Performance Development and Monitoring Form

8/3/2019 Performance Development and Monitoring Form

http://slidepdf.com/reader/full/performance-development-and-monitoring-form 1/13

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Performance Monitoring And Development Plan

Name:__________________________ Employee Code: _____________ Designation: ____________________ Date of Joining:_______________

Function: _____________________ Region: _____________________

Assessment Period Name/s of the reviewer

Annual Appraisal Form- Part 1

(To be filled by the employee)

List the objectives you set for the past six months. Rate the performance against each objective (1=poor, 2=below average,

3=average, 4=good, 5=excellent)

Key Result Areas/ Targets for the Assessment Period %Weight age Appraisee Appraiser Management

Adherence to Organizational Process- Quality Management System

- Timesheet

- Company Policy

Personality Appraisal

Weighted Average

Steps to calculate Weighted Average

% Weightage: 10 20 10 40 20

Rating: 2 1 5 3 3

1. Multiply each value of rating by its weight age (10*2=20, 20*1=20, 10*5= 50, 40*3= 120, 20*3= 60)

2. Add up the products to get the total value. (Ans: Sum=270)3. Total Weightage=100

4. Divide the total value by the total weight age (Ans: 270/100 = 2.7 = weighted average)



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Annual Appraisal Form

Part 2

1. What have you done most effectively or has given you most satisfaction during the year?

2. What have you done least effectively or has given you least satisfaction during the year?

3. Have you come across any obstacles - in the job situation, or in your own knowledge and skills thathave prevented you from working as effectively, or with as much satisfaction as you would have

wished? If so how these might be overcome or avoided?

4. Has the past month been good/bad/satisfactory or otherwise for you, and why?



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5.What help would you require in the next month/ quarter to remove the shortfalls in your achievement

(if any)

Month

Quarter

Half YearlyYearly

6.List one specific achievement during the month/ Quarter you are proud of(achievement beyond

target/ expectations)

How can my skills be more effectively used?

_______________________________________________________________________________________

_______________________________________________________________________________________

______________________________________________________________________________________________________________________________________________________________________________

_______________________________________________________________________________________

_______________________________________________________________________________________

____________________________________________________

I would like to see myself in the next two years as

_______________________________________________________________________________________

_______________________________________________________________________________________

________________________________________________________________________

3 major issues bothering me

_______________________________________________________________________________________

_______________________________________________________________________________________________________________________________________________________________

3 Points which make me proud working for the organization_______________________________________________________________________________________

_______________________________________________________________________________________

________________________________________________________________________



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a) QUALIFICATION ADDED DURING THE CURRENT YEAR

b) TRAINING PROGRAMMES

ATTENDED DURING THE CURRENT YEAR CONDUCTED DURING THE YEAR

c) AREAS OF STRENGTH AND IMPROVEMENT

AREAS OF STRENGTH CONTRIBUTION TOWARDS WORK AREA

AREAS OF IMPROVEMENT ACTION PLAN TO OVERCOME ON THE SAME



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Rate overall performance during the Year

Employee’s rating Manager/Immediate supervisor’s rating

Use the following rating scores:5) Excellent 4) Very Good 3) Good 2) Satisfactory 1) Unsatisfactory

PERFORMANCE CATEGORY

The appraisee shall be rated on a five point scale as follows:

EXCELLENT (5) Characterized by high ability, which leaves little, or nothing to be desired unusual &

challenging assignments are consistently well handled. Clear case of model to be

adopted by others. To be entrusted with positions with higher capabilities.

VERY GOOD (4) Characterized by consistent better performance than is normally expected Needsguidance occasionally. Unusual & challenging assignments are normally well

handled.

GOOD (3) Characterized by fully adequate ability, completes routine assignments on time

without the need for excess supervision. Meets requirements of competent Adapemployee. With a little initiative could have performed better.

SATISFACTORY (2) Demonstrated ability, more or less meets the requirements of the position. But needs

constant excessive supervision and direction than normally required. Counseling can

improve the performance.

UNSATISFACTORY (1) Indicates ability, which falls clearly below the minimum requirements of theposition. Needs immediate action as he is not likely to meet the requirements of a

competent Adapt Employee.

Sign of the Employee_________________ Signature of Manager______________

Date_____________________ Date_______________



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Part 3. (To be filled by Appraiser and Management)

PERSONALITY APPRAISAL AND REVIEW

1. Initiative and openness to change Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Has high inertia andhas to be coerced.Impedes theinitiative taken byothers. Work contrato changes neededby the organization.

