PERFORMANCE MANAGEMENT & DEVELOPMENT SYSTEM (PMDS

)

- STRICTLY PRIVATE & CONFIDENTIAL -

GUIDE TO USING THE PMDS FORM

PMDS CYCLE

ESTABLISHING DIRECTION ♦ Key result areas ♦ Objectives ♦ Competencies ♦ Development plan ENSURING SUCCESS ♦ Tracking ♦ Feedback ♦ Coaching ♦ Mid-year review

ENCOURAGING PROGRESS ♦ End-year review ♦ Continuous progress and development

Stage 1: Planning & Establishing Direction Part 1 – Key Responsibilities Agree on Key Result Areas (KRAs). Agree on Objectives for the year / review period Agree on the Tracking and Measurement mechanisms Part 2 – Key Competencies Agree on key competencies to support objectives in Part 1. Ensure understanding of key behaviours for each competency as per the Competencies Dictionary Agree on the Tracking and Measurement mechanisms Part 3 – Individual Training & Development Plan Review last year’s training and development activities Agree on competencies to be developed Agree on training and development activities to be implemented for each competency

Stage 2: Tracking to Ensure Success (Mid-year Review) The appraiser and appraisee to meet and review progress at mid-year Both parties to provide records and examples as feedback to track performance of appraisee Identify and document issues or areas to be developed for the next review

Stage 3: Reviewing to Encourage Progress (End-year Review) Provide records, examples and actual results for each objective Discuss status of each objective Focus on improvement action plan for next year / review period Agree on the rating for each objective by consensus

-1-

APPRAISEE INFORMATION NAME DESIGNATION COMPANY DIVISION STAFF NUMBER GRADE YEARS IN CURRENT GRADE YEARS OF SERVICE

APPRAISER INFORMATION NAME DESIGNATION

APPRAISAL INFORMATION PERIOD OF REVIEW: FROM : DISCUSSION DATE ( DD / MM / YY ) PERFORMANCE PLANNING MID-YEAR TO: END-YEAR

KEY FOR RATINGS (for Parts 1 & 2) 5 4 3 2 1 OUTSTANDING HIGHLY EFFECTIVE COMPETENT NEEDS IMPROVEMENT UNSATISFACTORY - Consistently outstanding in every aspect - Exceed normal requirements most of the time - Fulfils normal requirements - Meets minimum requirements - Fails to meet minimum requirements

-2-

PART 1: KEY RESPONSIBILITIES OBJ BUS PL KRA N O. KEY
INITIATIVE N O.

OBJECTIVE

TRACKING SOURCE

TRACKING FREQUENCY

ACTUAL RESULTS / COMMENTS

WEIGHTAGE % (A)

RATING (B)

WEIGHTED RATING (A) X (B)

Note: 1) As a guideline, each appraisee should have 5 – 7 KRAs only with each KRA having between 1 – 5 Objectives. 2) The weightage must be assigned to the Objectives, not the KRAs 3) All columns on this page except the “Actual Results / Comments”, “Ratings” and “Weighted Ratings” are to be filled in during the Planning stage of the PMDS - 3 - Cycle, as should the Worksheet on page 10 of this form. The remaining columns are to be filled in during the performance review.

TOTAL WEIGHTED RATING TOTAL SCORE FOR PART 1 (50% X TOTAL WEIGHTED RATING) -4 -

PART 2: KEY COMPETENCIES
Level 1 - Basic Level 2 – Primary
Accepts change willingly Clarifies customer’s need and provides immediate response Maintains enthusiasm Functional knowledge Demonstrates basic communication skills / expresses self clearly Applies basic skills to improve current work Cooperates and shows respect Breaks down problems Creates high performance standards and own measure of excellence Estimates time and schedules activities Identifies developmental needs and opportunities / expresses positive expectations Not Applicable Sets clear objectives for group and keeps people informed Understands UMWT’s strategies & aligns own work with UMWT’s strategic goals Listens responsively Understands the formal & informal structure

Level 3 – Intermediate
1 1 Implement change Follows through and confirms satisfaction Takes challenge Functional knowledge plus acquired new skills Presents self confidently

Level 4 – Advance
LINK TO OBJ NO.

COMPETENCIES
CHANGE ORIENTATION CUSTOMER SERVICE ORIENTATION RESILIENCE APPLYING KNOWLEDGE COMMUNICATION AND COORDINATION

LEVEL (PLEASE REFER TO THE COMPETENCIES DICTIONARY FOR A FULL DESCRIPTION OF EACH LEVEL)
2 2 Initiates change Provides proactive services 3 3 Champions change Provide solutions 4

ACTUAL BEHAVIOURS

RATING

(1 – 5)

4 4

4

1 1 1

2

Follows through Cross-functional knowledge plus its interpretation Influences or convinces / coordinates

3 3

Perseveres to attain goal Enhanced interpretation plus source of reference Merges thoughts and ideas / cascades information down / across functions with facts, rationale and interpretation Generates novel solutions

