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'The EPMS is designed to be a Year-round partnership between employees and
supervisors of the Operations Department of the Bank in planning, monitoring, and
reviewing job performance. The EPMS takes into consideration not just employees'
performance factors, but also performance results. These performance factors are similar to
the factors that were used to evaluate performance of all the employees in the Bank.
EPMS Objectives
In developing the performance evaluation system, thought was first given to what the Bank
wanted from e system. Objectives were identified after a review of the HR system and
employees/ supervisors inputs. The objectives provide a sense of direction and a road map
for what needs to be accomplished and a feeling of satisfaction when they are achieved.
Following is a list of objective identified as important in the evaluation system for NIC Bank:
I. Fairness and acceptability to employees
Employee awareness to the evaluation process is viewed as critical to system success. All
employees must receive information/orientation to the system.
2. Improved communication between supervisor and employee
Performance planning between the supervisor and employee regarding job duties and
performance expectations is required in the evaluation system. This planning will foster greater
understanding of what is expected of employees in the performance of there jobs. Such
understanding may help employees gauge there own work progress, develop self-confidence,
and improve overall job performance.
Mandatory coaching and feedback by the supervisor prior to the annual evaluation
Two interim reviews are required during the annual performance period. At each of these
reviews, the supervisor must inform the employee of his/her work strengths and areas needing
improvement. The interim review meetings provide the opportunity for emp loyees to discuss
problems and concerns prior to the ann ual evaluation.
Consistency and uniformity throughout the department of the Bank Each of the branch's
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departments must use the same evaluation form. All employees are evaluates and rated on
individual performance based upon job related factors.
5. Improved productivity enhanced quality, continuous improvement and employee
development
When used properly, the system helps employees more clearly understand their job duties and
expectations. A good understanding of the required performance along with effective coaching
and feedback can translate into improved producti vity, enhanced quality, continuous
improvement, and employee development.
6. Required supervisor training on the per formance evaluation system
All supervisors must complete training on the evaluation system prior to completing
evaluations on employees. This will help to ensure that evaluations are completed properly and
used in a positive rather than a negative manner.
-Provides a permanent record of performance
The annual evaluation form and supporting documentation shall be a permanent record of
performance that shall be included in the employee's personnel file. This record shall be
considered in determining salary advancements, pr omotions, disciplinary actions, and fordevelopmental needs. The documents can also be used to make hiring decisions involving
employees who want to transfer to their branch/ department.
EPMS Principles
1. Performance management is a shared commitment to high performance
2. Performan ce manag e ment balanc es autono my and accountabil ity at the individual
and organizational levels.
3. Effective performance and continuous learning should be encouraged and supported
E P M S P o l i c i e s
1 Proactiv e man agem ent of perfor mance by plannin g perf ormance results based
on organizational/departmental goals and strategies
2. Active invol vement of and constru ctive coll aborati on betwe en supervisor and the
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employee in all aspects of performance
3. Both output and attribute-based
4. Employees receive ongoing information about how effectively they are performing
relative to expectations.
5. Rewards based on employee performance distributed accordingly;
6. Identification of opportunities for employee development; and7. Addressing of employee performance that does not meet expectations
Benefits of EPMS
For the supervisor, this system will provide opportunity to:
y focus on the objective of the unit
y define employee performance expectations
y have 'quality time' with their staff to discuss matters affecting work, performance and
development away from the hustle and bustle of everyday working life
y counsel and advise the employee
y build closer working relationships based on mutual trust and respecty make objective personnel decision,
For employees, the system will help employees to:
y understand the priorities and expectations of the supervisor
y participate in their own career and development
y understand their work strengths and weaknesses
The system will benefit the NIC Bank through the following:
y integration of individual, team and corporate objectives
y development of more highly motivated employees
y
stimulation of enhanced productivity and service to its customersy maintenance of a more equitable and highly objective personnel System
ConceptualBackground
What is Performance Management?
Performance Management: the means of getting better results from the
organization, teams, and individuals and understandin g and managing performance
within an agreed framework of planned goals, and standards. It is based on simple proposition
that the peopleknow and understand what is expected of there, and have been able to
take part in forming those expectations, they can and will meet them.