Cannot beconsidered for anassignment outsidehis area.

Carries on withroutine work butlacks Enthusiasmand flexibility.Makes no specialeffort to adoptchanges needed by

the organization.Avoids assignmentoutside his directarea.

Ensure resultsrequired aredelivered. Puts inextra efforts as andwhen needed.Implementschanges required by

the organization.Accepts assignmenteven outside hisarea.

Self starter.Identifiesopportunities anddisplays courage.Enthusiasticallypropagates andaccelerates

changes needed bythe organization.Welcomesassignments evenoutside his area.

2. Quality of Work(Correctness, Completeness, accuracy of work, duties performed)

Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Make errors andregularly fails tomeet minimumstandards of work.

Work is occasionallyincomplete andinaccurate to satisfyrequirements andneeds training.

Usually is accurate,meets andcompletesdepartmentalexpectations.

Maintainsconsistently highstandards ofexcellence in everyaspect of job andmakes specialeffort to solveproblems.

3. Self development – Continuous Improvement & Learning

Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10



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Inflated sense ofcompetence.Negatively reacts tofeedback and isunwilling to takecorrective action.

Little energy,willingness orcapacity for selfdevelopment. Nointerest in learningmore even in hisarea.

Identifies someareas where heneeds to improvebut is unable tomake muchprogress because of

personal limitations.Does not seekfeedback and tendsto get de motivatedwhen feedback isnegative. Littleinterest in learningoutside hisspecialization

Recognizes hisareas of strengthand weakness.Accepts feedback ina positive mannerand takes corrective

action whereverneeded. Works hardat developingfurther in his area ofoperations. Has anopen mind aboutlearning

Identifies hisstrengths andweaknesses andworks to build onthe former andcorrect the latter.

Constantly seeksfeedback and canpick up indirectfeedback signals.Has a self driventhirst for knowledgein variousdisciplines, canmaster new skillsquickly

4. Attendance and PunctualityAppraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Often is absent andfrequently does notdoes not arrive towork on time.

Usually present onwork andoccasionally arrivesto work late

Responsibletowards regularattendance and duetime.

Always regular ontime and isresponsible towardswork

5.Team work & inter personal effectiveness Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Obstructs seamlessworking. Oftendisturbs teamcohesiveness.

Disruptsrelationships. Has anegative presence.

Does not impedeseamless workingbut makes nospecial effort to

promote it. Apassive member ofhis team. Rarelycreates conflictsituations butrelationships maylack warmth or notlead to optimalperformance

Can operateeffectively acrossboundaries as anindividual.

Contributes well tohi own team.Interacts with a highdegree of maturityand tact. Builds longterm relationships.

Builds a seamlessorganization byinspiring tem tobreak through

boundaries andachieve commongoals. Is aninvaluable memberof any team. Eachinteraction with himleaves the otherperson feelingpositive, warm and



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recharged.

6. Communication Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Distortscommunication orblocks channels,leading tomisinformation

Finds difficulty withcommunications ofa non routinenature. Is unable toidentify or curecommunicationblocks.

Communicatesadequately andconvincingly withthe people reportingto him. Does notalways ensure thatthe communicationflows further.

Inspiring and lucidin speech & writing.Even when dealingwith complexmatters.Communicatesclearly, candidly andshares relevantinformation. Builds

& strengthenscommunicationchannels

7. Commitment Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Puts therequirements of the

personality abovethe requirements ofthe situation. “Whatwill make me lookbetter” over whatwill solve theorganization’sproblem. Createsand spreadsnegative feelings

Does not createsituations damaging

the company’simage but also doesnot attempt tocontain or correctspread of negativefeelings by theothers in his sphereof influence.Focuses onpeople’sweaknesses.

Puts the Company’simage before his

own. Does notattempt to makehimself or hisdepartment lookgood at theexpenses of others.

Has internalized thecompany’s

objectives and doesnot sacrifice themfor his own. Makesa positivecontribution tobuilding theCompany’s image.

8. Creativity and innovation Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Unable toprovidesolutions. Has

Not very creativeand innovative.Comes up with

Evolves creativealternatives with theinvolvement of his

Responsible forinnovations whichhave been



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limited thinkingto developinnovative andcreative ideas.

stereo typedsolutions. Casualapproach to othersideas.

team. Brings aboutchanges andimprovements evenf special efforts isrequired.

successfullyadopted and led tomajorbreakthroughs.Inspires peoplearound him to think

creatively.

