Kpi Format

PERFORMANCE MANAGEMENT & DEVELOPMENT SYSTEM (PMDS)

- STRICTLY PRIVATE & CONFIDENTIAL -

GUIDE TO USING THE PMDS FORM

PMDS CYCLE

ENCOURAGING PROGRESS ♦ End-year review ♦ Continuous progress and development

ESTABLISHING DIRECTION ♦ Key result areas ♦ Objectives ♦ Competencies ♦ Development plan ENSURING SUCCESS ♦ Tracking ♦ Feedback ♦ Coaching ♦ Mid-year review

Stage 1: Planning & Establishing Direction






Part 1 – Key Responsibilities Agree on Key Result Areas (KRAs). Agree on Objectives for the year / review period Agree on the Tracking and Measurement mechanisms






Part 2 – Key Competencies Agree on key competencies to support objectives in Part 1. Ensure understanding of key behaviours for each competency as per the Competencies Dictionary Agree on the Tracking and Measurement mechanisms






Part 3 – Individual Training & Development Plan Review last year’s training and development activities Agree on competencies to be developed Agree on training and development activities to be implemented for each competency

Stage 2: Tracking to Ensure Success (Mid-year Review)




The appraiser and appraisee to meet and review progress at mid-year Both parties to provide records and examples as feedback to track performance of appraisee Identify and document issues or areas to be developed for the next review

Stage 3: Reviewing to Encourage Progress (End-year Review)





-1-

Provide records, examples and actual results for each objective Discuss status of each objective Focus on improvement action plan for next year / review period Agree on the rating for each objective by consensus

APPRAISEE INFORMATION NAME

STAFF NUMBER

DESIGNATION

GRADE

COMPANY

YEARS IN CURRENT GRADE

DIVISION

YEARS OF SERVICE

APPRAISER INFORMATION NAME

DESIGNATION

APPRAISAL INFORMATION PERIOD OF REVIEW: FROM :

DISCUSSION DATE ( DD / MM / YY ) PERFORMANCE PLANNING MID-YEAR

TO:

END-YEAR

KEY FOR RATINGS (for Parts 1 & 2) 5

OUTSTANDING

- Consistently outstanding in every aspect

4

HIGHLY EFFECTIVE

- Exceed normal requirements most of the time

3

COMPETENT

- Fulfils normal requirements

2

NEEDS IMPROVEMENT

- Meets minimum requirements

1

UNSATISFACTORY

- Fails to meet minimum requirements

-2-

PART 1: KEY RESPONSIBILITIES OBJ BUS PL KRA N O. KEY

OBJECTIVE

TRACKING SOURCE

TRACKING FREQUENCY

INITIATIVE N O.

Note: 1) As a guideline, each appraisee should have 5 – 7 KRAs only with each KRA having between 1 – 5 Objectives. 2) The weightage must be assigned to the Objectives, not the KRAs 3) All columns on this page except the “Actual Results / Comments”, “Ratings” and “Weighted Ratings” are to be filled in during the Planning stage of the PMDS - 3 - Cycle, as should the Worksheet on page 10 of this form. The remaining columns are to be filled in during the performance review.

ACTUAL RESULTS / COMMENTS

WEIGHTAGE % (A)

RATING (B)

WEIGHTED RATING (A) X (B)

TOTAL WEIGHTED RATING TOTAL SCORE FOR PART 1 (50% X TOTAL WEIGHTED RATING) -4 -

PART 2: KEY COMPETENCIES Level 1 - Basic

Level 2 – Primary

COMPETENCIES

Level 3 – Intermediate

Level 4 – Advance LINK TO OBJ NO.

LEVEL (PLEASE REFER TO THE COMPETENCIES DICTIONARY FOR A FULL DESCRIPTION OF EACH LEVEL)

RATING

ACTUAL BEHAVIOURS

(1 – 5)

CHANGE ORIENTATION

Accepts change willingly

1

Implement change

2

Initiates change

3

Champions change

4

4

CUSTOMER SERVICE ORIENTATION

Clarifies customer’s need and provides immediate response Maintains enthusiasm

1

Follows through and confirms satisfaction

2

Provides proactive services

3

Provide solutions

4

4

1

Takes challenge

2

Follows through

3

Perseveres to attain goal

4

APPLYING KNOWLEDGE

Functional knowledge

1

Functional knowledge plus acquired new skills

2

Cross-functional knowledge plus its interpretation

3

Enhanced interpretation plus source of reference

4

3

COMMUNICATION AND COORDINATION

Demonstrates basic communication skills / expresses self clearly

1

Presents self confidently

2

Influences or convinces / coordinates

3

4

3

INNOVATION & CONTINUOUS IMPROVEMENT TEAMWORK

Applies basic skills to improve current work

1

Gathers and applies new knowledge

2

Suggests new ways

3

Merges thoughts and ideas / cascades information down / across functions with facts, rationale and interpretation Generates novel solutions

4

4

Cooperates and shows respect

1

Solicits input

2

Supports success of others

3

Builds team spirit

4

4

PROBLEM SOLVING

Breaks down problems

1

Sees basic relationship

2

Makes complex plans or analysis

3

Commits to the most appropriate actions

4

4

ACHIEVEMENT ORIENTATION

Creates high performance standards and own measure of excellence Estimates time and schedules activities