This report will give some sense of the overall activities involved in employee
performance.
Performance Management Model
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Performance management is a systematic process of improving organizational performance
by developing the performance of individuals.
Fig 1: Performance Management Model
Using the objectives, principles and policies, we have developed a model of performance
management as on ongoing process to include the following components:
Performance Planning: A dialogue between a supervisor and employee to establish clear,
specific performance expectations at the beginning of the performance cycle.
Performance Maintenance: A process of ensuring that the performance plan (targets and
actions) is acted on and the required results produced; giving employees necessary support
and creating the appropriate conditions for them to be able to deliver the required results.
Performance Review: A summative two-way discussion and written documentation
focusing on employee performance: areas of excellence, goals for improvement and
development needs.
PerformancePlanning
Performance
Maintenance
Performance
Reviews
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Role of Supervisor, Employees and Reviewer in E PMS
Several people share the responsibility in the performance planning, maintaining, and
reviewing involved in the performance management. Following are descriptions of the roles
played by various people:
Supervisors Role
Planning
y Explain the employees how they help the organization achiev e its
organizational goals and objectives by serving its customers.
y Work with the employees to define their work and expectations
about their work and why.
y Let the employees know they are responsible for taking an active
role in managing and assessing their performance throughout the
year.
Maintenance
y Monitor the work activities by periodically checking on the progress
and quality of work output of the employee.
y Address factors that either help or hinders effective work
performance and design tracking tools or monitoring strategies as
may be needed.
y Provide frequent informal coaching. Point out the good work that
employee is doing. Help the employee whose performance is lagging
to bring their work up to satisfactory level.
y Identify ways that the employee can develop and improve, and work
with the employee to create development plans. Ask the employee
for suggestions, so that they are encouraged to take an active role.
y Promptly communicate new opportunities and changes that affect
the employees work. Indentify observable actions that the
employee should take so that the suggestions are concrete and canbe implemented.
y Make informal notes (perhaps on a calendar or on a diary) when the
employee does a good job, follow through on development plans or
have problems doing so.
y Keep track of praise and complaints from customers regarding an
employees work.
Review
y Put together all saved notes or documents about the employees
performance and asses their performance during relevant period.
y Ask the employees for feedback about how they performed during
the year. They may remind the supervisor of particular instances of
good performance or problems outside their control that hurt theirability to do their job well.
y Complete appraisal form, and then discuss ratings and comments
with the employee.
y
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Employees Role
Planning
y Meet the supervisor at the beginning of performance period.
Discuss performance factors and how they fit into the organizations
goals for successful operations. Suggest on how to improve the
description of the same.
y Ask the supervisor until it is clear what is expected. Tell the personal
views about the same to the supervisor so that to clear up any
possible misunderstanding about what is expected.
y Discuss customers expectations the supervisors priorities, budget
and anything else you can think of that relates to getting the job
done.
Maintenance
y Take responsibility for continuous performance improvement and
development.
y Make plans and follow through to meet performance standards.
y Ask for performance feedback with supervisor periodically. Consider
the feedback as suggestions and not personal criticisms. Try to
follow on suggestions for improvement and development of new
skills.
y Talk to supervisor about progress as well as any obstacles to
improvement, so that the supervisor can help eliminate if any.
y Make a note about performance objectives and performance factors
when done well, so that the supervisor knows about the
accomplishments
y Request a brief meeting with your supervisor, if needed to ask for
direction and refresher discussion on performance standards.
y Occasionally re-read the performance standards that were discussed
in the Planning meeting at the beginning of the year.
Review
y Monitor the performance by asking others to tell about the work
and keeping notes of progress.
y Prepare for the review discussions by collecting the notes on
performance.
y Participate in the review meeting by showing the supervisor the
notes made about accomplishments and by suggesting things that
might be helpful during next working period.