9. Speed of response Appraiser Mgmt

1 2 3 4 5 6 7 8 9 10

Does not respond inspite of repeatedreminder

Responds onlywhen pushed / cajoled. Quality ofwork not so good

Responds at hisown but quality ofwork very good

Respondsimmediately andexcellent quality. Lotof warmth and make

people comfortable

Signature of Appraise Signature of Appraiser Signature of ManagementDate Date Date



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Guidelines

Attributes to be used by appraiser to give comments regarding the future growth.

POTENTIAL

1. Leadership1 2 3 4 5 6 7 8 9 10

Weak leadership.Leadership byabdication of

responsibility.

Some guidance anddirection given.Leadership is by

direct instruction.

Effective guidancegiven to action.

Motivates andinspires appropriateaction through his

commitment, hiswords and deeds.Leads by example.

2. Conceptualization

1 2 3 4 5 6 7 8 9 10

Can not understand

anythingcomplicated.Confuses others.Works n anunplanned mannerwhich affects theresults of others.

Requires a little

guidance in dealingwith abstract issuesor areas outside hisown. Morecomfortable withtangible issuespresently at hand.

Conceptualizes and

plans effectivelykeeping theCompany’ overallobjectives in view.Logical approach tocomplex issues

Foresees future

developments bothwith theorganization and inthe environment.Can conceptualize& predict outcomesof pursuingalternativescourses. Isversatile, and canvisualize scenarioseven in areas

outside his ownareas.



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3. Professional competence & quality of decisions

1 2 3 4 5 6 7 8 9 10

Has not acquiredand is not willing toacquire professionalexpertise. Is unableto draw on othershelp. Cynical aboutnew technologiesand decisionmaking aids andhinders them beingin his area

With guidance, isable to analyze thesituation. Not verythorough in area ofprofessionalcompetence and notalways sure whereto get help. Not atease withtechnologies ordecision makingaids.

Has a clearperception of thetask and makes aprofessionalanalysis of thesituation. Knows theright sources to tapfor advice. Uses thelatest technologyand decisionmaking tools.

Has extraordinaryin-depth and up-todate knowledge inhis area ofprofessionalcompetence. Otherslook to him foradvice. Uses andencourages othersto adopt newtechnology &decision makingtools

4. Risk taking and willingness to take decisions

1 2 3 4 5 6 7 8 9 10

Either plays safeand leaves decisionmaking to others ortakes totally random

decisions withoutthought aboutconsequences.Creates confusionand hampersdecision making

Takes routinedecisions. Eitherlooks for seniorlevel confirmation in

uncertain situationsor acts on impulse.

Generally decisive.Sometimes nervousor overconfident inuncertain situations.

Even with limiteddata makes timelydecisions afterevaluating all the

risks Ensures alconcerned areconsulted andinformed.

5. Subordinate development / Process of Empowerment

1 2 3 4 5 6 7 8 9 10

Misdirects the team.Better results wouldhave been achievedby the team in hisabsence.Subordinates tend toget embittered andatrophy under him.

Functions well in theteam but unable tomotivate or lead theteam to higherlevels ofperformance. NoMajor contribution tobuilding his

Delegates,motivates anddevelops his peopleand therebyachieves high teamperformance.Consistentlyimproves people

A builder of men.Inspires zeal inothers about thedivisions and thecompany’s mission,so that his men,without thinking ofthem-selves,



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subordinates. productively. achieve resultsotherwise notthought possible.Owns theresponsibility of thesubordinates action

and decision.

5. Planning and organizing skills

1 2 3 4 5 6 7 8 9 10

Has no planning ororganizing skills anot interested inacquiring the skills.

Is unable to draw onothers help. Cynicalabout planning andorganizing

With guidance, isable to plan andorganize. Not verythorough. Always

unsure. Plans andorganizeshaphazardly.

Has a clearperception ofplanning andorganizing. Has

professionalanalytical approach.Knows the rightsources to tap foradvice.

Has in-depth andup-to dateunderstanding ofplanning and

organizingcompetence. Canforesee the situationand plan inadvance. Proactiveapproach. Otherslook to him foradvice.

To be filled by Appraiser

Potential for future growth Areas of potential management should focus and

identify his/her next growth



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Confidential

Please tick mark whichever applicable:

Confirmation

Increment

Promotion

Manager’s Signature__________ ______________ Date _____________

________

Comments:

Documents

Performance Development and Monitoring Form