Completing your PERFORMANCE ALIGNMENT AND MANAGEMENT SYSTEM FORM

Your PAMS Form is composed of three parts: Key Result Areas, Competencies and Summary. To help you in completing the form
properly,
following review the below. When you are ready, click on the links and document your objectives and actual performance.
guidelines

Note: You may input any data on the blank cells. However, shaded cells have been locked to automatically compute for the ratings.

Part A: Key Result Areas

1 Input the agreed upon individual performance expectations for the period by classifying according to the five
perspectives: Financial, Product, Customer, Process, Learning and Growth.
2 For each of the perspective, identify the overall KRA weighting. All perspective weights should total to 100%.
3 Input specific objectives, measures and corresponding weights per KRA in each perspective.
4 Determine the link of each KRA to the appropriate Division OGSM identified for the period.
5 Record actual performance supporting the achievement of the objectives and measures set.
6 Immediate superior to assess the employee's achievements using the prescribed KRA rating scale. Only whole numbers
are allowed.

Part B: Competencies
1 Determine the link of each competency to the appropriate KRA assigned for the period and indicate the KRA # on the
space opposite the competency.
2 Input the agreed upon weights for each competency, depending on the business need. A competency can have a
minimum of 10% and a maximum of 30%. Weight allocations for all competencies must total 100%.
3 Record critical incidents where behaviors according to the competency standards were manifested (or failed to be
manifested). Follow the STAR-AR format in describing the critical incident.
4 Immediate superior to assess the employee's actual demonstration of competencies using the prescribed competency
rating scale. Only whole numbers are allowed.

Part C: Summary
1 Input the established KRA-Competency weight ratio pegged at 80/20 as a corporate standard. To verify division ratio,
you may refer to your PAMS Coordinator.
2 While initial performance review discussion may be held for validation purposes, communication of performance ratings
(3, 2 or 1) shall only be provided after the ratings have been approved by Top Management.
3 Secure sign-off (comments and concurrence) from the employee during the performance review discussion.

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 PERFORMANCE ALIGNMENT AND MANAGEMENT SYSTEM
For Staff and Supervisory Level

NAME Jimmy Mariano Jr. PERFORMANCE CYCLE January- June 2022

POSITION Facilities Officer DIVISION Facilities & Maintenance
SALARY GRADE B5 DEPARTMENT Administration
YEARS IN THE POSITION 0.33 Year (4 mos.) YEARS IN THE COMPANY 0.33 Year (4 mos.)
PART A: KEY RESULT AREAS (KRA)
The process begins with the alignment of the divisional Objective-Goal-Strategies-Measures (OGSM) to each employee’s individual KRAs. From this process, individual objectives,
measures, and weights are derived and indicated under the Performance Expectations column. At the end of the performance cycle, the actual performance columns is filled out. In
rating the KRA refer to the scale below. Use whole numbers only.

RATING SCALE FOR KRA:

3 Achieved Significantly More Than the Performance Objective
2 Achieved the Performance Objective
1 Did Not Achieve the Performance Objective

PERFORMANCE OBJECTIVES ACTUAL PERFORMANCE WEIGHTED

Weight Rating RATING
KRA No. Division Objective Individual Objective Measure (A) ACHIEVEMENT (B) (A x B)
TOTAL KRA WEIGHT 100% WEIGHT x RATIN 2.30

Make sure that all work requests (Concerns & issues) Improve the mean time to repair and
1 was being attended & should been repaired / fix for all Monthly 30% been able to reduce all concerns and 2 0.6
the department / subsidiaries issues

Prepare the schedule and monitor the status of all In- Finished and completed those In-House
2 House Projects & Activities (Coordination between F&M Monthly 30% Projects & activities within the planned 3 0.9
To maintain the team members) schedule
overall upkeep of
Manila HealthTek Inc.
Facilities & it's
appurtenances Prepare proposals (drawings, plans, computations and Finished and completed those In-House
reports analysis) that’s needed for improvement Monthly 30% Projects & activities within the planned 2 0.6
projects and activities schedule

Prepare purchase request / cash advance or ask petty

Been able to purchase urgent items &
cash for all the materials & items that are needed for
3 Monthly 10% materials on time so it fast track the 2 0.2
the repairs / projects and other scheduled activities
repairs & works needed
(Coordination between involve parties)

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

NAME Jimmy Mariano Jr. PERFORMANCE CYCLE January- June 2022
POSITION Facilities Officer DIVISION Facilities & Maintenance
SALARY GRADE B5 DEPARTMENT Administration
YEARS IN THE POSITION 0.33 Year (4 mos.) YEARS IN THE COMPANY 0.33 Year (4 mos.)