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CHAPTER2
2.Performance PlanningDialogue between a supervisor and employee to establish clear, specific
performance expectations at the beginning of the performance cycle
2.1. Definition and ExpectationsPerformance planning is the first step in the Performance Management process. It is a
dialogue between a supervisor and an employee to:
y Establish and agree upon performance expectations,
y Clarify what the employee will be evaluated on, and
y Set the stage for ongoing feedback and coaching throughout the year.
In the EMPS, it is expected that the supervisor and employee will engage in a performance
planning discussion at least once annually; ideally, performance planning should occur at any
point in which performance expectations change. It is suggested that the supervisor document
the agreed-upon expectations and make a copy for the employee.
During the planning phase, the supervisor and employee will fill out Annual Performance
Plan Form, the sample form at which can be focused in the Annexure of this handbook.
2.1.1. Performance Planning procedures and practicesPrinciples and Guidelines
1. Performance plan should be based on an analysis of past performance and an assessment
of future demands (new skills to be acquired, new tasks for the role holder, and changes
in the role or scope of the function).
2. Performance plan should be developed and put in place within 30 days of the beginning
of the appraisal period/fiscal year, the employees entrance on duty, the assignment of an
employee to a new position, or their assignment to a new or different supervisory
position.
3. If the supervisor makes changes to the plan, a new plan must be put in place, allowing the
employee a minimum of 90 days under the new plan before a rating may be assigned.
4. Supervisors/managers should encourage employees to participate in establishing the
performance plan for their position. This can be accomplished as follows:
a. Employee and supervisor jointly developing the performance plan;
b. Employee providing the supervisor with a draft plan, or
c. Supervisor/rater providing the employee with a draft plan
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5. Plans should set out clear objectives to be achieved by the individual with whatever
support is required from managers/supervisors.
6. The plans indicate the success criteria how the individual and the supervisor will know
that the desired results have been achieved.
7. Employees should be empowered to the maximum degree possible to implement the
plans.
2.2. Performance goal setting structurePerformance Measures
Performance measures are indicators of performance that measure whether and what extent the
objective has been achieved.
Performance Goals/Targets
Performance goals are the planned output or results to be achieved within a given period of
time. These are number or some kind of measurement unit placed on performance indicators.
They must be specific, measurable, achievable, realistic, and time bound (SMART). It must be
consistent with the organizational goal or persons job. Performance goals are to be defined
and agreed. They will relate to the overall purpose of the job and define performance areas- all
the aspects of the job that contribute to achieving its overall purpose. These judge the
performance of employees an successful or unsuccessful and degrees of their contribution to
the organizational goals and objectives.
Alongside objectives are performance standard. They are used when it is not possible to settime-based targets, or when there is continuing objective which does not change significantly
from one review period to the next and is a standing feature of the job. These should be spelled
out in quantitative terms if possible, for example, speed of response to requests or meeting
defined standards of accuracy.
Principles and Guidelines
1. Performance goals/targets will be a benchmark to help the supervisor determine the
employees ratings at the Year-End Review.
2. These will help the employee know what is expected and will tend to make the reviews of
job performance easier.
3. The supervisor and employee may draft quite a long list of job-related duties. If so, try
grouping similar tasks into categories; several activities or tasks may be put into one
group if they involve a similar method, technique or process.
4. There may be any number of Key Results Areas between one to five or six depending
upon the nature of the job.
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1. Performance indicators must be focused on results and include credible measures such as:
y Quality, addresses how well the employee or work unit is expected to perform the
work and/ or the accuracy or effectiveness of the final service. It refers to accuracy,
appearance, usefulness, or effectiveness. Measures can include erroprates such as the
number or percentage of errors allowable per unit of work and customer satisfaction
rates (determined through a customer survey/feedback).Examples:
- Fills out standard forms with less than a 2% rejection rate.
- Submits type a reports with no typing errors or conspicuous corrections to thesupervisor within two business days at least 90% of the time.(Combination of Quality and Timeliness)
y Quantity addresses how much the employee or work unit is expected to servicesexpressed, or as a gene al result to achieve.
Examples:- Opens at least 10 accounts within 2 month of the beginning of next appraisal
period.
y Timeliness addresses how quickly, when, or by what date the employee or work unit
is expected to produce the work.
