Unfilled Appraisal
Unfilled Appraisal
Unfilled Appraisal
STRICTLY CONFIDENTIAL
TRAINING
Other Name(s):
Guidance Notes
Planning and setting of individual performance targets through work plans derived from the organisation’s strategic
plans and objectives set at the corporate, divisional, departmental and unit levels. The target setting process must be a top-
down approach; preferably the first two weeks in January should serve as the period for setting of targets for the year.
i. Appraiser and appraisee discuss progress of work in relation to targets set, one target after the other. If
conclusions reached at the meeting necessitate changes or adjustments in targets, these modifications should be
specified on the mid-year review form.
ii. Appraiser and appraisee discuss the extent to which competencies are being demonstrated; one competency after
the other.
iii. Appraiser and appraisee agree on additions and deletions to targets and modifications where necessary.
iv. Appraiser records the changes if any and comments on the Mid-year Review Form.
v. Appraiser and appraisee sign the Mid-year Review Form.
vi. Appraiser and appraisee take copies and the original document sent to the HR.
.
THE END-OF-YEAR RAEVIEW AND APPRAISAL PROCESS
DECISION-MAKING
Performance Improvement or Enhancement plan is put in place by an autonomous body at the Human Resources
Division to identify and list ways to enhance performance as well as any training/development or new challenges
sought.The phase involves management ensuring that a plan of action is carried out such as coaching, counselling, salary
increase, bonus and training programmes, which the employee will need during the next twelve months to continue
growth, to develop new skills, and/or to improve various aspects of job performance.
To be agreed between the appraiser and the employee at the start of the annual appraisal cycle or when a new employee is engaged.
TOTAL (Q) =
(A) AVERAGE =
(Q/n)
(M) = (A) × 0.6 =
Ability to plan, organise and manage work load. 0.3 -1- -2- -3- -4- -5- Total……………...
0.3 -1- -2- -3- -4- -5-
Ability to work systematically and maintain quality. 0.3 -1- -2- -3- -4- -5- Average……………
Ability to manage others to achieve shared goals.
(ii) Innovation and Strategic Thinking
■Support for organis ational change 0.3 -1- -2- -3- -4- -5- Total……………...
■ Ability to think broadly and demonstrate creativity. 0.3 -1- -2- -3- -4- -5-
■ Originality in thinking 0.3 -1- -2- -3- -4- -5 Average……………
(iii) Leadership and Decision Making
■ Ability to initiate action and provide direction to others 0.3 -1- -2- -3- -4- -5- Total……………...
■ Accept responsibility and decision-making. 0.3 -1- -2- -3- -4- -5-
■ Ability to exercise good judgment 0.3 -1- -2- -3- -4- -5 Average……………
(iv) Developing and Improving
■Commitment to organization development 0.3 -1- -2- -3- -4- -5- Total……………...
■ Commitment to customer satisfaction 0.3 -1- -2- -3- -4- -5-
■ Commitment to personnel development 0.3 -1- -2- -3- -4- -5- Average……………
(v) Communication (oral, written & electronic)
■ Ability to communicate decisions clearly and fluently 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■ Ability to negotiate and manage conflict effectively.
■ Ability to relate and network across different levels and 0.3 -1- -2- -3- -4- -5-
Average……………
departments
(vi) Job Knowledge and Technical Skills
■ Demonstration of correct mental, physical and manual skills. 0.3 -1- -2- -3- -4- -5-
■ Demonstration of cross-functional awareness. 0.3 -1- -2- -3- -4- -5- Total……………...
■ Building, applying and sharing of necessary expertise and 0.3 -1- -2- -3- -4- -5-
technology. Average……………
(vii) Supporting and Cooperating
■ Ability to work effectively with teams, clients and staff.
0.3 -1- -2- -3- -4- -5-
Total……………...
■ Ability to show support to others . 0.3 -1- -2- -3- -4- -5-
■ Ability to adhere to organisation’s principles, ethics and values. 0.3 -1- -2- -3- -4- -5- Average……………
(viii) Maximising and maintaining Productivity
■ Ability to motivate and inspire others. 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■Ability to accept challenges and execute them with confidence.
0.3 -1- -2- -3- -4- -5-
■ Ability to manage pressure and setbacks effectively. Average……………
(ix) Developing / Managing budgets and saving cost: 0.3 -1- -2- -3- -4- -5-
0.3 -1- -2- -3- -4- -5- Total……………...
■ Firm awareness of financial issues and accountabilities.
■ Understanding of business processes and customer priorities. 0.3 -1- -2- -3- -4- -5- Average……………
■ Executing result-based actions.
The table below provides explanations for overall rating and descriptions
5 Exceptional, Behavioural competencies and/or work performance consistently far
exceeded exceeded expectations due to exceptionally high quality of work There are not less than
expectations performed in all essential ll areas of responsibility, resulting in an overall four (4) particular cases
quality of work that was superior; and either 1) included the completion that can be cited to
of a major goal or project, or made an exceptional or unique contribution support the rating.
in support of unit, department, or organizational objectives. The
employee truly stands out and clearly and consistently demonstrates
exceptional accomplishments in terms of quality and quantity of work.
His/her demonstration of competencies is easily recognized as truly
exceptional by others.
3 Met all Behavioural competencies and/or work performance consistently fully Performance met the
Expectations met expectations in all essential areas of responsibility, and the quality of expected standards
work over all was very good. While minor deviations may occur, the
overall level of performance meets all requirements. The worker has
achieved all critical annual goals.
2 Below Behavioural competencies and/or work performance did not consistently Performance fell short
Expectation meet expectations – performance failed to meet expectations in one or of expected standards.
more essential areas of responsibility, and two or more of the most There are not less than
critical goals were not met. The employee generally struggles to fully two (2) particular cases
meet expectations. that can be cited to
support the rating.
1 Unacceptable Behavioural competencies and/or work performance was consistently Failed to meet
below expectations in most essential areas of responsibility, and/or performance standards.
reasonable progress toward critical goals was not made. Significant There are not less than
improvement is needed in three or more important areas. The three (3) particular
employee is not meeting the job requirements. cases that can be cited
Performance must improve substantially with in a reasonable period of to support the rating.
time if the individual is to remain in this position.
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DATE (dd/mm/yyyy)
APPRAISER’S
SIGNATURE
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Assess the Appraisee’s potential to perform the duties of the next grade, taking account of the assessment of performance in
Section 5above.)
Outstanding –should be promoted as soon as possible (promotion out-of-turn, study visits, commendations, salary
increments and etc. )
Suitable for promotion(encourage through mentoring, coaching, training and etc.)
Likely to be ready for promotion in 2 to 3 years(encourage through mentoring, coaching, training and etc)
Not ready for promotion for at least 3years (forfeit yearly increment, reassignment and etc.)
Unlikely to be promoted further: (apply sanctions: demotion, dismissal, removal and etc)
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DATE (dd/mm/yyyy)
APPRAISEE’S SIGNATURE
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DATE (dd/mm/yyyy)