PART B: COMPETENCIES
Determine the link of each competency to the appropriate Key Result Area (KRA). Each competency can have a minimum weight of 10% and a maximum of 30%. The weight allocation per
competency should total to 100% and translated into its share in the KRA-Competency ratio. In rating each competency, refer to the scale below. Use whole numbers only. Cite critical
incidents to support competency rating given.

RATING SCALE FOR COMPETENCIES:

3 ·            Employee consistently (frequency) and effectively (quality) demonstrates all four (4) Key Actions or behaviors during the performance period (5 Key Actions for Leadership)
·            Achieves relevant results/KRA while role modelling all desired key actions
·            Demonstrates expertise in all 4 key actions and seeks to develop more knowledge and skills necessary to meet future business challenges
2 ·             Employee consistently (frequency) and effectively (quality) demonstrates 2-3 Key Actions or behaviors (4 Key Actions for Leadership) or occasionally demonstrates all Key Actions
·             Exhibits 2-3 required behaviors and Key Actions while delivering performance results or
·             Demonstrates competence in relevant key actions but needs to develop knowledge and skills needed to meet business requirements
1 ·             Employee demonstrates only 1 or no Key Actions or behavior.
·             Demonstrates inconsistently required behaviors and key actions or
·             Does not demonstrate the drive and know-how to perform expected results /KRAs.

Please refer to the Competency Assessment & Development Guide (CADG) for the key actions under each competency. For additional Critical Incidents, please attach another file following the
same format as follows:
KRA Link Weighted
No. Competency From Part A Weight Critical Incidents Rating Rating
STARS and STA/AR
TOTAL COMPETENCIES WEIGHT 100% WEIGHT x RATING 2.60
1 Business and Functional Know-how: (S) - There is no monitoring file that we're used at the Facilities & Maintenance
This involves the possession and utilization of (T) - To be able to monitor properly all of the status of Facilities & Maintenance
expertise in a function or area and the concerns, issues, activities & projects
application of knowledge of Manila HealthTek, (A) - Prepare a centralized file that is used to monitor the status for the ongoing
Inc. operations, to enable one to perform tasks
effectively and efficiently in relation to overall 1 20% and upcoming projects and activities 3 0.6
operation of the business. (R) - Have a more concise monitoring report sheet that makes improvement in
finishing on time all repair works, activities and projects

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 2 Results Orientation and Innovation:
This refers to the ability to start, carry on and
complete organizational strategies, projects, or
assignments by identifying performance
improvements and setting well defined goals
through the generation of new and improved
ideas and concepts that will ensure a valuable 2 20%
contribution to the attainment of corporate
targets
(
3 Teamwork and Collaboration:
Refers to the ability to establish and carry-on
productive partnerships with others within and
across work groups in pursuit of common goals.
1,2 & 3
4 Customer Focus:
Involves anticipating, meeting, and exceeding
needs of internal and/or external customers in a
manner that adds value to the customer’s
experience
1&3
5 Personal Leadership:
Refers to the ability to communicate effectively
with others and demonstrate the Mtek
Leadership Standards at the personal leadership
level.
1,2 & 3
Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.
(S) - There is an schedule for ISO Audit and there are requirements that needs
to be complied
(T) - Make a proposed plan with the needed improvements and prepare
requesitions for materials in regards to the ISO Audit requirements
2 0.4
(A) - Prepare PR for the materials & items needed and constant follow up to
Procurement
(R) - The project is still ongoing and still on track in regards to the planned
schedule
(S) - Conducts daily meetings w/ team members of the Facility & Maintenance
Team
(T) - Discuss all of the items in regards to F&M and makes schedule of works
based on what's the priority and the urgent activities & projects
(A) - Ensure that there is a regular meeting that was held and constant
20% monitoring of status and updates for the ongoing activities & projects 3 0.6
(R) - Good communication between members of the F&M team that results in
achieving the target & objectives which is to complete those activities & works
based on what is planned
(S) - There are problems in the facilities such as A/C not cooling, others etc.
(T) - To ensure that the concern / problem will be addressed immediately so the
end user would not be affected
(A) - Immediately contact and schedule the A/C Contractor or service provider to
20% check and fix the concern 2 0.4
(R) - Better end user / client experience and good comfort with the good service
that we provide
(S) - When I am giving instructions to my direct subordinates in the F&M team
(During the daily toolbox meeting)
(T) - To give properly and concise instruction on what is the target, plans and
objectives of the F&M team (Schedule of daily works and activities)
20% 3 0.6
(A) - Prepare plans and give precise and accurate instructions on what are
needed to be accomplished and finished by the team
(R) - Healthy relationship between the team members & bridges the gap and
solves what are the issues and problems that needs to be addressed
FNP-D-005 ver. 1.0
NAME Jimmy Mariano Jr. PERFORMANCE CYCLE January- June 2022
POSITION Facilities Officer DIVISION Facilities & Maintenance
SALARY GRADE B5 DEPARTMENT Administration
YEARS IN THE POSITION 0.33 Year (4 mos.) YEARS IN THE COMPANY 0.33 Year (4 mos.)