Examples:
- Files required documents with one business day of receipt, with no more than 1%
(Comb of Timeliness and Quality.)
y Cost-Effectiveness addresses, rupees savings or cost control. These should address
cost- effectiveness on specific resource levels and measured. Cost-effectiveness
measures may include such aspects of performance as maintaining or reducing unit
costs, reducing the time it takes to produce or provide a service, or reducing waste
Examples:
- Manages the budget while considering the availability of employee and time
constraint.
2. To develop specific measures, the raters must determine which of the above general
measure (s) are important for a given element, and then determine how to measure it.
3. It is important to avoid vague phrases such as ''as soon as possible '' ''kept to a
minimum'' and '' most of the time.'' With specific guidelines, the employee knows
exactly how they should be doing their jobs, and the supervisor can determine at the
end of the year whether the employee has earned a rating of'' Acceptable''.
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4. While discussing the KRAS, the supervisor should write the statements at the level of ''
Good''. But the supervisor and employee should discuss what it would take to earn a
rating of Very Good or above, as well as what would trigger a rating of ''
Unsatisfactory"
2.2.Explaining Performance FactorsPerformance Factors are the general factors that influence the overall job performance
.These are sometimes called as Behavioral Factors. Unlike previous countrywide systems
for performance appraisal, the EPMS takes into consideration not just employees' key
result areas, but also a set of fifteen factors that influence their performance that are being
used by the Bank to rate employees' performance. For many employees, these Behaviors
may seem familiar, as they were chosen to reflect performance factors that the Bank has
included in its own evaluation systems for years. These factors are given a weight of
20% of performance evaluation.
All performance factors are assigned equal weights and weights of all performance
factors contribute 100% and that are to be used to calculate overall performance factorrating in the performance review phase as explained in the later section.
As mentioned earlier, the following fifteen performance factors will be rated under the
section C of the annual performance plan from (refer to annex 1):
1. Job Knowledge: The extent to which the employee has clear understanding factors
and factors pertinent to the job.
2. Production Level: Volume of acceptable work output against job requirements.
3. Quality Level: The extent to which the employees work exhibited thoroughness,
promptness, neatness and accuracy.
4. Leadership: Delegation of authority, ability to motivate and maintain a productive
unit, staff with performance feedback on a continuing basis.
5. Performance Under Pressure: The ability of the employee to be composed, be in
good treatment, willing to put in extra hours when required, making minimal
mistakes when working under pressure, able to deliver under time constraints.
6. Work organization: the ability of employee to be organized, disciplined and
priortize work
7. Initiative: amount of initiative the employee exhibited in seeking increased
responsibilities self-starting, unafraid to proceed alone.
8. Communication: the ability of employee to express clearly writing and orally, to
be a good listener, and to influence others
LEFT TO BE DONE (Page 19)
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Chapter 3
Performance Maintenance
A process of ensuring that the performance plan (target and actions) is acted on and the required
results produced: giving employees necessary support and creating the appropriate conditions for
them to be able to deliver the required results.
3.1 Definition and expectations:
Performance Maintenance involves keeping track of the progress of employee on job areas, and
development plan and according to which s/he prepares supervision plan on quarterly basis. The
supervisor should provide necessary resources and supports essential for good performance as well
as diagnosing performance problems and addressing them in time. Supervisors are also expected to
provide ongoing consistent feedback, both positive and constructive. Its also important for them
supervisor to have many opportunities to observe, encourage and direct employee.
Currently, each branch of the bank conducts a weekly meeting regarding the progress of operations
that branch however; the meeting does not highlight the progress of work achievements of each
employee in each department. Therefore, in the EMPS, if is expected that supervisor will conduct
informal coaching throughout the year. The amount of time elapses between coaching sessions can
be irregular, but these sessions should be frequent enough that the supervisor and employee are
exchanging regular feedback.
3.2 Progress Reporting and Discussion:
The first part of Maintenance is to keep track of the progress of employee on job areas in order to
see how close the actual performance is to the standards discussed during Planning. The supervisor
needs to schedule the progress reporting and discussion.
