Pdi Engineer Noval.docx

PERFORMANCE REVIEW FORM FOR GENERAL STAFF GRADES 6 AND BELOW

Name:

SAYID AHMAD NAOVAL MUNIR

Grade:

8

Designation:

SERVICE ENGINEER

Division/Function:

SERVICE

Location:

BALIKPAPAN/SURABAYA

Name of Direct Supervisor:

SETI NURMAHANAN

Reviews

Date

Employee’s Signature

Year End Review Mid-Year Interim Review

v2.0 (21 July 2015)

1

Direct Supervisor’s Signature

PERFORMANCE REVIEW Introduction Effective performance management is critical to excelling in business performance and developing employees’ personal growth. Performance management involves three major components carried out in a cyclical process:

1: New PDI goals & Personal Development Plans set for the year ahead

3: Year end performance review and ratings

Performance Management Process

2: Periodic review(s) during the year

1.1

PDI Goals For The Year Ahead (See Section One of Performance Review Form)

1.1.1 The year-end performance review of the last financial year (FY) should lead to a discussion of next FY’s Performance Development & Incentive (PDI) goals. An employee will normally have up to 4-6 PDI goals (Refer to separate section, “Guidelines on PDI Goal Setting”). These are non-financial goals covering areas such as, customer relationship building, specific project performance, business development, etc., where appropriate. 1.1.2 Each PDI goal need to then be assigned a weighting (in %) according to the goal’s contribution to the employee’s overall performance. The higher the % figure, the greater the contribution that particular goal has on the employee’s year end performance. The sum of all the % figures must total 100%. 1.1.3 All PDI goals for the new FY must be set and agreed by 15 March of the prior year. If an employee does not have his/her PDI goals finalized (i.e. agreed and approved) by the time specified, he/she will not be qualified for any PDI. 1.1.4 All PDI goals should be agreed between the employee and his/her direct supervisor. Local HR should receive a copy of all approved PDI goals for record keeping. 1.1.5 PDI goals of new hires within the FY should be set within one month of the employees’ appointment. 1.1.6 Under exceptional circumstances (e.g. due to uncontrollable external factors, changes in responsibilities) when PDI goals have become unattainable, the direct supervisor and the employee may revise the PDI goals, and seek appropriate approval.

v2.0 (21 July 2015)

2

GUIDELINES ON PDI GOAL SETTING A.

PDI goals set must meet the following criteria:  Goals are specific to the employee and describe what he or she is expected to achieve.  When developing goals, they must be written in an objective and measurable way. They need to be SMART – Specific, Measurable, Action Oriented/Agreed, Realistic/Relevant, and Time bound.  The goals must be stretched (i.e. not a normal routine task)  There may be several targets for each goal.

To ensure this, each PDI goal should be written in the manner suggested below: Verb (Action)

Noun (Measure)

How much (Target)

By When (Target)

Example: 1: Implement

Project XYZ

in MY, SG, HK, ID and PH

by FY Q2 (Sept 30)

2: Develop

at least 1 team member

to fully manage Task ABC

by FY Q2 (Sept 30)

3: Increase

customer satisfaction in Country X

by ‘Y’ percentage points

by FY end (March 31)

B.

Where certain goals may not have immediate quantifiable measures and targets, it is recommended not to force measures and targets on these goals. Assessment of these goals will not be based on arbitrary measures and targets, but on other observations such as the way the goal was achieved, positive feedback, etc. For example, the goal of ‘Building a successful team’ cannot be simply measured by, say, the date a team-building workshop is held. It is only when we find a greater sense of teamwork, better communication within the team, and highly motivated team members, that we shall conclude that the team is a successful team.

The challenge is to be as specific as possible when writing the goals. This is to ensure clarity regarding what can be reasonably discussed during interim/year end reviews. C.

The recommended process for PDI goal setting is as follows: Discuss potential PDI goals with employee

Ask employee for his/her ideas on the goals for the next 12 months

Prioritise PDI goals and assign weightings: Top 4-6 (PDI goals should be in line with prevailing business needs)

Invite employee’s suggestions

Ensure PDI goals meet the S. M. A. R. T. principle

Ask employee for suggestions on how the PDI goal could be measured Discuss and agree on measures and targets with employee

Finalise PDI goals/weightings with employee

Agree resources/help needed (if any) to achieve the PDI goals

Agree review frequency & dates

v2.0 (21 July 2015)

Ask the employee what you, as their Direct Supervisor, can do to help

Write dates/times in diaries and commit to these dates

3

1.2

Personal Development Plan For The Year Ahead (See Section Two of Performance Review Form)

1.2.1 During the last FY year-end review, the direct supervisor would have discussed with the employee, his/her personal development plans. This would have focused on a combination of the ‘soft’ skills (e.g. planning, managing, leading, communicating, etc.) and/or ‘hard’ technical skills (i.e. job specific) where the employee may need to strengthen or develop. The personal development plan will be on the development of the employee’s capability for new or future accountabilities in the same or in a different position. Follow-up to the personal development plan is critical to the success of the individual’s personal development.

