PERFORMANCE APPRAISAL

SYSTEM OF CEMEX COMPANY UK

Presented By:
Humaira Rehman
 CEMEX UK
• Company description:
CEMEX UK Building Products supplies roof tiles,
concrete-block pavers, concrete-blocks and concrete
sleepers. The CEMEX group is a growing global building-
solutions company that provides high-quality products
and reliable service to customers and communities in
more than 50 countries throughout the world. CEMEX
has a rich history of improving the market it serves
through its efforts to pursue new industry solutions and
efficiency advancements, and to promote a sustainable
future.
• Today CEMEX is one of the world”s largest building materials
companies. It is a leading supplier of aggregates (sand, gravel and
crushed rock), cement and readymixed concrete. It also produces
asphalt, concrete blocks and mortar and has a significant share of
those markets. It operates in more than 50 countries and employs
over 50,000 people. CEMEX UK has three cement plants, nearly 60
quarries, 40 asphalt plants and over 200 readymix plants.
• CEMEX”s customers range from multinational building companies to
individuals building their own homes. In the UK, CEMEX generates
£1 billion in annual sales. The expanding UK economy has seen an
increase in the demand for roads and buildings. CEMEX plays an
essential role in contributing to creating Britain”s infrastructure.
• In the UK, CEMEX UK Building Products Limited is a division of
CEMEX UK Operations Limited, a £1 billion turnover building-
solutions business and a leading provider of Readymix
concrete, aggregates, cement and asphalt. CEMEX UK also has a
significant share of the roof tile, concrete-block paver and
concrete-block markets, and is one of the leading suppliers of
concrete sleepers to the UK's rail industry.
• CEMEX UK embraces the challenges of sustainable
development in striving to be socially, economically and
environmentally responsible in everything it does, to safeguard
the needs of future generations.
 PERFORMANCE APPRAISAL
• Performance appraisal is one of the popular concepts among the
multinational and local companies. The concept has been defined by
DeVries et al., (1981) as the process which allows firms to measure
and consequently evaluate an employees achievements and behavior
over a certain period of time.
Performance Appraisal: 
• Performance Appraisal Performance Appraisal (PA) refers to all those
procedures that are used to evaluate the personality performance
potential of its group members The basic purpose of using
performance appraisal techniques within an organization is to align
the employees efforts with the overall objective of the firm.
• Process of Performance Appraisal: 
• Process of Performance Appraisal Establish Performance Standards Performance
standards serve as benchmarks against which performance is measured
Standards should relate to the desired results of each job.
• Process of Performance Appraisal Communicate the Standards Performance
appraisal involves at least two parties, the appraiser who does the appraisal and
the appraisee whose performance is being evaluated
• Process of Performance Appraisal Communicate the Standards The appraiser
should prepare job descriptions clearly; help appraisee set his goals and targets;
analyse results objectively; offer coaching and guidance to appraisee whenever
required and reward good results The appraisee should be very clear about what
he is doing and why
• Process of Performance Appraisal Measure Actual Performance Performance
measures, to be helpful must be easy to use, reliable and must report on the
critical behaviors that determine performance
• Measure Actual Performance: 
• Performance measures may be objective or subjective
Objective performance measures are indications of
job performance that can be verified by others and are
usually quantitative
Subjective performance measures are ratings that are
based on the personal standards or opinions of those
doing the evaluation and are not verifiable by others
•  
• Compare Actual performance with Standards and Discuss the
Appraisal: 
• Compare Actual performance with Standards and Discuss the
Appraisal Actual performance may be better than expected and
sometimes it may go off the track Whatever be the consequences,
there is a way to communicate and discuss the final outcome
•  
• Taking Corrective Action: 
• Taking Corrective Action Corrective action is of two types One puts
out the fires immediately Other strikes at the root of the problem
permanently
• Performance Criteria: 
• Performance Criteria In order to be effective, the criteria for
performance appraisal should be genuinely related to success /
failure in the job and should be amenable to objective judgement
MBO is an example of performance-based appraisal approach that
involves setting objectives and comparing performance against
those objectives
•  
• Performance Criteria: 
• Performance Criteria Objectives give greater freedom to both
management and the employees in deciding how performance is
to be measured
 CEMEX UK
• We are committed to creating an environment in which our people can mature and develop to their full potential. As we
undertake new challenges and our work becomes more demanding and creative, we continually work to empower our people.
This means not only providing our employees with the training and tools necessary for their professional development, but
also strengthening their resolve to succeed personally-to take ownership of their future.
• Training programs range from MBAs and leadership training to function-specific courses and Internet-enabled learning
processes designed to accelerate professional growth. CEMEX is committed to accelerating its development as a learning
organization that routinely shares knowledge and gives its employees the tools and incentives they need to continue to grow.
We recognize that by investing in our human assets, we make our physical assets increasingly productive and increasingly
valuable.
•

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