PART C: SUMMARY

The total weighted rating for KRAs and total weighted rating for competencies are multiplied to the pre-set KRA-Competency ratio. The KRA-Competency split could be a minimum of
20% competencies and 80% KRAs up to a maximum of 40% competencies and 60% KRAs.

PERFORMANCE AREA TOTAL WEIGHTED RATING OVER-ALL WEIGHT SUB-TOTAL

(KRA-Competency Ratio)

PART A: KRAs 2.30 60% 1.38

PART B: Competencies 2.60 40% 1.04

OVERALL NUMERICAL RATING 2.42

OVERALL ADJECTIVAL RATING

PART D: COMMENTS AND CONCURRENCE

This section gives the employee the opportunity to make any additional comments on the performance review. The immediate superior may also provide a narrative summary of how the
employee performed his/her responsibility and factors that influenced the overall rating.
Ratee Rater Rater's Superior

Jimmy Mariano Jr. Lemuel Petronio

Signature Name and Signature Name and Signature

Note: Ensure all signatures are complete prior to submission. Overall ratings for the division will be inputted into the EPE Summary Sheet for final approval.

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0


COMPETENCY ASSESSMENT AND DEVELOPMENT GUIDE
Level of Competency
Expected minimun demonstration of
competency
Key Actions
Business and Functional Know-how
Knowledge of Mtek operations
Functional & Technical Know-
how
Knowledge of the industry
Knowledge Sharing
Results Orientation and Innovation
Work Management
Decision Making
Action-Oriented
Adapting to Change
Teamwork and Collaboration
Communication
Teammanship
Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.
.
Level 1
Clerk to Analyst
Applies competency and executes own KRAs with
guidance and supervision
Demonstrates behavior in situations with limited
scope/degree or according to set standards and
guidelines
Level 1
Clerk to Analyst
Able to describe the company’s products and services, Explains Mtek’s role and positioning within the health-
culture, corporate values, customers, and its
competitors.
Understand the inter-relation of major business
processes and functions within Mtek operation.
Has sufficient knowledge and proficiency in one’s
assigned functional area to achieve work objectives
Stays abreast of industry changes and competitive
trends
Participates in professional and business trade
organizations
Seeks and shares information and tools needed to
deliver work objectives
Plans, monitors, and completes own tasks to achieve
objectives in accordance with standards of excellence. work assignments.
Acts promptly on an opportunity to deliver objectives.
Gathers and consolidates all relevant facts and under
close supervision makes sound and timely decisions
that impacts one’s work or project
Demonstrates sense of urgency and persistence in
accomplishing objectives and overcoming obstacles.
Acts quickly in a crisis
Accepts change that promotes organizational goals
and strategies and quickly modifies behavior to deal
effectively with changes
Contributes positively to the team by sharing
information and listening and accepting others’ point of involving others in sharing ideas and opinions to arrive
view.
Able to give and receive constructive feedback
Contributes to various group efforts by fulfilling
assigned role and through active involvement and
demonstrating commitment in accomplishing team
objectives.
FNP-D-005 ver. 1.0
Level 2
Specialist/Supervisor/Team Leader
Applies competency and executes KRAs in situations
of varying complexity and with larger scope, largely in
an indepenent manner, with impact to several
stakeholders
Demonstrates behavior with minimal to no guidance
Person maybe able to coach others as functional
experts to develop such competency
Level 2
Specialist/Supervisor/Team Leader
biotechnology industry.
Can identify best practices applicable to one’s own
work situation
Integrates technical knowledge of own function and
understanding of other functions to achieve work
objectives
Serves as an internal resource person to provide
knowledge and functional experience in relation to the
industry.
Provides able and sound advice or opinion to others
due to in-depth knowledge or expertise in a specific
functional area or process
Identifies, plans, monitors, and completes projects or
Develops specific measures of outcome against
standards of excellence.
Makes sound and decisions under minimal supervision.
Evaluates the benefits, costs and likelihood of success
and impact of decisions.
Anticipates probable issues that may be encountered
and develops contingency plans
Takes necessary precautions to plan for and avoid
crisis situations.
Supports implementation of change efforts by
encouraging buy-in.
Communicates change initiatives to ensure that people
fully understand the rationale behind them and gain
their commitment.
Promotes two-way communication within the team by
at decisions, plans and agreement.
Stimulates teamwork by facilitating cooperation among
team members and modeling positive behaviors.