4 4 4

2 2

3 3

3

INNOVATION & CONTINUOUS IMPROVEMENT TEAMWORK PROBLEM SOLVING ACHIEVEMENT ORIENTATION

1

Gathers and applies new knowledge Solicits input Sees basic relationship Sets and works to meet challenging goals

2

Suggests new ways

3

4

4 4 4 4

1 1 1

2 2

Supports success of others Makes complex plans or analysis Follows through and makes it happen

3 3 3

Builds team spirit Commits to the most appropriate actions Takes bold steps – shows pride when standards are met Develops action plans and alternative strategies Minimises barriers to development / does longer term coaching Persists in entrepreneurial efforts Positions self as leader

4

4 4

2

PLANNING & ORGANISING DEVELOPING OTHERS

1 1

Sets priorities Agrees on tasks to meet developmental goals / actively coaches and demonstrates trust Does cost-benefit analysis Promotes team effectiveness

2 2

Identify and allocate resources Creates opportunities to apply new skills / reassures and encourages Takes calculated entrepreneurial risks Takes care of the group

3 3

4

4 3

4

ENTREPRENEURIAL TEAM LEADERSHIP

1 1

2

3 3

4 4

3

2

STRATEGIC ORIENTATION

1

Thinks strategically with long term perspective

2

Understands external impact on internal strategy

3

Plans action to fit strategy and meet external events

4

RELATIONSHIP BUILDING ORGANISATION AWARENESS

1 1

Understands meaning & consideration Understands climate and culture

2 2

Understands underlying issues & holds a balanced view Understands organisational politics

3

Recognises and employs motivators Understands underlying organisational issues

4 4

3

Note: 1. Referring to the Competencies Dictionary in the PMDS Manual, select 5 – 7 competencies which will best support the achievement of Objectives in Part 1. The Levels and Positions as per the Competency Matrix must be strictly adhered to. 2. This should be discussed and confirmed by the appraiser and appraisee during the Planning stage of the PMDS Cycle. 3. During the performance review, Actual Behaviours are recorded based on observation and evidence (STAR) and ratings given as per the Key for Ratings on page 2 of this form.

TOTAL AVERAGE (TOTAL / NO. OF COMPETENCIES RATED) TOTAL SCORE FOR PART 2 (50% X AVERAGE) APPRAISAL RATING: PART 1 + PART 2 =
-6-

-5-

PART 3: INDIVIDUAL TRAINING & DEVELOPMENT PLAN REVIEW OF LAST PERIOD
COMPETENCIES TO BE DEVELOPED TRAINING / DEVELOPMENT ACTIVITIES ACTUAL RESULT COMPETENCIES TO BE DEVELOPED

PLAN FOR THIS REVIEW PERIOD
TRAINING / DEVELOPMENT ACTIVITIES PROPOSED ACTION EXPECTED AFTER TRAINING & DEVELOPMENT

ACTUAL RESULT AT END OF REVIEW PERIOD

Note: 1. The “Review of Last Period” is a record of the previous performance review while the “Plan for This Review Period” is for the current review period. Both should be filled at the Planning stage of the PMDS Cycle. 2. The “Actual Result” is to be filled during the performance review at the end of the review period.

PART 4: MID-YEAR REVIEW & COACHING LOG ACHIEVEMENT(S) / AREAS DISCUSSED

AGREED ACTION PLAN

AREAS FOR IMPROVEMENT

AGREED COUNTERMEASURES (FOR REMAINING PERIOD)

APPRAISEE DATE:
-7-

APPRAISER SIGNATURE: DATE SIGNATURE
-8-

PART 5:

END-YEAR COMMENTS

APPRAISEE PLEASE INDICATE, IF ANY, AREA(S) OF INTEREST FOR YOUR CAREER DEVELOPMENT / EXPOSURE (PLEASE NOTE THAT YOUR
COMMENTS WILL BE GIVEN DUE CONSIDERATION BUT IS SUBJECT TO ORGANISATIONAL NEEDS AND APPROVAL BY MANAGEMENT):

OTHER COMMENTS:

DATE: APPRAISER RECOMMENDATIONS FOR CAREER DEVELOPMENT :

SIGNATURE:

OTHER COMMENTS:

DATE: REVIEWER

SIGNATURE:

DATE: APPROVAL

SIGNATURE:

DATE:

NAME:

SIGNATURE:

NOTE: 1 APPRAISEE is the individual on whom the appraisal is being conducted APPRAISER is the superior who is conducting the appraisal, usually the immediate superior of the appraisee REVIEWER is the second appraiser and will be the appraiser’s appraiser
-9-

WORKSHEET FOR RESULTS AND RATINGS (Appendix to Part 1) OBJ RATING RESULT EXPECTED NO.

OBJ NO.

RATING 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

RESULT EXPECTED

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Note: 1) Transfer all the Objective Numbers in Part 1 to this worksheet. 2) Agree and record the results expected to attain each rating for every objective. This should be done during the Planning stage of the PMDS Cycle. The results and ratings should be based on guidelines set by the Head of Division. 3) Use the worksheet during performance review to determine the ratings to be given for each objective. 4) Kindly photocopy additional sheets if required .- 10 -

Sign up to vote on this title
UsefulNot useful