Goal Setting &

Performance Appraisal Form

Employee Details
FULL NAME (Surname First)
EMPLOYEE ID
NUMBER
GRADE LEVEL
BUSINESS UNIT

GIWA ADEREMILEKUN BAKAI

5729140283
JG 4

EGBIN POWER PLC

DESIGNATION
EMPLOYMENT
DATE
DEPARTMENT

July 2014

HEAD
1ST MAY 2014
TURBINE BOP

Guidance Notes

The performance management process is designed to be a year-round partnership between employees

and measurement of performance. Egbin Power PLC's performance management approach measures p
- Performance Results
- Behavioural Competencies
This appraisal form contains the following sections:
PART 1 Goal Setting

Form 1A - Goal Setting - Performance Results

At the beginning of the new performance period, the supervisor should:
enter the key responsibility areas (KRA) of the employee which are to be derived from the employee's a
enter under the KPI (Key Performance Indicator) column, the specific performance measures (KPIs) wh
performance. These KPIs may also relate to the department or organisation's overall performance.
Allocate weights to each KPI based on the relative criticality/ importance of the KRA for which the KPI r
100%.
define targets/ performance expectations for each KPI in line with organisational/ departmental targets.
discuss and agree these targets with the employee.
enter signatures of both employee and supervisor as evidence of agreement with the KPIs and targets.

Form 1B - Goal Setting Behavioural Competencies

At the beginning of the new performance period, the employee/ jobholder should:
Review the defined behavioural competencies for Egbin Power PLC and set individual goals that are sp
within the organisation and may be targeted towards personal career aspiration.
The personal development goals shall reflect the following:
- Individual developmental needs identified from previous appraisal
- Individual/ personal developmental aspirations.
The goals defined must possess all of the following desired characteristics:
- Specific: be clearly defined.
- Measurable: have discrete unit of measure that can be used to determine the extent of achiev
- Achievable: be achievable in the context of the business and within the ambit of the jobholder
- Relevant: Focused on what is important.
- Time-bound: can be delivered within the specified timeframe.
Discuss these goals with his/her supervisor to obtain approval and sign-off.
PART 2 Appraisal

Form 2A - Appraisal - Performance Results

At the end of the new performance period i.e. mid-year or year-end, the supervisor should:
use this form to document the evaluation of the employee's performance by rating the employee's perfo
send the completed from to the concurrent reviewer who should review the ratings provided by the sup
Where required, relevant documents such as monthly reports should be used for completing this form.
Ratings should be done using the scoring matrix shown below.

Form 2B - Appraisal - Behavioural Competencies

At the end of the new performance period i.e. mid-year or year-end:
The employee/ jobholder should:
Rate his/her level of demonstration of the defined competencies and document any significant steps ta
year.

Form 2B - Appraisal - Behavioural Competencies

At the end of the new performance period i.e. mid-year or year-end:
The employee/ jobholder should:
Rate his/her level of demonstration of the defined competencies and document any significant steps ta
year.

The supervisor should:

Rate the employees level of demonstration of each of the defined competencies as well as note any pr
developmental or training goals.

Form 2C - Appraisal Summary

This form should be completed by the employee/ jobholder, supervisor and concurrent reviewer and mus
submission to HR.

Descript
Rating Category

Definition

Performance Results/ KRAs

Achieved greater than 110% Far exceeds expectations; consistently overof the target
achieves the performance targets.
Demonstrates exceptional level of performance
in all areas.
Makes an exceptional and unique contribution to
functional achievements.

Achieved a score between

100% 110%

Always achieves set goals and frequently

exceeds them.
Demonstrates a very high level of performance
in all areas.

Achieved a score between

80% 99%

Consistently performs and achieves set goals.

Performance is high quality and may exceed
achievement levels in future.

Achieved a total score

between 70% 79%

Fails to meet expectations in one or more areas.

Improvement is needed.

Achieved a score less than Does not meet goals most of the time.
70%
Improvement is needed in most aspects.

nership between employees and supervisors in the planning, monitoring

ement approach measures performance along two dimensions:

erived from the employee's approved job descriptions.

rmance measures (KPIs) which will be used to assess the employee's
s overall performance.
the KRA for which the KPI relates. The sum of all KPI weights must be

tional/ departmental targets.

nt with the KPIs and targets.

should:
et individual goals that are specific to the employees desired growth
ion.

ics:

termine the extent of achievement of the targets.

n the ambit of the jobholders responsibility and work.

ervisor should:
y rating the employee's performance on all the agreed KPIs.
ratings provided by the supervisor.
d for completing this form.

ment any significant steps taken to achieve the desired goals during the
1

ment any significant steps taken to achieve the desired goals during the

encies as well as note any progress the employee has made in meeting

concurrent reviewer and must be signed by all parties before

Description
Results/ KRAs

ons; consistently overce targets.

onal level of performance

and unique contribution to

s.

oals and frequently

high level of performance

and achieves set goals.

uality and may exceed
uture.

ions in one or more areas.

d.

Behavioural Competencies
Has mastered the competency and
demonstrates it all the time.
Others see him/ her as an expert or role
model in this area.
Has the ability to coach others in this area.
Demonstrates the competency most of the
time.
Scope for improvement on some factors to
build greater expertise.

Demonstrates the competency often.

Has the ability to perform independently in
this area but may falter in complex
situations and would require guidance.