Partnering
Managing Differences
Customer Focus
Customer’s Needs Assessment
Meeting Customer’s Needs
Establishing Customer-oriented
Systems and Process
Handling Customer’s Feedback
Personal Leadership
Inspired and Leads Shared
Vision
Lives the Mtek Core Values
Develops and Empowers Other
Challenges the Process
Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.
.
Partners with others to deliver team outputs while
maintaining harmonious relationships.
Appropriately shares credit with others.
Appreciates differences in the capabilities, insights, and Works effectively with individuals having different
opinions of others.
Shows flexibility and positive outlook to new
approaches and ideas.
Identifies who are the various customers.
Actively seeks information to understand importance of services or designs and recommends relevant
customers, customers problems, expectations and
needs to organizational success.
Acts quickly to meet or exceed customer needs and
concerns within established guidelines.
Escalates issues that he cannot resolve to next level
management.
Applies standard procedures, practices, and
precedents in conducting routine, day-to-day
interactions with customers.
Gathers service feedback from customers and acts on
improvement areas or relays them to the proper party
for appropriate action.
Prepares and uses own OGSM to translate Mtek’s
vision into one’s own work.
Understands and explains own OGSM and how own
role contributes to the company.
Sensitive to the needs and concerns of others.
Treats all stakeholders with dignity, respect, and
fairness during one’s own work.
Understands and behaves in line with Mtek’s Core
Values in work and work relationships.
Relates to people well, recommends solutions relating
to own work and recognizes good work of others.
Identifies career goals for oneself, enumerates
strengths and areas for improvement, communicating Creates sense of ownership and accountability among
these to immediate superior in relation to own personal people through effective performance management
and professional development
Proactively seeks feedback and analyses both
successes and failures for clues to improvement in his
or her own work processes and systems, refers
solutions to own work issues to immediate superior for
approval.
FNP-D-005 ver. 1.0
Proactively builds and shares one’s network of
relationships with internal and external contacts to
facilitate achievement of team objectives.
Recognizes team achievement.
styles, abilities, motivations, and backgrounds.
Demonstrates sensitivity to individual differences and
seeks opportunities to leverage on such.
Interprets needs and expectations based on various
customer profiles and matches these with available
approaches.
Ensures customer needs are met or exceeded by
enforcing appropriate customer-focused systems and
processes and utilizes creative approaches and
solutions as needed
Applies creative approaches and solutions in meeting
and exceeding customer needs
Ensures customer needs are met or exceeded by
enforcing appropriate customer-focused systems and
processes.
Ensures customer feedback mechanism are in place.
Recognizes exemplary customer service rendered and
reinforces behavior based on feedback received.
Communicates and ensures alignment of peers and
counterparts which the Department’s OGSM to
translate the vision.
Seeks buy-in and support of the entire department and
or division to the OGSM.
Is interested in the positions, intentions, needs and
concerns of co-workers and shows reasonable concern
to help them grow and perform
Uses Mtek values as a basis to speak up and deal with
compromising situations and in determining what is
right and what is good for the company.
Makes the effort to ask for and listen actively to other
people’s comments and participates during meetings
before a decision is made.
and recognition of successes.
Encourages others to explore and find alternative
solutions to work issues.
Discusses and seeks approval to implement best
practices to address current work unit gaps
 .