2.

Periodic Reviews During The Year – Mid- Year Interim Review (See Section Three of Performance Review Form)

2.1

A mid-year, interim review must be held by September 30th. The objective of the Interim Review is to promote dialogue on progress and to check the employee’s performance against the agreed PDI and the Personal Development Plan goals. This will help to provide constructive feedback to the employee and to identify any areas where there may be a potential problem, or areas where further support is required if the agreed goals are to be achieved.

2.2

Interim reviews may be conducted more frequently (other than half-yearly). However, any reviews must be documented.

3.

Year-end Performance Review and Ratings (See Sections Four, One, Two, and Five of Performance Review Form)

3.1

The objectives of a year-end performance review are to: 

review the employee’s performance for the year



recognise any of the employee’s achievements

3.2

If there had been regular communication about the employee’s performance and development (e.g. during periodic reviews during the year), then there should be no surprises for either the employee or the direct supervisor.

3.3

The completion of the employee’s year end review consists of four parts: Part 1:

Review and rating of the employee’s competencies during the process of achieving the results - Competency Review (See Section Four of Performance Review Form)

Part 2:

Results and rating on PDI Goal Achievement (See Section One of Performance Review Form)

Part 3:

Year end comments on Personal Development Plan achievements (See Section Two of Performance Review Form)

Part 4:

Year end summary comments (See Section Five of Performance Review Form)

Part 1 – Competency Review (See Section Four of Performance Review Form) Eight competencies have been identified as core competencies for Grades 6 and below. Each competency will be reviewed and rated by the direct supervisor on a four-point scale as shown:

The most development required

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

For each competency, there can only be one rating, shown by the “X” in the appropriate box in the Performance Review form. The direct supervisor will also add his/her comments to support the given rating, in the space provided.

v2.0 (21 July 2015)

4

Part 2 – PDI Goal Achievement (See Section One of Performance Review Form) The rating system used for reviewing progress and results in the PDI Goal achievement is shown below: Year End Review

The following apply to the PDI Goal ratings:

Score

U – Under Achievement

 

0

Missed the goal Performance is significantly below target

P – Partial Achievement



4

Performance almost met target but fell short of expectations

A – Achievement of Target



6

Achieved the goal according to target

E – Exceeding Target

 

8

Achieved the goal beyond the target Impact of achievement has been realized

O – Outstanding Achievement

 

10

Achievements and impacts are obviously far above agreed targets Very positive feedback from internal and/or external customers

A total score will be calculated based on the summation of rating against each PDI Goal and of the respective weightings. Example: John Doe’s PDI Goal scores: Goal 1: Aaa 2: Bbb 3: Ccc 4: Ddd 5: Eee TOTAL

Measure/Target

Weighting

U (x0)

P (x4) X

10% 15% 30% 20% 25% 100%

A (x6)

E (x8)

O (x10)

X X X X

Score 0.4 0.9 2.4 2.0 2.0 7.7

Notes on Calculation 10% x 4 = 0.4 15% x 6 = 0.9 30% x 8 = 2.4 20% x 10 = 2.0 25% x 8 = 2.0

Total score in this case is ‘7.7’. The highest score possible is 10. This number (i.e. 7.7) represents a quantified assessment of John Doe’s performance of his PDI Goal achievement. In determining the subsequent variable PDI incentive payout to be awarded to the employee, the Head of Department will need to consider the following factors:  

The total score that the employee achieved in his/her PDI Goals, and The progress that the employee has made in his/her Personal Development Plan

The rating and/or score are no more than reference points for the consideration of the variable PDI incentive payout; These do not represent the number of months (or weeks) of salary to be awarded to the employees under the variable PDI payout. (Details of PDI payouts may be referred to in a separate document.) The year-end performance review should be completed by 15 March of each year. The individual’s performance review form should be kept in the personnel record.

v2.0 (21 July 2015)

5

Part 3 – Year End Comments on Personal Development Plan Achievements (See Section Two of Performance Review Form) The direct supervisor will add their respective comments on the year end achievement of each of the employee’s personal development plans.

Part 4 – Year End Summary Comments (See Section Five of Performance Review Form) The direct supervisor will include their summary comments on the year end overall achievement of the employee. This will be read by the employee who will then either respond to the direct supervisor’s comments and/or provide additional views. Finally, the next level supervisor will add his/her comments before the Performance Review form is submitted as the final copy.

v2.0 (21 July 2015)

6

SECTION ONE – PDI GOALS Name: Year: No. 1

Goal

Measure/Target

Weighting Total (100%)

U (x0)

Year End Review Rating P A E (x4) (x6) (x8)

Goal description: Score:

Bertanggung jawab terhadap solve case installasi untuk unit yang menjadi tanggung jawabnya

20% SYSTEM CRM/100%

Year end review comments by employee:

2

Year end review comments by direct supervisor:

Goal description: Score:

Bertanggung jawab terhadap 100% Preventive Maintenance: Customer Warranty & Contract Service untuk unit yang menjadi tanggung jawabnya

SYSTEM CRM/100% 20%

Year end review comments by employee:

