PERFORMANCE MANAGEMENT

Guide For Appraisers

Your role as an Appraiser – your role as an Appraisee is described in the
separate Guide for Appraisees
No CONTENTS Page

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1 Your part in Performance Management

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2 How the Performance Management Cycle Works

3 Before/When the Year Begins – Preparation 5

Step 1 Appraisees draft their smart objectives and development 5

focus and sign them off.
Step 2 You review and sign-off your Appraisees objectives and 5
development focus

4 During the Year – Recording Appraisee Performance 7

Step 3 Documenting your Appraisees’ performance – logging 7

evidence
Step 4 Appraisees do their Interim Reviews (PIRs) – Mid-year 7

Step 5 You sign off the PIR Form(s) 7

Step 6 Recording evidence of your appraisees performance 7

5 At Year End – Appraisals and Performance Ratings

Step 7 Appraisees do their Self-Assessments and sign them off. 8

They also choose which colleagues they will ask to
provide feedback
Step 8 You determine Provisional Performance Ratings for your 8
Appraisee(s)
Step 9 Management reviews all the Ratings – attend Calibration 8
sessions

Step 10 Final ratings are signed off by your Group Manager then 8
explained by you to your Appraisee(s) in face-to-face
discussions

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6 Guidelines for the calibration sessions – purpose and objectives 9

7 Guidelines on feedback gathering

 Who can provide useful feedback 12

 Choosing people to provide feedback
 Guidance for people giving feedback

8 Unsatisfactory Performance 13

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1. Your Part in Performance Management

You are the Appraiser and your subordinates are the Appraisees. Your role is
key to making the Performance Management process work and you are asked to
undertake a number of activities. These include:

 providing ongoing coaching and feedback to your Appraisees on their

performance
 leading formal performance reviews – planning and performance reviews
(PPR) at the beginning of the year and an interim performance review (PIR)
part way through the year between July and September.
 identifying and actively managing unsatisfactory performance

You may also be an Appraisee under the RG performance management process

with your manager as your Appraiser. If so your role as an Appraisee is outlined
separately in the Guide for Appraisees.

Your part as an Appraiser starts at the beginning of each year when your
Appraisees draft their objectives and is completed when you explain their final
ratings to your Appraisees after Calibration.

2. How the Performance Management Cycle Works

Performance
Planning and
Review
(PPR)
Dec –
Feb

Continuously
record
evidence of Calibratio
performance n
Ongoing Sessions
Oct – planning,
Dec reviewing Mid-Feb –
and End-Mar
managing of
performance

Mid Year Continuously

Performance record
Interim evidence of
Review (PIR) performance

July – April –
September June

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3. Before/When the Year Begins - Preparation

Step 1. Your Appraisees draft their objectives for the coming year and enter
the details into the online system on their own screens.

Step 2. You review and sign-off your Appraisees objectives and

development focus
 You hold a meeting with each of your Appraisees to review their
objectives and plans (Note that a performance review of the previous
year is also covered in the same meeting)
 Before or during this meeting, you may request the Appraisee to make
changes before signing off, to achieve alignment with business plans
or some other reason. If you do this, you must ensure the Appraisee
understands the reason for the changes before signing off.
 When your Appraisee(s) have signed off their objectives for the coming
year, you sign off as Appraiser on the online system.

You do this on your screen – there is an example of signing off the objective
setting form on the following page:

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 Throughout the year you
are able to add your
Discuss the appraisee’s objectives for evidence about the
the year ahead. Ensure that they are appraisee’s performance
smart and include: against each objective in
-Target Date the Supervisor Log.
-Performance Measures.

Once you have discussed all objectives,

development focus and competencies,
you sign off this form.

To read more on smart objectives, click

on the green i.

You set a target level against each core

competency for the appraisee for the
following year. At the end of the year you
assess performance against these
competencies but you do not give a rating.

After discussion, review the

appraisee’s Development Focus/ plan.

During review phases in the

process you are able to add
your overall comments
about the appraisee’s
performance in the
Supervisor Comments box.

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4. During the Year – Your appraisees record information
on their Performance

Step 3. Documenting Appraisee performance – logging evidence

You and your appraisee record evidence of their performance against their
objectives in the Employee and Supervisor logs respectively

Step 4. Your Appraisee(s) do their Interim Review (PIR) – Mid-year

During mid-year, your Appraisee undertakes an interim review. This means that
s/he reviews their progress and documents information in the online PIR form:
 Appraisee progress against their job objectives so far
 Appraisee development focus
 Appraisee career aspirations

If the objectives you agreed at the beginning of the year no longer fit your
Appraisees’ work, are completed or have changed, you or your Appraisee can
propose changes

Step 5. Signing off the Interim PIR form

 You hold a meeting with your appraisee to discuss progress against
objectives so far as well as proposed updates to the appraisee’s
development focus and career aspirations
 You input a promotability rating on the Appraisee into the PM
System after the meeting
 You sign off the Interim PIR form

Step 6. Recording Evidence of Your Appraisees Performance

You and your appraisee can both record examples alongside the appraisee’s
objectives, in the Employee and Supervisor logs respectively

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5. At Year End

Step 7. Self-Assessments by Appraisees - December

 Your Appraisee(s) assess their performance against their agreed
objectives and core competency levels on the PM Online System
 Your Appraisee(s) can also enter any additional accomplishments
in the Employee Comments box
 Appraisees sign off their self-assessments

Step 8. You set Provisional Performance Ratings for your Appraisee(s)

You lead this stage by:
 appraising the performance of your Appraisee(s), including the
behavioural competencies (although behavioural competencies are
not built into the performance rating at this stage)
 completing the Supervisor Assessment fields in the PM Online
System
 holding a meeting with your Appraisee(s) to discuss their
performance (and agree on the plan for the coming year)
 assigning a provisional rating to each Appraisee
 signing off each Appraisee’s form on the PM Online System

Note: the provisional performance rating is not given to the Appraisee at this
stage, because it is not final and may be changed during Calibration

Step 9. Management review all the ratings – they attend Calibration

Sessions
To be sure that all supervisors are following the same rating standards:
 Appraisers review provisional ratings and agree on final relative
ratings that meet the RasGas distribution curve

Step 10. Final ratings are signed off

The final ratings of your Appraisees are signed off by your Group Manager, then
communicated face-to-face with your Appraisees by yourself.

