Probation Assessment

Name of Employee: Sok Kanha Date: 6/5/2023

Position of Employee: QMS Name of Manager: Khoeun Rathareasmey
Department: Supply Chain Positon of Manager: QA-QC Supervisor
In Position Date: 15/06/2023

SMART OBJECTIVES KPI & COMPETENCIES RATING

S SPECIFIC : Must be no doubt about what the individual is required to deliver 5 Exceptional / Excellent
M MEASURABLE : If you cannot measure it, you won’t know whether it has been done 4 Above Expectation
A ACHIEVABLE : Objective should not be too easy but must be challenging and achievable 3 Satisfactory
R RELEVANT : Ensure to be relevant to the company's business purpose 2 Below Expectation
T TIME BOUND : Must set out dates by which objectives are to be achieved 1 Unsatisfactory

KRA RATING

KEY PERFORMANCE IND. MILESTONE Rating

DETAILED DESCRIPTION DETAILED MEASUREMENT RESULTS
(Min. 4 and Max. 6) DATE (B)

To complet and deverlop form record in QA-QC section: Incoming Raw Material inspection (Cap, Complete - 11 Form - 5
Prefrom, Caton) Form, Master List Form, Request for Document Change Form, External Complete - 08 Form - 4
Document preparetion Document Record List Form, Registration for Controlled Document Form, Non-Conforming 7/15/2023 Complete - 06 Form - 3
Product Form, Customer Complaint Form, Bottle after blowing inspection form, Go/No Go Complete - 04 Form - 2
inspecton form, Box inspection form Complete - 02 Form - 1

Complete - 10 parameters- 5
Complete - 08 parameters - 4
To ensure that all parameters were adequately checked such as pH, Color, Turbidity, TDS,
Laboratory Testing 8/5/2023 Complete - 06 parameters - 3
Manganese, Iron, Choride, Ozone, Total plat count, Coliform, E.coli.
Complete - 04 parameters - 2
Complete - 03 parameters - 1

Complete 80-100% - 5
Complete 60-70% - 4
To prepare training course and make sure everyone working in the plant understands personal
Personal hygiene traning 8/26/2023 Complete - 50% -3
hygiene practice in factory. The effectiveness of the understanding more than 50% of tainies.
Complete - 30%-40% -2
Complete - 10%-20% -1

KEY PERFORMANCE RATING

Other Achievements ACHIEVEMENTS

During the Year

Name of Employee: Sok Kanha
Position of Employee: QMS
Department: Supply Chain
In Position Date: 6/1/2023
Management Competencies :
Attributes / Elements
Commitment to Results
Problem Solving
Interpersonal Effectiveness
Leadership
People Development
Business Acumen
Functional Skills
Signature of Employee
Probation Assessment
Date: 6/5/2023
Name of Manager: Khoeun Rathareasmey
Positon of Manager: QA-QC Supervisor
This review on “Management Competencies” provides a basis for personal development and growth by highlighting strengths and areas for improvement and coaching. Comment constructively on the individual’s behaviour against each
competency, providing clear evidence to support your rating. Each competency should be reviewed in the context of the role being performed. Developing applies where the individual is new to the post. In the overall assessment of
performance, reference is made to performance on competencies.
Rating
High Performance Low Performance Comments / Remarks
(C)
Demonstrates the energy, commitment, focus and follow-through that deliver Less effective in delivering high quality results. Has limited energy. Lacks
high quality results. Able to plan effectively and utilise resources, adapts to ability to prioritise, plan and manage own time. Resists change and does not
changing situations, meets demands and manages fluctuating pressures. handle pressure well. Lets others take the lead, does not challenge the status
Challenges the status quo when necessary, and is concerned with corporate quo. Motivated more by personal than by corporate goals.
goals.
Understands and simplifies complex issues, balancing sound analysis and Insufficient grasp of problems. Decisions not sound or balanced. Inflexible;
judgement to arrive at clear decision-making. Innovative; adaptive; lacks creativity; unwilling to take intelligent risks. Does not focus on
questioning and creative. Capacity to take intelligent risks. Focuses on the priorities, misses important issues.
important issues and establishes priorities.
Positive personal impacts; projects deep down confidence without arrogance; Lacks personal impact. Has difficulty relating to others; may be seen as
develops effective relationships; networks proactively. Handles conflict abrasive and insensitive. Lacks energy to meet challenges. Lacks
well; able to meet challenges appropriately. Strong organisational insight organisational insight and influence. Manages change insensitively. Poor
and influence. Manages change sensitively. Good communicator. communicator.
Provides and communicates clear direction and vision; self confident; Does not provide clear direction and vision; settles for lower standards; lacks
maintains high standards; leads by example; balances control with self confidence; poor motivation and delegation; lacks a sense of personal
appropriate delegation; motivates and empowers team and peers; encourages responsibility, does not build open, collaborative relationships.
initiative, contribution and open, collaborative relationships.
Puts a high priority on developing people; identifies the development needs Does not put enough priority on the development of others, unskilled at
of others; appraises openly and honestly; provides feedback, coaching and appraising, giving feedback, coaching and counselling others. Does not create
self-development opportunities. Committed to continue personal learning, development opportunities; is not keen to learn or accept feedback.
reflection and feedback.
Understands business dynamics; able to relate role to corporate goals. Lacks understanding of business dynamics; has narrow focus; resists change.
Adjusts effectively to changes in the internal and external environment. Poor awareness of market and commercial environment.
Sound commercial judgement; sees events in the bigger perspective.
Has knowledge and experience required by the job; is committed to Lacks expertise and experience against job requirements; does not recognise
achieving excellence in own field; establishes high functional standards for functional excellence; does not always reflect “best practice”, contented with
others. mediocre personal and team standards.
Competencies Rating - Total / 7
Signature of Direct Manager Signature of Head of Department
Overall Performance Rating (B) + (C) / 2