Principles and Guidelines:
1. The progress reporting must be done on quarterly basis.
2. The brief session to review the progress identify problems and needs for correction and
improvement should be conducted and the feedback session between the supervisor and
the employee must be completed by the end of each quarter of the performance year.
3. The discussion on feedback session will mainly on the achievements against the work plan
and any deviations from the plan.
4. Any development needs or support in part of supervisor will also be discussed and agreed by
both the parties.
5. The Progress Reporting Form the previous quarterly must be completed by the employeeand his//her supervisor jointly referring to Annual Performance Plan by the first week of
next quarter of the performance year.
Supervisor may collect information that may be helpful for discussion on progress of employee
against set standards through.
y Observation- Observing employees while they perform day to day activities.
y Written Material- Any form if written materials that the employee creates, generators
or reviews, such as letters, report or, forms that are used as part of the job.
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y Notes from Customers- the supervisor should keep a copy of any notes that customers
have written about the employee. These notes may be part of a system of monitoring
the services being provided, or they may be specific to a situation.
y Supervisor s own notes: If the supervisor notices an accomplishment or a problem, but
doesnt have the time at the moment to have a brief Coaching session, the supervisor
may write a note and put it in a file to refer to later.
3.2.1 Preparing for Coaching Session:
An accomplishment or a problem can provide good reasons for a coaching session.
Sometimes, both will be discussed. Coaching session is a good chance for the supervisor to
offer a verbal part on the back..The supervisor also may want to point out how the
accomplishment related to goals or expectations discussed at the beginning of the year.
A problem that is discussed during a Caching session might be correct before the formal
evaluation meeting. A supervisor may use the time to talk with the employee about some
short term goals towards solving the problem. Then a follow-up Coaching session may be
held to acknowledge if the goals are met or if there are uncontrollable factors that are
keeping the employees from correcting the problem.
Because they are informal, most Coaching session do not require a lot of preparation. If it
has been several weeks since the last session, the supervisor may want to do the following.
y Review the employees key Result area and its areas of observation, and
performance standards on the Annual Performance Form.
y Read notes you have written to yourself after observing past performance.
y Make notes on the topic to be discussedthe accomplishment or problems that
need to be discussed.
After each Coaching session, the supervisor might like to make a note of the
accomplishments or problems that were discussed because the employee may mention
things that may not have been in the supervisors notes. These notes can help the supervisor
prepare for the next Coaching session and complete the Annual Appraisal Form at the end of
the year.
3.2.2 During a Coaching Session:
What causes employees to perform poorly or fail to improve on the job? A common cause is
a lock of feedback. For some supervisor, it is difficult to talk about problems that employees
are having in the workplace. For other supervisors, parsing employees doesnt feel natural.
All kinds of feedback are important ,and sometimes a supervisor underestimates the
importance of regularly talking to employees about their work .Employees need to know
what theyre doing right and they need to know to know what they must do to correct any
problems theys having on the job.
Sometimes a supervisor can help an employee improve their performance by talking about
the gap between actual performance and the expectations about performance .If the
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employee understands how the actual performance isnt meeting the expectation they can
ask what they need to do improve.
3.2.3 Steps to be followed by the Supervisor during coaching session
1
.
Review theK
RA and areas of observation, Performance standards, Performance Factors,and (if available) the annual development plan written during the previous years Year
End Review.
2. Review what is expected in terms of progress on the KRA and Performance Factors.
3. Share information that has been gathered regarding the employees performance. The
gap between actual and expected performance should be discussed.
4. Ask the employee what the supervisor can arrange in terms of training equipment or
assistance to help them improve their performance.
5. A schedule for following up on employees progress in the future may be decided.
6. If the employee seems to be heading towards a rating of Acceptable, the supervisor
should suggest ways that the employee could help themselves.
7. Show support and express confidence in the employees ability to improve performance.
8. Acknowledge improvements and accomplishments. Praise gradual improvements.
Based on the supervision recruitment for improving the performance of employees
discussed during the Coaching session, the supervisor need to prepare the supervision plan
that is discussed in the following section.
