(To be fined In by the Appraisee/Personnel Deptt.)
NAME OF PSlJ:
NAME:
EMPLOYEE N{ili.:
U[SIGNATION :
UNI.T f LOCATION
I Q,tJALIFICATION: (Academie & Professlonal) "1
L ~ ~
DATE Of JOIMNG THE BOARD :
,
DA rs OF BMRTH :
DA IE OF RETIREMENT:
PAST POSITIONS HELD
FRO.M I TUPSUIUNllTI POSITION KEY
LOCATION HELD I RESP'ONSIU,ILITIES
~.~. ---~----~------~~-----~~-------~~---~
I
t=-- -!--------------~~~----------J
PART I : P'ERFORlVJANCE
A : PERFORMANCE .PLAN AND MID 'YEAR REVIEW
Key Performance Areas together with measures/indicators and max. marks to be jointly agreed upon between the Appraiser and Appraisee at the beginning of the review period and then filled in the format given below:
2. FUHction Rebded Kn~wl.edge - Knowledge ·re.~ated to profession as a whole.
Knowledge wh!i ell is determined by authority and resp onsi hi I ity of other pOiSWons,know~edge of mission, valuesand standard operating procedures, policies.
Mald"g Bns~ll!ess Ded.s~on ~ Use bu sines srelated datato support effective an d timely business decisions by *systematkal'ly g'3ithering relevant business in formarion * identity ing the strengths, all d weaknesses ofa part ieular busi ness line *recogl1 ising oppottunitiescr threats OlU] d aeting on them rapid Ily 'I< us in g.
l bus i ness facts co lIoc~din dally deci 8]01'1 rneki ng,
4-
Vision _ Develop a vision for the future of the organization by "grasping the rn ean i ng of trends and interlre ~atio~lIS~] ii ps between the organ izatlo U'li and its environment at the local, national and lnternational level, i.denti.fying fundamental values arid beliefs to gu ide the organ imtioJ:'l. into the futnre,
5-
l Sysf~m.nti" Thinking ,_ [(Jentifying connections betweensnuation s that are not I obv iously rel ated ~ m, ingcom~non sense, past experience snd bas j c ru les to
I identtif.y. key .~lllldeli'iYing.... iSS. 1!lJe._.s *.genet1.'.nting ~nd testing huncheswhich .may exp la.i riCO mp lb •. sitnation s or prob le ms,
6.
N ehvol·ki.ng -.1' 0 C~U lti vate an informa I network wh ich may he! p to get things done through "developing eontaets with people outside of the immediate work I lUI n it '" LI sing networks as a source of informarion aad SIJPPOlt,
7.
j Orgallrisiin:g Resources _. Ensure thaJt alii fi ll'lSilllC i al, personnel anclVor othe-r I resources are iu place to meet needs by ~ ~clentiry~ng<l:lld acquiring the resources ! *aHoGll:tung and utilising the .resources in 11 timely and COSt' effective way "monitoring audcontrctllngall resources required to maintain the effidency of I--~~--+_o_..p __ e_ra_t_j 0 m.l> Mu iti fu nct~ona~ understand i fig.
luspir-e Pen ph~ - To genera\t.e, a Sen Sf: of purpose forth e work done by th e orga,~li isatiorl through instill ing enth usiasrn, :Ioyalzy and comm itrnent alllo'ng ~.rrl!ll members at all levels of the organisations *inspiring. motivating and guiding others toward organlsetioinal goals and objective-s "setting an example for others by behaving lnways that are consistent with espoused beliefs sud values and the oraanisation's vision and direction,
8-
9.
Team Player _ To contribute to gl"OVIP objectives in <'I team eflV~r{)llmetlil' thll"ol.lg;h *coop~:wating and interacting well with others, ccneributing actively and fully to team ptojec:ts,*wl[)rki~g: collaboratlvelyas .opposed to competitively w ithothers, *ackl]owl,edging d iverse op un ion s, addressi ng re I evant con cern 8 and workingtowards consensual solutions t.h~lt enhance the output of the team.
