement Company’s Projects
& Initiatives

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 The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
5 DISPLAYING TEAM SPIRIT AND YET FUNCTIONING
INDEPENDENTLY TO DELIVER RESULTS
 Encouraging and building rapport with colleagues to achieve Comments
results together
 Working without too much supervision after the task is clearly
explained
 Achieving targets and results by a keen focus on KPI’s &
deliverables
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
6 LISTENING, QUESTIONING AND COMMUNICATING WELL
 Displaying appropriate etiquette and protocol when Comments
communicating through the different forms, e.g. verbal and/or
written
 Listening carefully to correctly get the intended meaning

 Confidently asking appropriate questions to clarify matters of

uncertainty instead of accepting what just heard
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
7 ENJOYING CUSTOMER INTERACTION, MEETING THEIR NEEDS
AND MAKING THEM HAPPY
 Actively seeking ways to understand and meet customers' Comments
needs
 Responding quickly to customers’ requirements and finding
alternative ways to address their issues
 Taking delight and having a sense of fulfillment in making
customers happy
The most More Adequately Fully prepared:
development development prepared for An Outstanding
required required current role Strength
8 CARING DEEPLY, ENJOYING WORK, SELF AND FAMILY AND
LOVING YOUR COMPANY
 Being enthusiastic and committed to work Comments

 Reaching a work-life equilibrium between the company, self,

and family
 Demonstrating loyalty and care to the company

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 SECTION FIVE – YEAR END SUMMARY COMMENTS

Direct Supervisor
(Summary comments on the employee’s overall achievements and/or missed opportunities)

Employee
(The employee responds to the direct supervisor’s summary comments and provides additional views)

Next Level Supervisor’s Comments

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