el 2
sor/Team Leader

ecutes KRAs in situations

h larger scope, largely in
impact to several

h minimal to no guidance
others as functional
petency

el 2
sor/Team Leader

itioning within the health-

pplicable to one’s own

ge of own function and

ons to achieve work

ce person to provide
perience in relation to the

vice or opinion to others

r expertise in a specific

nd completes projects or

of outcome against

under minimal supervision.

and likelihood of success

hat may be encountered

ans

s to plan for and avoid

change efforts by

tives to ensure that people

e behind them and gain

cation within the team by

eas and opinions to arrive
ement.

itating cooperation among

g positive behaviors.

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 .

es one’s network of
d external contacts to
m objectives.

uals having different

and backgrounds.

ndividual differences and

ge on such.

ations based on various

es these with available
mmends relevant

e met or exceeded by
mer-focused systems and
ve approaches and

and solutions in meeting

eds

e met or exceeded by
mer-focused systems and

mechanism are in place.

omer service rendered and

n feedback received.

alignment of peers and

rtment’s OGSM to

the entire department and

intentions, needs and

shows reasonable concern
rm

to speak up and deal with

in determining what is
e company.

nd listen actively to other

icipates during meetings

and accountability among

ormance management
s.

e and find alternative

al to implement best
work unit gaps

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 COMPETENCY ASSESSMENT AND DEVELOPMENT GUIDE

Level of Competency Level 3 Level 4

Manager to Director VP and up

Expected minimun demonstration of Applies competency and executes KRAs through Applies competency in defining directions, advocating
competency leading a unit or team or as independent expert new approaches or building strategic business case.
working with teams.

Applies competency to design key systems and Demonstrates behavior to influence or manage change
processes, impacting many stakeholders within own within the organization or sometimes in the industry.
unit or across units in the organization.

Personal Leadership

Inspired and Leads Shared Identifies, creates, and communicates positive Defines the vision-mission
Vision milestones and seeks buy-in of the entire unit/division
to the vision and OGSM. Formulates & articulates the long-term directions

Rallies everyone behind the vision Enjoins others by cascading and motivating others in
pursuit of the vision

Generates involvement in and commitment to the new Influences directions, advocates new approaches and
initiatives and future directions of the function as builds strategic business case as aligned to the overall
aligned with the overall directions of the organization. directions of the organizations.

Creates the long-range directions and roadmap for the Together with senior management, formulates and
function to define the OGSM. creates long range directions and roadmap for the
organization and charts out how the function will
Ensures that the function continues to have an support these directions.
accurate idea of the opportunities and threats ahead,
taking advantage of opportunities to move the function
forward into new opportunities.

Motivates others in pursuit of the vision even when
faced with challenging situations.
Emphasizes everyone’s contribution to its
realization.
Ensures long-term strategic directions of the
organization remain relevant and are carried out by
providing feedback and reinforcing behaviors in line
with the directions.

Develops and Empowers Creates sense of ownership and accountability among Plans and establishes effective performance goals,
Other people through effective performance management coaching and performance evaluation a aligned with
and development, enforcing meritocracy and the performance and development system in the
recognizing successes. organization.

