Objective Setting guidelines

TUV India Private Limited

Summary

TUV India is an innovative, knowledge driven organization, anticipating the future. To meet it’s strategic
imperatives, TUV has to translate these imperatives into concrete output. The definition and appraisal of
an employee’s contribution to TUV India success is an essential factor in the employee’s development
process.

Therefore, managers and their employee have to meet formally twice a year. Before the start of the year
goals are defined and the job content and expectations are discussed. Once the year is finished and
information about the results is available, managers and their employees evaluate performances based on
agreed objectives.

A form to be used by all TUV team is enclosed.

The form is divided into 4 parts

Part A

Part B

Part C

Part D

Furthermore performance appraisal discussions are unique occasions to have open discussions about
all aspects of professional life.

All managers can consult this guideline when preparing to set objectives, or to appraise performances.

Being able to do this exercise well is a good indicator of managerial expertise.

Good luck

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 Objective Setting guidelines

TUV India Private Limited

Part A – Key Result Areas (KRAs)

The job content should be broadly defined. To do so the question to ask is “What are the main areas
in which this job can contribute to TUV overall achievement”.

Why

The annual objectives should be related to a jobs key result areas.

By Whom

By the manager or by the employee if carefully supervised by the manager. They are general features
of job, hence are same for persons performing an identical job.

Key result area

They focus on results or output expected of from the job. They are defined initially but should be
checked every year by the manager if any major changes in the job holders.

Objectives are significant, concrete results to be achieved by the individuals within a determined
period.

Who defines the objectives?

The manager and his/her employee on one to one basis, before the beginning of the activity year and
should be in common agreement.

How to formulate objectives?

Objectives have to be in a SMART way.

S Specific (how much / by when)

M Measurable (recognized as accomplished)

A Attainable (Given time and resources)

R Relevant (relevant to business)

T Time bound (Keep track of progress)

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 Objective Setting guidelines

TUV India Private Limited

Number of objectives

The number of objectives has to be limited. The ideal number is 3 – 4.

Objectives should be consistent with each other

The manager should communicate his/her objectives first. The manager’s objectives are revisable as
long as the employee’s objective are not set. Top down approach.

Managers should examine if the various objectives defined within their department, do not conflict with
each other.

Possible conflicting objectives should be identified and solutions be worked out.

Once formulated, objectives can only be modified in common agreement

If change in the environment TUV employees to redefine objectives, this should be done in common
agreement. Employees should commit themselves to achieve the set objectives. Therefore managers
should only modify objectives in exceptional circumstances.

Overall appraisal

All managers should attach weight between 0% to 100% to each objective. The total weight of all
objectives is 100% and multiply the rating with the weight age given against each objective.

Kindly note that the overall rating should be considered on the basis of appraised person behavior as
a good professional during the year and not by the achievement of the objective alone.

The Rating Matrix

Rating Scale Interpretation

1 Poor

2 Needs Improvement

3 Meets the required standard

4 Good

5 Outstanding

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Objective Setting guidelines

TUV India Private Limited

HR – 2019 - 20
 Objective Setting guidelines

Name of the Employee : - MUTHUVEL.T Designation :- Sr. ENGINEER

Location :- CHENNAI Year :- 2019 - 2020

A. Objectives for 01st April 2019 to 31st March 2020 ( KRAs )

Sl Key Result Objectives Measurement Rating Weightage Appraisee Appraiser Total

No Area Criteria Comments Comments Score
a B c d E f G h i=exf
On time submission of OS - > 100% 5 30 Submit on time IVR/audit 1.5
EE - > 90% < 100%
1 Inspection/audit inspection reports and ME - > 80% - < 90% and IRN . Raise the NC if
Reports document all the inspection NI - <80 observed any deviations
related documents (QAP,
TS, IVR, IRN, Etc.)
2 Safety Ensuring working safety at OS - > 100% 10 Follow our company policy 0.5
EE - > 90% < 100%
site and self, using of PPEs ME - > 80% - < 90%
5 to ensure the safety
NI - <80
Any value addition made to OS - > 100% 5 15 Worked for the 0.75
EE - > 90% < 100%
3 Value Addition the organizational growth ME - > 80% - < 90% international accreditation
and customer satisfaction. NI - <80 of new activities
4 Decision making Making right decisions at OS - > 100% 5 15 Made the right decision for 0.75
EE - > 90% < 100%
site as and when required ME - > 80% - < 90% the complicated activities
while addressing particular NI - <80
issue.
5 Business Making new customer and OS - > 100% 5 30 Got the new business from 1.5
EE - > 90% < 100%
development develop the business, ME - > 80% - < 90% various customers
getting new orders NI - <80

Overall Score 5

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 Objective Setting guidelines

B. Key Competencies Area ( KCA )

Sl Competencies Proficiency Negligible Basic Intermediate Advanced Expert Competency Total Development
No Level (Not (Easily perform (Easily performs (Easily performs the (Able to guide Gap ( RP-AP) Score Plan
important) the task, but the tasks with no tasks & people seek people and use it (Use separate
0-3 seeks guidance) guidance) assistance for their in multiple Sheet)
4-5 6-7 task) situations)
8-9 10
Required 10
1 Analytical Thinking
Available 10 10
Required 10
2 Continual Learning
Available 10 10
Required 10
3 Customer Delight
Available 10 10
Required 10
4 Decision Making
Available 10 10
Required 10
5 Developing other
Available 10 10
Required 10
6 Drive for Results
Available 10 10
Required 10
7 Flexibility
Available 10 10
Required 10
8 Communication
Available 10 10
Required 10
9 Planning & Organizing
Available 10 10
Required 10
10 Problem Solving
Available 10 10
Required 10
11 Self Confidence
Available 10 10
Required 10
12 Team Work
Available 10 10

Total Available Level Score / Total Required Level Score x 5 = 120/120*5 = 5 Overall Score

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 Objective Setting guidelines

C. Overall Rating Scale

Performance Competencies Overall Score

(a) (b) E = (a+b)/2
5 5 5

1 2 3 4 5
Cannot Needs Meets Exceeds
Rate Improvement Expectation Expectation Outstanding

Appraises comments :-
Achieve the new order with new customers like Indotech transformer & Amararaja Batteriew and completed the work successfully.
Work for international accreditations like ISO 17020.
Support entire team by getting, reading & training in new IEC, ISO & BIS standards.

Managers Comments :-

Managers Manager Comments :-

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 Objective Setting guidelines

D. Training Need Identification

Technical Training Needs Soft Skills Training Needs

Wind resource assessment

Achievement and Areas of Improvement

Achievements Areas Of Improvement

Completed wise energy TL audit

Completed Indotech transformer Design review
Completed Amararaja solar power plant audit

Competency development planning

Pre Developmental Plan/ Progress

Competencies to be
Sl. Gap Post Gap
developed (Description
No. (RP- Review (RP-AP)
of gap) Action Plan Observations & further action
AP) Date
1  
     
   
2  
     
   
3  
     
   

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 Objective Setting guidelines

Signature & Date

05-02-2020
Appraisee Appraiser Managers Manager

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