Supervision Plan:
The next step to performance coaching is to prepare supervision plan for the employee
based on the quarterly progress report.
Principles and Guidelines:
1. The supervision plan must be prepared quarterly within five consecutive days after
completing the progress reporting by the supervisor on the basis of quarterly progress
report and decisions made on feedback/progress reviewsession.
2. The Annual performance Plans of the employees working for the supervisor is the basis
of preparation of the plan.
3. The supervisor must properly document the plan.
4. The role of HR Manager will be to facilitate the activity of performance supervision.
5. The HR Manager should also train employees and supervisors on carrying out the
activity.
3.3.1 Steps to be followed by Supervisors in Supervision Plan
Step 1: Go through the performance standards/plans of the employee, recent quarterly
Progress Report and decision made on feedback session before preparing the
supervision plan.
Step 2: Implement the plan
Step 3: Properly document the plan for future purpose
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Form Design:
Please refer to ANNEX 3 for supervision Plan Form and necessary guideline for
completing the form
3.4 Performance Problems
In most situations employees perform up to expectations. This, however, is not always
the case. Sometimes employees will have performance problems and it is thesupervisors responsibility to take act on to help the employee gets back on track. The
performance problem is critical aspect of effective performance management. Many of
the times supervisor jump into conclusion that poor performance is the result of
deficiencies in personal trait or a bad attitude of which is not always the case.
As part of the Coaching process a supervisor needs to know what is causing the problem.
How the problem is handled depends on the underlying causes:
Lack of ability /Skill- An employee may not be performing up to expectations because
they dont have knowledge, skills and abilities to do the work. The supervisors may need
to create a development plan that includes special training, extra coaching and classes.
Obstacles- an Employee may not be doing well because they are discouraged or facing
some sort of barrier .The supervisor will need to
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Performance review
A summative two-way discusson and written documentation focusing on employee performance:
areas of excellence, goals for improvement and development needs.
Definition and expectations
performance reviw is an extremely important component of the performance management process.
It is the planning session and continued all year with the coaching sessions. It is the discussion
between the supervisor and the employee regarding:
y Where performance exceeded, meet or fell below expectations,
y The learning and development needed and received,
y Goals that were set and achieved by the employee, and
y Feedback from others affected by the employees performance.
In the EPMS it is expected that every employee will receive, at minimum, an annual review that will
be discussed, documented and filed within the department/unit.
Principles and guidelines
1. Reviewing is about evaluating the successes, failures and obstacles that have occurred.
2. The performance review should take place twice during the year. During mid-year review,
performance is reviewed writing down the comments in any kind of form (your department
may encourage documentation associated with the mid year review, But the EPMS doesnt
require it.3. After then supervisor, employee and reviewer will sign and date the record of
meetings/discussions section of the record of meetings/discussions form.
4. During the year end review, results and ratings are recorded. The year End review leads
into the next years planning phase, with the creation of a development plan.
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5. The mid-year review should be seen as a more formal meeting than a coaching session, but
without the year-end review element of writing down ratings and comments.
6. Both review sessions should be treated as contribution of the partnership that began
between the supervisor and employee during the planning phase.
7. The supervisor should separate the rating of the work from any personal judgments about
the person.
Year End Performance Appraisal
Purpose of the performance appraisal
y To evaluate employees performance against the set standards
y To identify areas of training and development if actual performance is below the set
standards
y To encourage employees to identify career objectives and training needs
Principles and guidelines for performance appraisal:
1. Performance evaluation is normally carried out once in a year from the joining
date. The supervisor takes this opportunity to freely and unbiasly evaluate
performance of his/her sub-ordinates.
2. There should be separate performance evaluation forms for M1 and above
and G6 and below level
3. HR forwards the appraisal form mentioning the appraisal due date, addressing
the concerned employee and supervisor. Each employee must be given enough
time for preparing for evaluation and gathering evidence of his/her
achievements and success during the period.
4. The supervisor should communicate the time and date of the appraisal interview
to the employee whose performance is being evaluated.
