THE AURIGA SOLUTIONS

Human Resource Division

STAFF PERFORMANCE REVIEW FORM

STAFF

Name: Qandeel Tanveer Position Title: Desktop Team Lead

Department: IT

Division: Information Technology Employee No.:

Date of Joining:

Performance Appraisal Rater’s Name: Muhammad Shahid

Month: September

 PERFORMANCE RATINGS

The five-tier performance ratings structure has been defined below to serve as a guideline for supervisors to assess an
employee's performance level.

O - OUTSTANDING: Performance has been consistently at an exceptional level during the year.
Extraordinary initiative, innovative flair, and sound judgment demonstrated in carrying
out complex work responsibilities, very often at a level above position expectations for
key responsibilities.

E - EXCELLENT: Performance has been at a highly competent level during the year. Employee has
excelled in applying work knowledge/ skills to job responsibilities and often performed
significantly above expected performance level on some of the complex parts of the job.

G - GOOD: Performance during the year has met expectations well for competence, and quality and
quantity of work.

F - FAIR: Performance during the year has been marginal and has not met position requirements
for most of the key responsibilities. Some aspects of work responsibilities have been met
at a minimum level; but improvement is needed in some major areas to meet
performance standards satisfactorily, requiring effort and development.

U - UNSATISFACTORY: Performance during the year has failed to meet the minimum acceptable standards with
respect to assigned duties and responsibilities, thereby requiring immediate remedial
action.

 The performance ratings structure has a parallel numerical scale as follows:

O E G F U
5 4 3 2 1
 FORM – NM
SECTION I - KEY JOB RESPONSIBILITIES PAGE - 1
A. JOB RESPONSIBILITIES B. LEVEL OF C. OVERALL REVIEW
List 5 to 7 major job responsibilities worked on, PERFORMANCE 'Outstanding' or 'Unsatisfactory' ratings should be supported with
carried out by the employee based on his/ her job Rating Score** justifications.
description and significant assignments (if any), for
the period under review.
(d)
(b) (c)
SR # (a)
1 Do you receive an adequate level of feedback E 4
from your supervisor related to your work
performance?
2 Does your supervisor care about your E 4
development?
3 My supervisor makes sure I have sufficient E 4
training. What you think?
4 Does your supervisor effectively communicate E 4
the information you need to understand?
Does your supervisor effectively E 4
5 communicate, or do you understand how
your performance is measured?
 Creativity and innovation
 Adaptability
 Communication
 Accountability
 Attendance and punctuality
 Productivity and quality of work
 Achievement
 Cooperation
 Coaching and training
 Improvement
 Interpersonal skills
 Problem solving

Performance Score for Section I = 20

 FORM – NM
SECTION II - PERFORMANCE COMPETENCIES (Please rate by marking applicable rating in the relevant box and noting corresponding score) PAGE 2
PERFORMANCE STANDARDS
PERFORMANCE SCOR
O E G F U
COMPETENCIES E
(100 – 86) (85 – 70) (69 – 50) (49 – 30) (29 )
A. WORK MANAGEMENT FACTORS
(a) Sense of Consistently carries out Accepts all assigned Regularly carries out Often indifferent Is almost always 5
Responsibility responsibilities with tasks, is highly all assigned tasks and towards careless towards work
Reliability in meeting job extraordinary committed towards the projects with good responsibilities and and has to be
responsibilities, and commitment and meets company work and sense of responsibility needs to be closely monitored continually
commitments. emergencies effectively. meets emergencies. as per the standard monitored, and often and admonished very
required for the job. needs to be counseled. often.

(b) Communication
Ability to express verbally
and in writing as
applicable, in a clear, and
courteous manner to
provide required
information.
Consistently provides Provides information Regularly provides Often fails to convey Almost always fails to 4
information in an clearly and effectively; information in an information provide information
appropriate and timely frequently able to appropriate way as per appropriately/ appropriately.
manner; always able to explain complicated the requirements of the effectively.
explain complex ideas ideas effectively. job.
with extraordinary
clarity.

B. PERSONAL EFFECTIVENESS
(a) Conduct/ Discipline
Compliance with
policies and procedures
of the Institution,
honesty and integrity in
work, neat appearance,
and adherence to
supervisor’s instructions.
Consistently shows an Shows a high level of Regularly meets Often ignores or fails to Almost always fails to 4
extraordinarily high compliance with institutional comply with meet Institution’s
level of compliance institutional expectations for policy institutional expectations for policy
towards Institution’s requirements, and often compliance for the job. requirements and compliance, and
requirements even in tries to persuade others supervisors’ adherence to
the face of difficult to comply with the instructions. supervisor’s
situations; takes a same. instructions.
leading role in
persuading others to
comply with the same.

(b) Attitude
Interest in work,
acceptance of
supervision and general
disposition towards
others.
Consistently Shows a high level of Regularly carries out Often shows inadequate Generally, displays lack 4
demonstrates an commitment in his/ her work according to commitment and of interest towards
exceptionally high level work and loyalty to the supervisor’s interest towards work, work, and supervisor’s
of enthusiasm in his/ Institution and instructions and as per and supervisor’s instructions.
her work, and loyalty to supervisors. Institutional standard instructions.
the Institution and required for the job.
supervisors.

(c) Teamwork
Working harmoniously
and supportively with
peers, and seniors to
accomplish work group
objectives.
Consistently shows a Shows a high level of Gets along well with Often does not extend Almost always 5
very high level of interpersonal others and participates cooperation or team unwilling and
interpersonal competence and cooperatively as a team spirit in the workplace. non-cooperative to
competence, leads in consciously displays member. provide support in a
building trust and and encourages trust/ team.
cooperation, and cooperation for team
fostering a positive building.
team spirit.

(d) Initiative Consistently, tackles Removes performance Proceeds on assigned Often needs help to get Almost always needs to 5
Self-starting ability and unfamiliar problems barriers with minimal work with clear cut started and relies on be told what to do and
application of independently supervision and instructions but does it others. is unwilling to apply
resourcefulness and successfully, and frequently suggests well and readily accept self.
creativity. suggests useful/ workable alternatives suggestions.
innovative suggestions for problems.
for quality
improvement.

FORM – NM
PAGE – 3
Performance Score for Section III =

SECTION IV – OVERALL PERFORMANCE

A. Total Performance Score = 47

SECTION V - PERFORMANCE SUMMARY

A. RATER'S COMMENTS AND OVERALL ASSESSMENT: Please note employee’s overall rating and summarize your assessment of
employee's overall performance. The comments must support the overall performance rating and should also, preferably, note how the
employee's performance during the past year compares with that in the previous year(s), and any other significant point not covered in this
form.

NAME AND SIGNATURE POSITION TITLE DATE