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6. Guidelines for the calibrations sessions – purpose and
objectives

The Calibration Session Process Notes

and Agenda

1. Who attends the Calibration

Session?

 The Chairperson: This is the  If the GM cannot attend then he may

GM of the appraisers present nominate a representative
 The Facilitator: An objective,
3rd party who will guide the
discussions and ensure
procedural correctness
 Appraisers: Participate fully  Appraisers must come prepared to the
in discussions; represent their session with all the necessary evidence
employees fairly e.g. print-outs from the PM System,
charts, e-mails, statistics, etc.

2. Who will be rated at the

Calibration Session?

 All direct-hire RasGas  If an appraisee has moved to a different

employees who joined RG on Group after 30 September, s/he will be
or before 30 September appraised in his/her previous Group
 All non-Vocational  Definite term employees are calibrated
Graduates/Trainees but are removed from the final curve.

3. Who will not be rated at the

Calibration Session?

 Secondees
 3rd party contractors

4. The purpose of the

Calibration Session

 For supervisors/managers to
present evidence relating to
the performance of their
employees during the
previous year.

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 To compare the performance
of employees at similar levels.
 To arrive at a final, relative
performance rating for each
employee.

5. Ground rules during

calibration

 Process with consequences for

people – engage fully
 Represent and present your
appraisees
 Confidentiality about all
discussions
 Consider performance for
year under review only

6. Definitions of the PM rating

scales are recapped to ensure
a common understanding

7. The statistical analysis of the

actual ratings are presented
graphically on a flipchart

 1 – 2%  The appraisers sort provisional ratings

 2 – 8% into the relevant categories -write the
 3 – 67% name of the appraisee on a Post-It
 4 – 20% note and stick on flipchart; then rank
 5 – 3% within each category from highest to
lowest

8. Discuss performance of each

performance category

 Trainees are discussed

first, then non-senior staff,
then graduates, then senior
staff, etc.
 Set the benchmark with  The appraisers select from the highest
highest ranked 5 ranked 5 performers
performance

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  Discuss other 5’s,
compare and move them
to appropriate category if
required
 Discuss 4’s, compare and
move them to appropriate
category if required
 Set the benchmark with  The appraisers select from the lowest
the lowest ranked 1 ranked 1 performers
performance
 Discuss 2’s
 Discuss 3’s  Depending on the size of the 3
category, the facilitator may discuss a
sample from this category

9. The final ratings agreed at the

calibration session must agree
with the statistical analysis of
the actual ratings

10. Discuss performance

consequences for
unsatisfactory performances

 Next steps

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7. Guidelines On Feedback Gathering (Applicable where
Appraisees are SG4 or above)

Who can provide your Appraisees with useful feedback?

Appraisees need to get feedback from those who have closely observed the way
they worked on meeting their targets during the year under review. For those of
your appraisees who are salary grade 4 or more senior, an optional online
feedback gathering tool is available in the PM system.

Choosing People to Provide Feedback

Between December and January, you may request that your Appraisee(s)
nominates a minimum of 5 people to provide feedback on their performance. This
request is made by clicking on the link against their name in ‘my appraisees’
page on the EDS System. The people your appraisee chooses have to be signed
off by you as suitable.

These people may include:

 People who report to your Appraisee, if any

 People who regularly work with your Appraisee
 Peers – your Appraisee’s colleagues around the organisation
 Your Appraisee’s Internal customers (if it is appropriate for your appraisee
to gather feedback from external customers than a manual form is
available – please contact your PM team rep.)

If your appraisee supervises a small group of direct reports – say 3 or 4 people -

then the Appraisee must obtain feedback from all of them.

Appraisees are asked not to obtain feedback from yourself as their present
superior. However, if they have worked with a different supervisor during the year
under review, they may request feedback from that supervisor.

As Appraiser, you ensure that evidence on team performance is gathered from

as many stakeholders as possible. This ensures objectivity and good quality
information

Guidance for People giving Performance Feedback

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If you are providing someone with feedback, please:

 Focus on their way of working, the performance they achieved - not just what
you think of them generally
 provide specific rather than general examples in which you have worked
with the appraisee, including specific areas of their strengths and
development.

Feedback must be restricted to performance observed during the year under

review only.

8. Unsatisfactory Performance

The interim or year end appraisals sometimes identify unsatisfactory

performance.

Unsatisfactory performance is where an appraisee falls below expectations in

most job objectives and accountabilities

This may lead to formal action being undertaken through the implementation of a
Performance Improvement Plan (PIP) by yourself as Appraiser and Supervisor.

You need to address an Appraisee’s unsatisfactory performance as soon as

possible within the performance management process. If unsatisfactory
performance is persistent, you use the PIP to help the appraisee.

With appropriate support and within a reasonable timescale, appraisees are

expected to deliver demonstrable performance improvement.

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