5. Evaluation must be done on the basis of rating scale as provided in the
evaluation form. Following are the categories of performance that must be used
to rate employees:
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y Excellent (E)
Consistently far exceeds the requirements of the job. Exceptionally high level of achievements
/performance consistently displayed.
y Very Good (D)
Exceeds the requirements of the job at most of the job at most of the times. Very high level of
achievements /performance consistently displayed.
y Good (G)
Meets, an average, the requirements of the job but frequently exceeds the requirements. Good
level of achievements /performance consistently displayed.
y Satisfied (S)
Meets the requirement of the job there is room for improvements. Continuous average level of
achievement/performance and occasion above average performance displayed.
y Unsatisfactory (US)
Fail to meet the requirement of the job. Below minimum performance standard.
Justification:-Employee who is not able to perform according to his/her job should be rated as
Unsatisfactory.
6.
Performance evaluation must be done on the basis of performancestandard/goals or responsibilities set at the beginning of the fiscal year. Such
performance standard must be set after the formal discussion between the
supervisor and subordinates and are written in performance management
contract or annual performance plan form. The contract must be then kept in
the staff members personal file.
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.
7. After the initial discussion of performance with an employee and before
communicating the performance rating to him/her, the supervisor must first
discuss the same with manager.
8. If the employee is to be rated excellent or very good, the same must first be
discussed with the manager before informing him/her about the rating.
9. Once the employee and supervisor agree upon the performance rating, appraise
then prints the form which is signed by the appraiser, appraise and the reviewer
then only rater has the right to appeal on agreed rating.
10. If the employee is not satisfied with the grading after the supervisor has
explained about the rating, they can send a immediate memo to the immediate
supervisor (reviewer) of the rater. Normally the reviewers rating will be the final
rating but the employee is still unsatisfied with the reviewers rating, employee
can file an application with the written evidence of their achievements to the
CEO.
11.salary increment of the employee is done according to the rating of the
employee in the APR.
Excellent:
Very Good
Good:
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Satisfactory:
No increment.
Unsatisfactory:
No increment.
Justification: The salary increment is applicable from the next month of the appraisal.
12.Performance rating and salary increment of the employee is sent by the CEO
through HR committee to each and every employee. One copy of this letter is
kept in the employees personal file.
13.Career Development:
i .at the time of performance review, the training on enhancing the performance
capabilities and career development of the employee should also be discussed.
ii. During the review or at any other time, if employee is not performing according to
the standard, the supervisor should discuss the performance with employee and
make appropriate action plan to manage the poor performance. The employees
evaluation should be done in a periodical basis until his/her performance is
improved.
iii. If the performance of the employee is not improved even with the suggestion
from the supervisor and appropriate training then the employee is offered another
suitable post and department. But if, the organization cannot provide the
appropriate post then organization has full right to demote or dismiss the staff.
iv. Every employee should continuously discuss their performance with their
supervisor and should improve on their poor performance.
v. Every employee should try to enhance their capability and develop their career.
For this reason employee should do various kinds of job. Work on various
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departments and attain informal and formal trainings, academic education and self
reading. Details about the additional academic qualification and vocational skills
should be submitted to the HR department.
14.Promotion
y Normally promotion is valid in these condition:
1. If there is vacancy due to resignation of the staff
2. if vacancy is created for the banks branch expansion, restructuring ,new job
schemes etc
3. if there is need identified for more skilled employee for the job during the
evaluation of the job post
4. if the employee has been doing job which has more dimension and value than hispost and has capability to do the job.
y For promotion, the value of the post should be increased
y For promotion of any employee his/her capability ,maturity, self confidence should be
considered
y HR committee will meet in every month to discuss on the job review. From the job review, if
it is identified that the job requires upper level employee then, recruitment can be done
through promotion, transfer or external recruitment. External recruitment is only done
when there are no eligible internal candidates
y If any job is re-evaluated or there is promotion, CEO grants it according to the rights given to
him by the management committee. If the promotion or re-evaluation is beyond CEOs
authority. Board credit and management committee approves it.
y Human resource committee keeps the employee in probationary period for some time
before confirming in the new post. The confirmation is based on the performance evaluation
of the employee in probationary period. The probationary period will be for 6 months.
y In the six month probationary period the employee is given average basic salary of the
promoted post and the incentives associated with the post. The salary that the employee
receives on the promotion post will be more than the salary of the post before the
promotion. If it is less then necessary reconciliation should be done.
y After the probationary period is over, the employee is given the basic salary and incentive of
the promoted place.
