PERFORMANCE MANAGEMENT SYSTEM – LEVEL 1

SALES
Name: SHYAM SATHYA Grade: Function:
MANIKANTA

Date of 06-Oct-2019
Designation: KEY ACCOUNT Date of Joining Joining the
EXCUTIVE Group: 06-Oct- Company:
2019

Location: HYDERABAD Appraisal Date of Last

Period:2017-19 Promotion

I.(a) Performance Assessment

S/ Floor Wtge
Performance Objectives Target Achievement Score
No Level (%)

Dimension 1:

FINANCE
2017-2018 69.00 40.00
2018-2019 330.25 296.29 80%

Dimension 2:

CUSTOMER

Modren Trade 210 10

Distributors 5

Institutional 60
Dimension 3:

INTERNAL PROCESS DMS 5

Dimension 4:
5
INNOVATION/HR

Total
(b) Kindly List out :
 factors which enabled / hindered achievement of objectives mentioned
above
 and significant contribution through Task Forces / Cross Functional Teams
etc.

 Factors that enabled achievement of objectives mentioned

 Factors which hindered achievement of objectives mentioned above

 Significant contribution through Task Forces/ Cross functional Teams

 II Competency Assessment - LEVEL 1
Procedure: Given below are Competencies, which are reflective of the means adopted by the employee to
achieve targets. Each competency is described in details with the level descriptors given for rating 1, 3 and
5 below it. For arriving at the ratings of 2 & 4 , the average can be taken based on number of descriptors
reflected in ratings 1,3 &5 mentioned in the table. While evaluating an employee against these
competencies, it is important to give concrete examples or incidents when the competency was
demonstrated/ not demonstrated by the employee. The rating scale to be used for evaluation is:

Rating 1 Rating 2 Rating 3 Rating 4 Rating 5

Average Above average Good Very good Outstanding

Description of the Competency Comments in Support of Rating Rating

Ensuring Uncompromised Quality

The ability to deliver a superior standard of performance
or outcome

Rating 1 Rating 3 Rating 5

• Lacks focus on quality of work • Balances quality of work with the • Identifies deviations from defined
• Does not seek to improve ability to meet deadlines standards and corrects them
performance and quality of work •Occasionally seeks to improve • Implements appropriate
• Lacks consistency in quality performance and quality of work methodologies and processes to
while executing task • Maintains consistency in quality minimize variations
• Never looks beyond symptoms while executing tasks •Always seeks to reduce variances in
to find out root causes of a • Looks beyond symptoms to output standards by monitoring work
problem uncover root causes of problems to closely
be solved • Drives the team to strive for quality
and result excellence
• Is passionate about delivering quality
 Description of the Competency Comments in Support of Rating Rating

Being Process Oriented

The drive to use, improve, develop and manage processes
for better performance and customer satisfaction

Rating 1 Rating 3 Rating 5

• Concentrates only on the results and • Pays attention to factors and • Defines and monitors process
does not pay any attention to the elements leading to the results, efficiency metrics
factors and elements leading to the not just the results • Implements industry best
results • Utilizes existing processes to practices
• Does not utilize existing processes to achieve maximum resource • Is not limited by defined
achieve maximum resource utilization, utilization, cost efficiencies and processes to perform, meet
cost efficiencies and productivity productivity customer and business needs
• Fails to identify tasks or procedures • Sometimes identifies tasks or better
that should be streamlined procedures that should be • Creates / improves processes,
• Does not seek to improve level of streamlined ensuring they are flexible to meet
results at all • Occasionally seeks to improve varied business needs
level of results

Description of the Competency Comments in Support of Rating Rating

Making Things Happen

The ability to turn knowledge into action and vision into
reality; taking ownership and responsibility to get things
done

Rating 1 Rating 3 Rating 5

•Is pessimistic and unenthusiastic • Is positive and enthusiastic • Is determined despite frequent
about the job about the job obstacles
•Fails to take responsibility for own • Takes responsibility for own • Tackles difficult problems and takes
actions and gives up at the first actions and does not give up at personal responsibility for arriving at
obstacle the first obstacle solutions / decisions quickly
•Fails to set priorities and pursues • Sets priorities and pursues • Seeks ways to improve overall team
goals / tasks with low energy and goals / tasks with energy and drive performance
drive • Takes routine decisions without • Takes ownership of corporate
•Delays taking routine decisions delay decisions with energy and
commitment
 Description of the Competency Comments in Support of Rating Rating

Nurturing Your Team

The ability to foster subordinates’ development through
delegation, regular feedback and coaching to develop
their capabilities

Rating 1 Rating 3 Rating 5

•Does not emphasize on a team • Emphasizes a team-based • Provides clear, constructive and
-based approach for accomplishing approach for accomplishing work timely feedback in a manner that
work • Set clear expectations and encourages learning
•Fails to set clear expectations and targets for the team • Supports subordinates in identifying
targets for the team • Uses formal authority and power development needs and creating
•Does not use formal authority and in a fair and equitable manner development plans
power in a fair and equitable • Keeps team informed and up to • Encourages subordinates to take
manner date routine decisions
•Does not keep team informed and • Recognizes and rewards people who
up-to-date achieve outstanding results
immediately

Description of the Competency Comments in Support of Rating Rating

Building Collaborative Relationships

The ability to build, maintain and strengthen
relationships (internal and external) that enables
achievement of desired goals

