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PERFORMANCE MANAGEMENT DOCUMENT Name o the Appraisee Job Title
Name of the Appraiser Job Title
ID #
Date Commenced Service Date Appointed to Job
Performance Discussion Date Performance Review Period
Overall R
Purpose of the Job 4 3 2 1
Sl. KRA
KRA Description
Wt. (%) 10
Sl. KPI
KPI Description
Wt. (%)
5 to 4.99 to 3.99 to 2.99 to 1.99
Performance Assesment
1 2 3 4 5 6 7 8 Weightage total
10
1 2
Page 1 of 15
0
KRA achieved
3 4 2
5 6 7 8
10
Weightage total
0
Weightage total
0
KRA achieved
1 2 3 4
3
5 6 7 8
10
1 2 3
4
Page 2 of 15
KRA achieved
4 4
5 6 7 8
10
Weightage total
0
KRA achieved
Weightage total
0
KRA achieved
1 2 3 4
5
5 6 7 8
10
1 2 3 4
6
5
Page 3 of 15
6 6 7 8
10
Weightage total
0
KRA achieved
Weightage total
0
KRA achieved
1 2 3 4
7
5 6 7 8
30
1 2 3 4
8 5 6
Page 4 of 15
7 8 KRA weightage total
100
Weightage total
0
KRA achieved
PMS outcome of the quarter
Resources Required
Action Plan
Appraisee's comment
Appraiser's comment
Second Appraiser's comment
Signatures: Appraise
Appraiser Page 5 of 15
Second Appraiser
(For Executive & Above)
ID #
Overall Rating
ssesment
A achieved
Outstanding Superior Good (on target) Marginal Unsatisfactory
Rating KPI
Achieved KPI 0 0 0 0 0 0 0 0 0 0 0
Page 6 of 15
A achieved
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 7 of 15
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 8 of 15
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 9 of 15
0 0 0 0
Outcome
Page 10 of 15
Ratings
Criteria
5
Outstanding
4 to 4.99
Superior
3 to 3.99
Good (On Target)
2 to 2.99
Marginal
1 to 1.99
Unsatisfactory
Example:
Rating Key
Rating
Exceeding target (KRAs) by wide margin
5
Exceeding target (KRAs) by significant margin
4 to 4.99
Good - on target (KRAs) Missing the target (KRAs) marginally Missing major criteria
3 to 3.99 2 to 2.99 1 to 1.99
Descriptions
• Results for the period was outstanding • The appraisee consistently and clearly exceeded challenging KRAs and • This was apparent to all in a position to evaluate • A recurrence of this exceptional level of performance may indicate th stretching.
• Accomplished more overall than expected, with a broad record of pos and KPIs. • Performance recognised as contributing extra value during the period •The level of performance expected from an individual fully qualified the required standard.
most major KRAs and KPIs were achieved. •The performance expected of most of employees. •Several key personal results did not match expected levels of perfor •Expect Level 3 (Good On Target) to be achieved during the next cycl •Important KRAs or KPIs missed. •Poor performance across a broad range. •Performance at this level not to continue over more than one cycle •
(Example) >167%
>133% 1 >83% >67%
The SMART principles S pecific S tretching M easureable A chievable A ccepted R ealistic R elevant T ime-framed T rackable
What are performance objectives?
Key Result Areas (KRA) are defined as: The key objectives or goals to be reached The outputs of the job which contribute to o Normally not more than 4-8 in any one perio
Key Performance Indicators (KPI) are defined The activities which will deliver the required what the assessee must do The standards which determine how the job Are an answer to the question: What will we A number of KPIs can be set for each KRA
tives?
ed as: e reached tribute to organisational goals ny one period of time
are defined as: he required outcomes (objectives) –
how the job must be done What will we see as an outcome? each KRA