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y Besides for the internal requirement and approval from the upper level, to become eligible
for the promotion an employee should work on one post for at least 2years.
Rating the performance factors
The supervisor should look at the examples of the performance factors given in the planning section
of the hand book.
y Leadership doesnt have to be rated: because some employee will have no opportunities to
show leadership on the job, this factor can be checked as non applicable. Leadership is
rated only for employees who are in leadership roles. The supervisor and employee should
have discussed in the planning session whether it would be rated at years end.
This is included in section C of the Annual performance review form. Each of the performance
factors is assigned equal weights. Since all the performance factors may not be applicable to
some job position, weight must be assigned by dividing 100% total number of performance
factors to arrive at weights to be assigned to each performance factors.
Overall performance factors rating
The overall rating is based on the total scores obtained from performance factor rating. The
employees overall performance factor rating will be indicated in the section C of the annual
performance review form by the supervisor. The overall weight of the performance factor rating
is 20%.so, the point of the overall rating must be multiplied by the overall weight to obtain
overall performance factor rating.
Over all performance rating:
After the over all performance factors have been rated, the supervisor should now rate the
other tasks performed by the employee. The overall weight given for his/her rating is 10%. The
rating for other tasks must be done accordingly similar to the way described as above. Finally,
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the supervisor should now arrive at an overall performance rating in section E. overall
performance rating is the sum of rating given in the section B,C and D.
Development Plan
Before holding the year-end review, the supervisor can fill out the two spaces in section f of the
performance review form, which is labeled as development plan. In the first space, the
supervisor should write about the weakness found in the skill, knowledge and appropriate
behavior. In the next space, the supervisor should suggest appropriate training and development
activities, which will improve the staffs performance.
If the employee has deficiencies, part of the development plan should be a list of corrective
actions that will help eliminate the problems. Whatever plans are listed in this space can be
carried over to the next years appraisal period.
Preparing for the review sessions
For either of the review sessions (mid year,year end) supervisor should follow the following
guidelines:
y It should be based on the input of the employees superiors, top manager (branch manager),
and the individual employee himself/herself.
y The supervisor should keep a written log or journal through out the appraisal period in
which he/she should enter detailed accounts of individual performance-good or bad-against
the set performance standards for use at review time.
y The Review should be a two way process, the supervisors should let the employee talk about
their own performance and problems. Then the supervisor should determine whether they
have a realistic assessment of their own abilities.
y Supervisor should be fair, should give honest criticism when necessary. Most employees do
not want a meaning less part on the back. They want to know where they stand and how
they can improve. The supervisor should encourage the employee to talk .should ask open-
ended questions such as, what do you think we can do to improve the situation?
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y Supervisors should listen carefully what the employee is saying so that they do not feel that
management doesnt care what we think
y The supervisor should discuss written appraisal with the employees and compare his/her to
theirs. He/she must also determine employees believe the supervisor is fair. The employee
doesnt have to agree with the supervisor 100% but if he/she strongly disagrees, they are
likely to be less motivated to improve performance. It is worth exploring the reasons for
disagreement.
y The supervisor should be direct and specific and speak in terms of objective work data.
He/she should use examples such as absences, tardiness, quality records ,inspection
reports, waste, orders processed , productivity records, materials used, consumed,
timeliness of tasks or projects, control or reduction of the costs, number of errors, cost
compared to budgets etc
y The supervisor should keep the review focused on employees performance.
y Supervisor should base judgments on observable behavior, not general opinions or
impressions. Even when rating personality or character traits, he/she should use specific
examples of such traits in actual practice on the job.
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