Rating 1 Rating 3 Rating 5

• Fails to maintain friendly and • Maintains friendly and warm • Clearly states expectations from the
warm relationships with people at relationships with people at work team
work • Seeks information from others • Recognizes the value of sharing
• Is reluctant to seek information (colleagues, customers etc.) that is information within the team; provides
from others (colleagues, customers useful for one’s work inputs, if required to achieve team
etc.) that is useful for one’s work • Acknowledges perspectives, ideas goals
• Does not acknowledge and concerns of others • Encourages diverse view points
perspectives, ideas and concerns of • Provides assistance, information from team members
others and support to others, to build a • Is willing to learn from others
• Fails to provide assistance, basis for reciprocity
information and support to others • Stands firm when presenting own
ideas, but is flexible in listening to
and accepting others’ inputs
 Description of the Competency Comments in Support of Rating Rating

Having A Strategic Outlook

The ability to take a long term view, think on a broad
canvas and plan actions to seize opportunities and
manage risks

Rating 1 Rating 3 Rating 5

• Fails to convert plans into • Converts plans into actionable • Creates plans that are consistent
actionable tasks tasks with functional strategies
• Is present only to the short term • Is present to the long term of • Consistently anticipates challenges
of impact while doing work impact while taking decisions and opportunities that may not be
• Fails to anticipate potential • Anticipates potential challenges or obvious
challenges or opportunities opportunities • Understands the organization’s
• Has a superficial understanding of • Has an in-depth understanding of strengths and weaknesses in
competitive products / services in competitive products / services in comparison to competitors
the marketplace the marketplace • Aids strategy planning by
• Is not cost and revenue conscious • Is cost and revenue conscious providing information / insights from
the marketplace
• Uses cost benefit thinking to set
team priority

Description of the Competency Comments in Support of Rating Rating

Challenging Status Quo And Innovating

The drive to identify fresh approaches, new imaginative
ideas / insights, processes, products or services to
improve organizational performance

Rating 1 Rating 3 Rating 5

• Does not approach peers / • Approaches peers / manager to • Makes changes to existing work
manager to identify new identify new approaches / ideas to methods to improve performance of
approaches / ideas to work work methods self and team
methods • Uses insights gained from • Is unafraid of making mistakes and
• Fails to use insights gained from peers / manager to recognize encourages the team to take risks and
peers / manager to recognize opportunities or solve current try new methods to simplify
opportunities or solve current problems processes / improve performance
problems • Keeps self updated on new • Keeps the team updated on new
• Does not keep self updated on trends and attempts to implement trends and ensures its implementation
new trends it in his area of work • Selects and executes ideas that are
• Fails to think laterally • Thinks laterally feasible
 Description of the Competency Comments in Support of Rating Rating

Keeping Customer At The Core Of Every

Action
The ability to proactively understand the customer’s
stated and underlying needs and the drive to go beyond
what is required in order to meet or exceed customer
expectations

Rating 1 Rating 3 Rating 5

• Fails to understand customer • Understands customer needs / • Establishes mutual expectations

needs / requirements requirements and is focused on with customers
• Hardly interacts with customers meeting them • Addresses customer’s expressed
• Fails to respond to customer • Interacts with customers, and implied needs
feedback / requests / issues raised whenever required • Drives the team to put in extra
• Fails to develop a credible • Is responsive to customer effort to meet customer
relationship with the customer feedback / requests / issues raised commitments
• Develops credible relationships • Gains customer’s respect, trust
with the customer and builds a long lasting bond with
them

III Overall Assessment

( a)Performance Rating: Ref - Sec I (a) & II
(1) For GM & above grades –

Final BBSC Score =

(2) For Below GM grades -

For executives below GM grades, 80% weightage will be on BBSC score and 20%
weightage will be on Competency Scores for arriving at the final score.

- Weighted BBSC Score (BBSC score out of 100 X 80%) =

- Total of Competency Score (out of 40) =

- Weighted Competency Score (Total of Competency Score ÷ 2) =

Final Score = Weighted BBSC Score + Weighted Competency Score

Expressed in %age terms

Signatures: FINAL SCORE

_______________
Appraiser

(b) Training & Development Plan: Ref Sec II

Functional Needs:
(immediate job requirements)

General Management / Behavioral:

(c) Employee’s view on Performance Assessment

Signature of Employee:

(d) Comments of Reviewer on the Appraisal Process

Signature of Reviewer

IV (a) Career Aspirations (to be completed by the employee)

a) Describe the areas which interest you in your work. Highlight your career aspirations and the jobs you would like to
move to in the near future (in the Company / across other Companies in the RP-SG Group)

Time Frame Career Aspirations

Ready Now
1 –2 years
3 – 5 years

b) Mobility constraints if any :

Highlight any other concerns/ issues/ suggestions, which you would like your superior to be
aware of;

Name of Employee: ________________ Signature: ________________ Date: ______

IV (b) Career Recommendations

1. Summarize the employee’s ability to shoulder other responsibilities (within Company / Group). Please give
details about the proposed responsibilities, the time frame for movement and elaborate with reasons for
recommendation.

Time Frame Details about Responsibilities / Reasons for Recommendation

Ready Now

1-2 years

3-5 years

2. Succession Planning

Time frame in which they will be ready

Successors who can replace the incumbent
Ready Now 1-2 years 3-5 years

XYZ

1. Appraiser ________________ ________________ ______________

Name Signature Date
2. Reviewer ________________ _______________ _____________
Name Signature Date