3

Year end review comments by direct supervisor:

Goal description: Score:

Bertanggung jawab terhadap response time Customer maksimal 1x24 jam

SYSTEM AX/100% 20%

Year end review comments by employee:

v2.0 (21 July 2015)

Year end review comments by direct supervisor:

7

O (x10)

4

Goal description: Score:

Bertanggung jawab terhadap up time komitment 90% warranty contract

SYSTEM CRM/100% 20%

Year end review comments by employee:

5

Year end review comments by direct supervisor:

Goal description: Score:

Memenuhi standar kompetensi Service Engineer

Laporan Kompetensi Service Engineer per tahun dari sistem

Year end review comments by employee:

20%

Year end review comments by direct supervisor:

Total score for Goals 1-6 (Max. 10):

Please complete after conclusion of year end review

Employee’s Name: SAYID AHMAD NAOVAL MUNIR

Direct Supervisor’s Name: SETI NURMAHANAN

Employee’s Signature:

Direct Supervisor’s Signature:

Date: 4 JUNI 2018

Date: 4 JUNI 2018

v2.0 (21 July 2015)

8

SECTION TWO – PERSONAL DEVELOPMENT PLAN (To be completed by Direct Supervisor - Focus on the top three development areas)

Development Focus

Action

Year End Review Comments

Development Focus

Action

Year End Review Comments

Action

Year End Review Comments

1

2

Development Focus 3

v2.0 (21 July 2015)

9

SECTION THREE – MID YEAR INTERIM REVIEW (To be completed by Direct Supervisor)

a. Interim Review on PDI Goals (See Section One)

b. Interim Review on Personal Development Plan (See Section Two)

c. Follow up Actions

v2.0 (21 July 2015)

10

SECTION FOUR - COMPETENCY REVIEW (To be completed by Direct Supervisor) Mark “X” in the appropriate box and add comments in the space provided to support the rating.

GENERAL STAFF COMPETENCIES The most development required

1

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

Comments

The most development required

EXCELLING IN JOB KNOWLEDGE, OPERATIONAL EXECUTION AND TECHNOLOGY  Displaying strong detailed knowledge of the product/service that you are involved in  Applying the required skills and knowledge to the tasks that you are asked to do  Exploiting technology to its fullest, where applicable, to do the best job possible

Comments

The most development required

3

Adequately prepared for current role

WORKING HARD WITH INTEGRITY, SUPERIOR WORK ATTITUDE AND UTMOST RELIABILITY  Working positively, responsibly and sharing a sense of accountability  Taking up tasks on own initiative and rising to the challenges faced  Showing commitment to work and consistently producing the desired outcomes

2

More development required

ANALYSING AND SOLVING PROBLEMS WITH CONFIDENCE, PLANNING AND ORGANISAING YOUR WORK WELL  Presenting solutions to problems with facts and logic

Comments

 Demonstrating clear plans and priority to work assignments  Delivering expected outcomes by using available resources effectively The most development required

4

GROWING THROUGH SELF DEVELOPMENT, LEARNING NEW SKILLS, AND EMBRACING CHANGE  Improving self by showing eagerness to learn, gain new skills and knowledge  Showing flexibility in exploring new ideas/ways to carry out work to meet changing needs  Embracing change and eagerly implement Company’s Projects & Initiatives

v2.0 (21 July 2015)

11

Comments

The most development required

5

Adequately prepared for current role

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

More development required

Adequately prepared for current role

Fully prepared: An Outstanding Strength

DISPLAYING TEAM SPIRIT AND YET FUNCTIONING INDEPENDENTLY TO DELIVER RESULTS  Encouraging and building rapport with colleagues to achieve results together  Working without too much supervision after the task is clearly explained  Achieving targets and results by a keen focus on KPI’s & deliverables

Comments

The most development required

6

More development required

LISTENING, QUESTIONING AND COMMUNICATING WELL  Displaying appropriate etiquette and protocol when communicating through the different forms, e.g. verbal and/or written  Listening carefully to correctly get the intended meaning

Comments

 Confidently asking appropriate questions to clarify matters of uncertainty instead of accepting what just heard The most development required

7

ENJOYING CUSTOMER INTERACTION, MEETING THEIR NEEDS AND MAKING THEM HAPPY  Actively seeking ways to understand and meet customers' needs  Responding quickly to customers’ requirements and finding alternative ways to address their issues  Taking delight and having a sense of fulfillment in making customers happy

Comments

The most development required

8

CARING DEEPLY, ENJOYING WORK, SELF AND FAMILY AND LOVING YOUR COMPANY  Being enthusiastic and committed to work

Comments

 Reaching a work-life equilibrium between the company, self, and family  Demonstrating loyalty and care to the company

v2.0 (21 July 2015)

12

SECTION FIVE – YEAR END SUMMARY COMMENTS Direct Supervisor (Summary comments on the employee’s overall achievements and/or missed opportunities)

Employee (The employee responds to the direct supervisor’s summary comments and provides additional views)

Next Level Supervisor’s Comments

v2.0 (21 July 2015)

13