Takes every step possible to inform and update people Updates the organization on business results, calls
of business performance and establishes its linkage attention of groups/divisions whose performance needs
with people’s roles and performance. improvement, rewards and recognizes those who
performed beyond expectations and gains commitment
for the better performance.
Gives timely, specific feedback and helpful coaching
based on individual or team needs

Recognizes potential of employees and creates
appropriate challenging roles, responsibilities and
opportunities that leverage and grow their talent,
improve learning, and enhance performance as aligned
with the development system in the organization.
Creates an environment of continuous learning and
development to ensure availability of internal talents to
take on critical positions in the organization so that
succession plans can be established

Strikes a balance between being participative –
involving team members in the decision-making and
being directive depending on the needs of the teams,
the situation, and the organization.
Feels the pulse of the employees/organization when
making decisions.
Creates a culture that encourages open feedback
between management and employees.

Challenges the Process
Identifies opportunities and ensures implementation of
change and learning initiatives as appropriate to the
work unit vis-à-vis best practices in the organization
and industry.
Defines corporate/functional priorities for process and
systems improvement and continuous learning.
Initiates the design of systems/policies/guidelines by
applying one’s knowledge of the organization and
industry.

Ensures alignment of system and processes with Mtek Installs system and organizational initiatives that
overall directions. encourage and promote learning and understanding of
mistakes to ensure sustained success in execution
Facilitates a or interactions with own or various groups
in search of ways of addressing opportunities for
improvement, escalates issues to the appropriate
Confidential property oflevel
management Manila
forHealthTek
resolution.Inc. (MTek) unauthorized reproduction prohibited.
FNP-D-005 ver. 1.0
 Facilitates a or interactions with own or various groups
in search of ways of addressing opportunities for
improvement, escalates issues to the appropriate
management level for resolution.

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 Develops systems that will promote and encourages
learning, understands mistakes, rewards, and
recognizes people to share learning
Rewards and recognizes the search, application and
sharing of best practices.
Sets directions for learning objectives that are aligned
with the overall business directions.

Creates a learning environment that will lead to Creates and nurtures a work environment that
effective and efficient work processes to better serve embraces the need for positive change in the
internal and external customers. organization.

Deals with barriers that hinder timely implementation of

improvement desired.

Delivers Result
Continuously raises the bar and sets stretch goals for
the team to ensure that greater results are achieved in
the organization.
Exhibits good understanding of financial/business
impact of actions and decisions made
Charts out new/future actionable directions to carry out
the vision.
Defines and communicates corporate and functional
strategies towards the achievement of business
directions and the vision

Manages diverse or multiple projects/activities and Puts in place needed mechanisms to have high morale,
ensures synchronization and seamless execution of sufficient execution capability and ensure readiness of
existing work processes the organization.

Aligns these mechanisms with overall corporate

performance

Works across borders and boundaries as needed to Leverages on individuals and teams, resources, and
clear the path and to ensure execution of goals aligned networks to advance achievement of results in pursuit
with the vision and industry leadership. of business objectives, vision and industry leadership

Monitors and assess individual and team performance
against goals.
Creates the appropriate systems to encourage and
recognize excellent performance.
Balancing concern for people, teams, and results
Ensures that the organization is on track towards
achievement of its current and long-term strategic
objectives.
Aligns rewards and recognition practices to promote
continued optimum performance

Foster two-way communication on positions, Quickly picks up group positions intentions and needs,
Lives the Mtek Core Values intentions, needs and concerns (work and non-work) of ensures supportive systems are in place to understand
co-workers and shows reasonable concern; can pick up and continue to motivate people
early warning signs for problems.

Assess and communicates impact of social issues and Anticipates impact of social issues and ensures
uses these in planning and aligning functional readiness of business processes to adjust to possible
directions. implications

Creates an environment that is characterized by Installs and communicates highest standards or

equality, justice, and meritocracy.
Ensures rewarding and correcting mechanisms are in
place in the function to safeguard these principles
criteria to ensure fairness of treatment regardless of
gender, age, nationality, ethnicity, religion, etc. in the
organization.
Sets the values in the function/organization and
ensures alignment to the company values and its
relevance to the changing times.

Creates a conducive environment that encourages Champion teamwork and collaboration within the
teamwork and collaboration and consistent application organization
of the company values

Confidential property of Manila HealthTek Inc. (MTek) unauthorized reproduction prohibited.

FNP-D-005 ver. 1.0

 MERIT RATING TABLE

Merit Rating Numerical Rating Adjectival Rating

3 2.60 - above Excellent
2 2.00 - 2.59 Superior
1 1.99 - Below Average