R~ l in g 0 n Com pentene ies (Prorated to 20 marks)
Total of ail ratings x 20 45
PART ~ [II : VALUES
(This section consists of Values. which are to be demonstrated in day to. day activities)
VALUES
RATINGS 1-2-3-4·-5
L
Fairness a Decisions are made objectively. free from patronage and reflect the just treatment of employees and applicants .
2.
Transparency - There is open communication about every aspect of I managerial decisions which concern people.
Trust - T rustwonhiness leading to confidence '" allow staff the freedom 10 grow and develop *Rdate to others on the basis of mutual respect "courage to stand by your convictions.
4.
Caadear - Frank and forthright "Give and receive constructive critieism/snggestinns "openly discuss performance deficiencies and take corrective action *" Appreciate good performance tbe consistent 'in
~ words and deeds * face up 'to your mistake.
5-
Colla b oration - working tandem '* Be open in shari ng i nforrnati on and in seeking suggestlons/opinion=Be sensitive to concerns of others Honour your commitment * encourage team work across departments/function.
6.
7.
Inv·olvement: Total commitment "Be dedicated and committed to work. Build commitment by encouraging wide participation in decision making .pro cess to the maximum extent po ssi ble,
F~exl11imty : A bility to participate and adaptto changing circumstances using soundjudgement, "Be open to accepting new ideas *Be willing to learn from anyone and to do things differently *Be prepared to operate
and adapt to different environmenrs. .
-~Vimngness to ~c.c:ePt Ch.· ~rleDge.: 'fEe williog to' expeliment." Allow I for freedom to fad. but leam.from It tOIO.
9.
Discipline: Adherence to accepted norms * Honours the promises, and adhere to agreed system "respect for others time and space *Exercise se If centro L
w ..
Etlli,eal Behavloar : Demonstrate honesty and sincerity in-every action '* Apply sound business and professional ethics. *Show consistency with JJl'inci p les, values and behaviours.
Ratings on Values (Pro rated to 15 marks)
=
Total of all the Ratings X 15
• 50 .
[
PART' IV: POTENTIAL APPRAISAL
(This section consists of AUrilbutes whk:h_ ,aile to be demonstrated Tn day to day activities, A ttributes would represent the 'core val uesrequired IDO.f Board level positions)
Team Bu:ihJ~ng : Demonstretes effectiveness ~n re- orgamsmg h.is/her own department *Ol<.loag,e diverse and divergent views and group processes without losing, sight of objectives"
13.
Ability to build a Str.ategh: Vis,ioDI : *nem(mstJrfli~es ability to H'lJ31Thage change .. F OCl!lS on lon.g term issues oil; Strategic thinking "Translate Vision into g_OlalS.
. 4.
Busiaess Sense : ;10; Commitment to botsomline resu Its by enhancing revenue generation by addressing interest of customers and stakeholdersv Balanclng need for viable, shed and long term performance ""Optimising unit/ organisation's comribution while supporting Corporate objectives :>I;: Spotting and pursuing new business upportuni ties. wherever possible.
C~lm.mUBlieat1f'D ~lkiUs : Communicate jdeas and. information ~ effectively and lil.l1arrk.etkeypoints effectively M1Il::m,g'l1 public speaking and 'presentation, abHity toconvert ideas through action pian and ens. ure acceptability within the organisation and
performance at Bosrdmeetlngs.
R.aJ[in~ on Potential (Proratedto .~ 5 masks)
'T oral of an tb.e ratings x 15 25
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.Appn.iser's Comm.ents OM. P!lllt:em1da] Su~ta.MUly
The Appraiser will indicate suitalbWty of the Appraisee for higher Posi ti ORS . or h.orizonta I! movement in different functionslO~satioJils and/or sUltabiHtyforatny specifie or partlcu]a:r I Sector 01' further continuance.