1

Sets and works to meet challenging goals

2

Follows through and makes it happen

3

Takes bold steps – shows pride when standards are met

4

4

1

Sets priorities

2

Identify and allocate resources

3

Develops action plans and alternative strategies

4

4

Identifies developmental needs and opportunities / expresses positive expectations Not Applicable

1

2

Creates opportunities to apply new skills / reassures and encourages

3

Minimises barriers to development / does longer term coaching

4

3

1

Agrees on tasks to meet developmental goals / actively coaches and demonstrates trust Does cost-benefit analysis

2

Takes calculated entrepreneurial risks

3

Persists in entrepreneurial efforts

4

3

Sets clear objectives for group and keeps people informed Understands UMWT’s strategies & aligns own work with UMWT’s strategic goals Listens responsively

1

Promotes team effectiveness

2

Takes care of the group

3

Positions self as leader

4

1

Thinks strategically with long term perspective

2

Understands external impact on internal strategy

3

Plans action to fit strategy and meet external events

4

1

Understands meaning & consideration

2

Understands underlying issues & holds a balanced view

3

Recognises and employs motivators

4

Understands the formal & informal structure

1

Understands climate and culture

2

Understands organisational politics

3

Understands underlying organisational issues

4

RESILIENCE

PLANNING & ORGANISING DEVELOPING OTHERS

ENTREPRENEURIAL TEAM LEADERSHIP

STRATEGIC ORIENTATION

RELATIONSHIP BUILDING ORGANISATION AWARENESS

Note: 1. Referring to the Competencies Dictionary in the PMDS Manual, select 5 – 7 competencies which will best support the achievement of Objectives in Part 1. The Levels and Positions as per the Competency Matrix must be strictly adhered to. 2. This should be discussed and confirmed by the appraiser and appraisee during the Planning stage of the PMDS Cycle. 3. During the performance review, Actual Behaviours are recorded based on observation and evidence (STAR) and ratings given as per the Key for Ratings on page 2 of this form.

-5-

TOTAL AVERAGE (TOTAL / NO. OF COMPETENCIES RATED) TOTAL SCORE FOR PART 2 (50% X AVERAGE) APPRAISAL RATING:

PART 1

+ PART 2

= -6-

PART 3: INDIVIDUAL TRAINING & DEVELOPMENT PLAN REVIEW OF LAST PERIOD COMPETENCIES TO BE DEVELOPED

TRAINING / DEVELOPMENT ACTIVITIES

PLAN FOR THIS REVIEW PERIOD ACTUAL RESULT

COMPETENCIES TO BE DEVELOPED

TRAINING / DEVELOPMENT ACTIVITIES PROPOSED

ACTION EXPECTED AFTER TRAINING & DEVELOPMENT

ACTUAL RESULT AT END OF REVIEW PERIOD

Note: 1. The “Review of Last Period” is a record of the previous performance review while the “Plan for This Review Period” is for the current review period. Both should be filled at the Planning stage of the PMDS Cycle. 2. The “Actual Result” is to be filled during the performance review at the end of the review period.

PART 4: MID-YEAR REVIEW & COACHING LOG ACHIEVEMENT(S) / AREAS DISCUSSED

APPRAISEE DATE: -7-

AGREED ACTION PLAN

AREAS FOR IMPROVEMENT

AGREED COUNTERMEASURES (FOR REMAINING PERIOD)

APPRAISER SIGNATURE:

DATE

SIGNATURE -8-

PART 5:

END-YEAR COMMENTS

APPRAISEE PLEASE INDICATE, IF ANY, AREA(S) OF INTEREST FOR YOUR CAREER DEVELOPMENT / EXPOSURE (PLEASE NOTE THAT YOUR COMMENTS WILL BE GIVEN DUE CONSIDERATION BUT IS SUBJECT TO ORGANISATIONAL NEEDS AND APPROVAL BY MANAGEMENT):

OTHER COMMENTS:

DATE:

SIGNATURE:

APPRAISER RECOMMENDATIONS FOR CAREER DEVELOPMENT :

OTHER COMMENTS:

DATE:

SIGNATURE:

REVIEWER

DATE:

SIGNATURE:

APPROVAL

DATE:

NAME:

SIGNATURE:

NOTE: 1 APPRAISEE is the individual on whom the appraisal is being conducted APPRAISER is the superior who is conducting the appraisal, usually the immediate superior of the appraisee REVIEWER is the second appraiser and will be the appraiser’s appraiser -9-

WORKSHEET FOR RESULTS AND RATINGS (Appendix to Part 1) OBJ RATING RESULT EXPECTED NO.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

OBJ NO.

RATING

RESULT EXPECTED

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Note: 1) Transfer all the Objective Numbers in Part 1 to this worksheet. 2) Agree and record the results expected to attain each rating for every objective. This should be done during the Planning stage of the PMDS Cycle. The results and ratings should be based on guidelines set by the Head of Division. 3) Use the worksheet during performance review to determine the ratings to be given for each objective. 4) Kindly photocopy additional sheets if required .- 10 -