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GENERAL SECTION

INTRODUCTION TO THE CONCEPT OF APPRAISAL/PERFORMANCE REVIEW

Theme/Activity: Appraisal

Approach: Developmental
A non-traditional evaluation and feedback system where

 Employee motivation, employee development and human resources planning are considered
essential,
 The organization encourages employee empowerment,
 Conscientious employees create a growth-oriented organizational culture.

Interacting parties include the appraisee (employee), appraiser (reporting authority/supervisor/manager)


and the reviewer (senior management/HR Department).

Objective/Purpose
 Provide employees the opportunity to indicate the direction and level of their ambition.
 Initiate organizational interest in employee development.
 Activate a structure for communications between employees and management to help
clarify expectations of the employee by management.
 Increase employees engagement

Methodology/Process:
 Establish a common understanding between the appraiser and the appraisee regarding work
expectations
 Opening assement of performance and the progress against work expectations. Provision should be
made for the regular feedback of information to clarify and modify the goals and expectations, to correct
unacceptable performance, and to reward superior performance with proper praise & recognition.
 The formal performance and development appraisal discussion between the appraiser and appraisee
leading to construction of a Development plan, with active inputs from the reviewer.

Expected Results/Outcomes:
 Satisfies the psychological need that individuals have to know they are performing their job.
 Increases employees’ job satisfaction and morale and by letting them know that the management is
interested in their progress and development
 Provides a careful and objective evaluation rather than a snap judgments of an employee’s
performance
 Help to plan placements and transfers.
 Provides systematic judgments to back up salary increases, promotions, and transfers.
 Means of telling subordinates how they are doing, and suggesting needed changes in behaviors,
attitudes, skills, or job knowledge.
 Basis for coaching, counseling and mentoring, training and development of the individual employee
by the manager/supervisor/mentor/other seniors/HR Department
SECTION ONE
FOR THE APPRAISEE

Period of Appraisal: Date on which form is completed

Employee Name: Present Position:

Date of Joining Date of Confirmation:

Department: Functional Head:

Appraiser’s Name Designation & Department:

Reviewer’s Designation & Department:

Each Employee is expected to contribute positively positively in the following three broad key Areas

 Organizational Growth
 Building the Business
 Self Development

1. You strengths: List your major strengths and describe (in a few word) how they can contribute
for self and overall development

2. Describe (briefly) your areas or work responsibility (in the current assessment period )and also
your achievements

3. Opportunities for improvement: Mention opportunities/initiatives which can lead to improvement


in the present position.
4. Describe you career interests/plans for movement ( lateral and vertical)

Appraisee’s Signature with date:

Appraiser’s Comments:

Reviewer’s Comments:
SECTION TWO (Period /Cycle H1/H2)
PEREORMANCE ASSESSMENT
(To be conducted jointly by the appraiser and appraisee, with the reviewer’s inputs)

Ratings, Scores and Standards:


 5- Outstanding – superior work performance.
 4-Exceeds expectations- work performance is above the standards of performance
 3-Meet expectations- work performance meets the standards of performance.
 2- Needs improvement –Work performance not in line with the standards of performance. Serious
efforts needed to improve.
 1- Unacceptable – Inadequate work performance and inferior to standards of performance. Cannot be
allowed to continue. Detrimental to self and organization.

Key Result Areas and Appraisee Ratings Appraiser Ratings Reviewer inputs
Key performance, Indicators
Skills (Technical, non-technical, support)
Knowledge of the job
Problem analysis
Crisis management
Suggestions for work improvement
Competent use of techniques and tools
Quality & Quantity of work
Accuracy
Attention to details
Priority setting
Decision making
Thoroughness
Dependability/reliability
Responsiveness
Accountability
Schedule fidelity
Amount/extent of work completed
Approach to work
Initiative taking ability
Streamlines procedures
Open to ideas and suggestions
Organized
Plans and schedules
Adaptable and flexible
Time Management
Follows instructions
Seeks training and development
Supports innovation
Regularity
Goal Setting
Approach to colleagues, Clients ,
Management
Participation
Contribution
Commitment
Cooperation
Inspiring
Coaching/mentoring ability
Succession planning
Challenges status-quo in appropriate ways
Follow-ups and follow- throughs
Cross-division collaboration
Delegation
Communication
Shares information/knowledge
Written and oral expression
Factual, informative, useful interaction
Positive and constructive dialogue
Feedback participation

Appraisee’s comments and signature with date:

Appraiser’s comments and signature with date:

Reviewer’s comments and signature with date:


SECTION THREE
GOAL SETTING
(To be defined jointly by the appraisee and appraiser)

As a forward- looking strategy, new objectives can be set for the next six months by both the appraiser
and appraisee. The list should include any affirmative actions goals assigned to the employee as well as
any long-term goals whose completion may extend beyond the end of the next review. A formal
discussion would ensure that these new key result areas resonate with the overall organizational business
plan and also contribute to the employee’s career/achievement
Graph

New Objectives Priority Performance measures/indicators

Appraisee’s Signature with date

Appraiser’s Signature with date:


SECTION FOUR
DEVELOPMENT PLAN
(To be chalked out by the appraiser the appraiser with inputs from reviewer)

The development plan will be the by- product of the self assessment by the appraisee, and the joint
assessment and discussion by the appraisee and appraiser. The aim of this plan to the develop and
improve key skill, competencies, knowledge and other areas identified through the assessment exercise.
It is imperative that the plan focuses on the both organization growth and career enhancement of the
employee.

Competency/Skill Learning/Training Application/Practice Reviewer feedback


Any other action plan vis – a- vis the appraisee





Appraiser’s Signature with date:

Reviewer’s Signature with date: