Performance Appraisal Process – Premium- Feb 2022

Recognition and Reward Procedure

Prepare for an Efficient Performance Appraisal Process

 Objectives of the Performance Appraisal:

Formal Feedback
Provide a feedback (both positive and improvmental feedback )to employees for increase job
performance

Employee development
Determine what necessary steps are to be taken in order to help the employees in improving their
performance. Both under performer and high performer

Employee-related Decisions: Provide a reliable source for personnel decisions like promotions,
retention strategy, terminations etc.
Performance Management Timeline

Jan 15- Jan 26 Jan 22- Feb 2 Feb 5- Feb 16 Feb 19- March 2 March 5- March 16

1 2 3 4 5 6

Performance Appraisal Performance Committees Feedback Sessions

Training

Self-Assessments Performance Appraisal Feedback Giving Training

Phase 1: Assessment

The leads/managers will assess their employees through the PA form in 7 criteria.

- Performance
- Competencies
- Areas to be improved
- Potential
- Engagement
- Retention Risk
- Replacement Risk
 Performance

Performance is the most important criteria in this form. Please specify the status of each employee based on our
definition from each of them.
 Accomplishments

If any of your team member have achieved some accomplishments during this period which has been beyond his/her expected
tasks, please write in this section; Please note that for above and beyond employees and Snapp Stars, it is necessary to
complete this section. For explaining each accomplishment, you need to specify: 1. The problem has been resolved. 2. The way
he/she made to improve the work methods. 3. What has been the contribution to the team's goals?
 Competencies

In this section, you are expected to determine 3 competencies which your employee is master in; which you can
select them among the list or write if it was not in the list.
 Areas to be improved

In this section, you are required to determine 3 competencies in which they need to be improved; you can select
them among the list or write if it was not in the list.
 Potential (for future roles and accepting new responsibilities)

Potential is the extent to which an employee has the capability to take up and learn the broader and more different
roles in addition to his/her tasks and responsibilities.
 Engagement (for future roles and accepting new responsibilities)

Engagement refers to the extent to which you believe that the person is engaged with their job and company based
on the main engagement outcomes including:
•Say: Speak positively about the organization to coworkers, potential employees, and customers
•Stay: Have an intense sense of belonging and desire to be part of the organization.
•Strive: Are motivated and exert effort to go above and beyond toward success in their job and for the company.
 Retention Risk

Retention Risk is the likelihood that an employee is at risk to leave the position or organization within 6 next
months.
 Replacement Risk

Replacement Risk is about how hard it is to hire a new staff with this set of skills for this position if the employee
leaves the company.
Criteria to determine the performance level of our direct reports

Important Points:

✓ The criteria mentioned in this section are not limited to these cases, and managers can have other
examples.

✓ A set of criteria determines an individual performance level, so having one index doesn’t necessarily
mean that the person is at that level of performance.
Least effective
At this level, the person has not consistently met job expectations. We did not see any desire in the person
Improve its performance.
When we choose this level, consider that we had continuously given the person feedback, clarified the
expectations to improve its performance, but in the end nothing changed.
Criteria:
• did not meet performance expectations for the majority of the goals/key results
• Quality and quantity of work were inadequate for the position, Work products did not meet the minimum
requirements expected
• Work was frequently inaccurate, incomplete, with little to no demonstrated attention to detail.
• had poor work habits resulting in missed deadlines/incomplete work
• Unable and/or unwilling to accept constructive feedback or take ownership of the need for improvement.
• Unable and/or unwilling to recognize or accept responsibility for work issues of concern.
• Required excessive amount of instruction, guidance and supervision in order to perform or complete routine job
tasks.
• Work relationships with colleagues were strained , Failed to respond to client needs
• Termination
Improvement Needed
At this level, the person has done parts of his job at an acceptable level, but some important part of the expectations
Not met. Therefore, it needs more monitoring to meet all expectations. When you select this level Consider giving
continuous feedback to the individual about the need for improvement and development. Now we see the desire in the
individual to progress and take effective action to change and improve performance.

Criteria :
• Inconsistent in meeting work volume and/or output expectations. Required repeated coaching and instruction from
supervisor in order to perform or complete job tasks.
• Demonstrated reluctance to accept constructive feedback or take ownership of the need for improvement.
• Used unreliable methods for completing assignments
• was reluctant to accept responsibility
• Rarely Initiates but will engage in problem-solving when requested to do so by supervisor.
• Inconsistently communicated essential information to colleagues
• May be present and punctual and demonstrate good interpersonal skills, but technical abilities were
inconsistent
Highly Valued
At this level, the person has met all expectations well. There are no part where the person performed less Expect.
When selecting this level consider that , the person has made clear progress toward the identified goals and
expectations

Criteria:
• Performed assigned responsibilities consistently well. Work demonstrates appropriate level of accuracy,
attention to detail, and completeness. Demonstrated appropriate level of judgment in problem-solving and
decision-making. Met deadlines with consistently acceptable levels of productivity
• Kept supervisor informed of work issues, alterations and status.
• Provided reliable input and recommendations
• Demonstrated solid team skills, learns from mistakes and contributes in a positive way to the overall work climate
in the division
• Showed interest in developing new knowledge and skills
• Demonstrated appropriate level of self-direction, self-discipline and initiative. Took ownership of work quality and
quantity and responds accurately and appropriately to questions - readily engages in problem-solving.
• Demonstrated openness to coaching and feedback – made efforts to incorporate suggestions for improvement or
change into work tasks and responsibilities.
 Above and Beyond
The person at this level is constantly meeting expectations and exceeding expectations on most tasks.

• Demonstrated a high level of accuracy, attention to detail, and thoroughness in the work. Exhibited good judgment in
problem-solving and decision-making.
• Generally completed expected work volume and/or output in less time than expected; willingly assumed and
completed additional duties and responsibilities when asked. Abled to manage multiple tasks and prioritize with
minimal direction.
• Viewed as a “go to” person among peers – frequently recognized among peers for job knowledge and expertise.
• Demonstrated high level of self-discipline, self-direction, and initiative. Worked independently, requiring minimal
supervision. Willingly assumes accountability and responsibility.
• Took initiative to identify opportunities for improvement. Proactively reviewed own work quantity and quality and
requests feedback, coaching, and resources in efforts to achieve higher performance levels.
• Actively demonstrated support when change is proposed or implemented; willingly agreed to serve in the role of
change sponsor, agent and/or advocate when opportunities are presented.
• Showed a prefect performance even under pressure
 Snapp Star
Set a new level of performance standard and usually surprised others. Consistently went above and beyond on
meeting all expectation. Team performance was significantly influence by his/her performance. Was role model
in Snapp regarding the culture and values

• Demonstrated an exceptionally high level of accuracy, attention to detail, thoroughness and was typically error free.
Exhibited exceptional judgment in problem-solving and decision-making.
• Demonstrated core competencies and values outstandingly
• Consistently completed expected work volume and/or output in significantly less time than expected; routinely seeks
and/or volunteers for extra duties when feasible. Effectively managed multiple priorities and maintains a positive,
collaborative approach even under challenging or extreme circumstances.
• Served as a subject matter expert in key job performance areas - was regularly sought out by senior leaders,
managers, and supervisors for input, advice, and counsel.
• Demonstrated an extraordinarily high level of self-discipline, self-direction, and initiative. Worked independently and
autonomously, requiring minimal to no direction or supervision. Proactively seeks supervision and direction when
needed.
• Consistently and proactively identifies opportunities for improvement.. Consistently made effort to reach and
maintain best practice in own work and took initiative to gather resources, materials, and feedback to improve.
Volunteers to lead and/or support process or business improvement efforts.
Assessors Errors

How likely will we have errors when evaluating another performance?

It is common that we consciously and unconsciously have some errors while evaluating the
performance of others. Knowing the most common errors will help us avoiding them and having a
more accurate and valid appraisal.
Assessors Errors

Halo and Horn effect:

A halo effect may occur when an employee is extremely competent in one area and is therefore rated high in all
categories. Conversely, the horn effect may occur when one weakness results in an overall low rating.

Recency error:
The recency error occurs when an appraiser gives more weight to recent occurrences and discounts the employee's earlier
performance during the appraisal period.

Primacy errors:
The primacy error occurs when an appraiser gives more weight to the employee’s earlier performance and discounts
recent occurrences.

Central tendency errors:

Central tendency errors occur when an appraiser rates all employees within a narrow range, regardless of differences in
actual performance.
Assessors Errors

Contrast error:
The contrast error occurs when an employee's rating is based on how his or her performance compares to that of another
employee instead of on objective performance standards.

Similar to me error:
Similar-to-me error is when the rater’s tendency is biased in performance evaluation toward those employees seen as
similar to the raters themselves.

Harshness error:
Strictness, called the "harshness" error, occurs when a manager gives low ratings.

Leniency error:
Leniency errors are the result of appraisers who don't want to give low scores.
Thank You!