Atma Annual Performance Appraisal Guidelines

Annual Performance Appraisal Guidelines (for staff)
INTRODUCTION
The Performance Appraisal process provides a mechanism that facilitates communication between you
and your immediate supervisor by providing a structure for feedback on performance. This document
has been designed to clarify the performance measures of the appraisal and provide answers to
questions that you might have about the appraisal process.
Atma is committed to the success of the process in order to:

 Fully develop employee potential and improve communication relating to performance.
 Provide a method to calculate increment in salary for employees on a merit basis (Based on
overall budget considerations)
 Improve productivity and the performance of the organization.
The success of the process depends on:

 Understanding and use of the performance appraisal process as an opportunity to improve
employee productivity and develop full potential.
 Understanding expectations is in important element of the appraisal process. Defining the
expectations is the joint responsibility of the employee and their supervisor. Using the job
description as a starting point, employees and supervisors must develop a mutual
understanding of the roles, responsibilities and expectations of the position.
 Provide feedback on employee’s past performance, to agree on standards for future
performance, and to develop goals and objectives for the employee’s personal and professional
growth.
In addition to the annual performance appraisal, supervisors should conduct reviews regularly during
the year in order to discuss the employee’s progress toward accomplishing desired results and to
address ongoing issues. The Performance Appraisal is a tool to honestly and objectively evaluate
performance.
BASIC COMPETENCIES
The Basic Competencies are derived from Atma’s core values and represent areas of individual
performance that are essential to success in the position and to the success of Atma.
The basic competencies are:
• Commitment
• Communication
• Teamwork
• Initiative
• Accountability
CORE COMPETENCIES
The core competencies are those that are specific to the position and will have to be jointly decided
upon by the employee and the supervisor.
LEADERSHIP COMPETENCIES
The leadership competencies have been identified especially for employees in positions with supervisory
responsibility are:
• Visionary
• Strategic Thinking
• People Management and Development
• Conflict Management
• Decision Making
PERFORMANCE RATING
The supervisor will rate each competency on a scale of 1 to 5, as it relates to the employee’s
performance. Specific, objective comments may be included to support the ratings.
Managers and employees must share a common understanding of what each rating signifies and use
them consistently.
The five Performance Ratings are:
5 – Exceptional: This rating is reserved for the employee whose work performance is clearly and
consistently superior to the standards required for the position. This caliber of performance is easily
recognized by others in related areas as well as outside of the employee’s own group or function. The
employee is successful in unusual and adverse situations, meets extraordinary challenges with little or
no guidance, and sets a positive example for others. Results significantly exceeded performance
standards/objectives over a sustained period.
4 – Exceeds Expectations: This rating is meant for those employees that exceed most requirements of
the position including all key areas. It demonstrates a level of accomplishment that goes beyond
reasonable and demanding standards, particularly in key knowledge, skills and abilities. Performance is
characterized by high achievement and the individual demonstrates planning and execution of all
routine functions and most major functions with minimal guidance.
3 – Meets Expectations: This rating should be given to the employee that demonstrates a level of
accomplishment that clearly fulfills expectations and at times exceeds them. It reflects good, solid and
consistent performance. Has demonstrated ability to execute and control routine functions and several
major functions with occasional guidance.
2 – Below Expectations: This employee demonstrates a level of accomplishment that is below the
standards of performance and does not meet or only marginally meets the requirements. The level of
achievement is inconsistent and requires more direction and guidance than normally expected for
routine functions. This employee is at a high risk of being put on probation.
1 – Unsatisfactory: This rating is usually meant for those employees that consistently demonstrate a
sub-standard level of performance and requires direction and guidance for simple and basic tasks. This
employee clearly does not meet the requirements and must be put on probation or go through
disciplinary action.
CALCULATION OF PERFORMANCE APPRAISAL RATING
The points assigned in the Performance Factor section are totaled and then divided by the number of
Competencies to determine the overall Performance Appraisal Rating.
NEW GOALS
In the new goals section specific expectations and objectives for the next review period will be
identified. Each objective/goal will pertain to a responsibility specified in the employee’s job description.
The supervisor and the employee will discuss and fill this section together during the appraisal interview.
These goals may need to be revised during the review period as the position expectations change.
Ensure that a review of the goals are done periodically during the review period
The goals need to be a highly specific statement about what has to be accomplished. These goals should
be expressed in terms of end results rather than tasks that meet the end results. They need to be
challenging yet achievable.
DEVELOPMENT AND TRAINING

In this section, the employee and the manager will jointly assess training needs and development
assignments or activities for the next review period to help the employee in their job and career growth.
Keep in mind the following:

- The benefit from the training and application it to the job.
- Focus on activities that will enhance current performance or prepare employees for greater
challenges or career advancement.
- Specific activities will be listed with dates or a time frame for the activity to be completed.
- Training and/or development can be internal or external and on or off-the-job.
- On-the-job resources include:
o Training with a senior member of the team or a person from another department.
o Internal training session
o Staff meetings
o Special assignments
o Reading selected periodicals/ publications
o Meetings with selected in-house professionals
- Off-the-job resources include:
o External Seminars/workshops
o Correspondence courses
o Professional/technical associations
o Personal improvement courses – public speaking, business writing, etc.
o University courses/adult education
SIGNATURES
The signature of your immediate supervisor on the completed form indicates that this is his/her fair and
accurate appraisal of your performance and that the immediate supervisor has communicated their
feedback to you. Your signature indicates neither agreement nor disagreement with the appraisal. It
does indicate― that your supervisor has reviewed the information; that you have read the document;
and that you and your supervisor have discussed the appraisal.

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Annual Performance Appraisal Guidelines (for staff)

Atma is committed to the success of the process in order to:

The success of the process depends on:

The basic competencies are:

The five Performance Ratings are:

DEVELOPMENT AND TRAINING

Keep in mind the following:

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