Demonstrates competency sometimes or

only in limited facets. Still needs to learn
and improve in this area.
Requires close guidance.

most of the time.

d in most aspects.
Rarely demonstrates competency.
Needs to learn and improve in most areas.
Requires close guidance and supervision.

PART I
Goal Setting

Goal Setting - Performance Result

Number of KPIs
Four (4)

PREVENTIVE MAINTENANCE PROGRAMME

KPI

Ability to lead in carrying out preventive maintenance progra

Abilty to recognise abnormal situation and report to superior

Ability to keep good records of preventive maintenance

BREAKDOWN MAINTENANCE/EMERGENCY REPAIR/OVERHAUL.

KPI
Display of sound knwoledge and skill in trouble shooting
Proper care of tools and equipment used for maintenance
Display of good reporting skill (verbal and written)
2

Ability to carry out technical instructions

Good house keeping
SAFTY CONSCIOUSNESS

KPI

Compliance with the use of safty equipment and other perso

(P.P.Es)
Care of work tools and equipment
Display of good material handling skills

OTHERS

KPI
Puntuality.
Ability to carry out lawful assignment outside normal duties
Display of team spirit at work
Good house keeping

Jobholder's Signature & Date

Appraiser's Signature & Date

2

Concurrent Reviewer's Signature & Date

TEAM MEMBER

Sum of KPI Weights

100.0%

Weight (30%)

Target

10.0%

Daily

10.0%

Daily

10.0%

Daily

Weight (45%)

Target

20.0%

daily

5.0%

daily

10.0%

daily
2

5.0%

daily

5.0%

daily

Weight (15%)

Target

5.0%

daily

5.0%

daily

5.0%

daily

Weight (10%)

Target

3.0%

Daily

2.0%

Daily

3.0%

Daily

2.0%

Daily

Goal Setting - Behavioural Compe

Passion/ Liking for Job
Demonstrates commitment to achieving the end result.
Keeps evaluating solutions till the problems are resolved.
Stays the course with determination till the task is achieved.

Job Knowledge
Applies understanding of job requirement accurately and clearly.
Creates an environment where learning from others is an
expected behaviour and a high priority.

Achievement Driven
Maintains a constant focus on all aspects of performance.
Committed to achieving results and celebrating success.

Self Control

 Holds strong and negative emotions back in the face of

provocation, and continues to act calmly to make things better.
May apply special techniques or plan activities ahead of time to
manage emotions or stress.

Team Development
Ability to develop and maintain effective relationships with
others, as well as work in a cooperative and respectful manner
with colleagues and interconnected groups.
Ability to take care of team members and give mentoring and
coaching.

Communication
Presents appropriate information - oral or written, using
language, style and tone in a clear and concise manner with
adequate consideration for the objectives of communication and
target audience.
Ability to demonstrate essential skills which ensure that work is
performed in the most efficient manner and tasks are
accomplished as planned, while minimising stress and maximising
learning opportunities.

Interpersonal Relationship
Ability to deal effectively with people.
Ability to provide focus and encourage others, taking initiative to
provide assistance to other persons that will facilitate achievement
of the key objectives of the Egbin Power.

Customer Service Focus

Ability to identify and anticipate present and future external/
internal customer needs.
Provides excellent service to customers.
Puts the customer at the heart of analysis and decision making.

Conceptual Thinking
Ability to think through complex problems, data, and situations.
Ability to demonstrate systemic thinking and appreciate the
holistic (direct and indirect) consequences of a course of actions
or inactions.

Organizational Commitment
Demonstrates commitment to the organisation's goals and
objectives.
Ability to make sacrifices for the actualization of the
organisation's strategy.

Jobholder's Signature & Date

Appraiser's Signature & Date
Concurrent Reviewer's Signature & Date

mpetencies
Goals/ Action Plans

To demonstrate commitments in achieving organisational goal and objecti

well being readily available and determined whenever any task is given.

Goals/ Action Plans

To develop and gain more knowlegde on electro mechanical/rotating equi

as well as learning from colleagues.

Goals/ Action Plans

To be committed in achieving he departmental goals through performance

successfully

Goals/ Action Plans

To apply deplomacy and exhibit maturuty in being calm and holding back
techniques and plan activities ahead of time to avoid stress and emotions

Goals/ Action Plans

To ensure ,develop mutual relationship wiyh my team member by identifyi

Goals/ Action Plans

Goals/ Action Plans

Goals/ Action Plans

Goals/ Action Plans

Goals/ Action Plans

PART II
Performance Appraisal

Appraisal - Performance Results

Number of KPIs

KRA #1 KPI

Appraisal - Performance Results

KRA #2 KPI

Appraisal - Performance Results

KRA #3 KPI

Appraisal - Performance Results

KRA #4 KPI

KRA #5 -

Appraisal - Performance Results

KPI

Jobholder's Signature & Date

Appraiser's Signature & Date
Concurrent Reviewer's Signature & Date
2

Appraisal - Performance Results

Sum of KPI Weights

Total Score

Weight (%)

Target

Actual

Weight (%)

Target

Actual

Weight (%)

Target

Actual

Weight (%)

Target

Actual

Weight (%)

Target

Actual

Score/ Rating

Supervisor Rating

Concurrent
Reviewer Rating

Score/ Rating

Supervisor Rating

Concurrent
Reviewer Rating

Score/ Rating

Supervisor Rating

Concurrent
Reviewer Rating

Score/ Rating

Supervisor Rating

Concurrent
Reviewer Rating

Score/ Rating

Supervisor Rating

Concurrent
Reviewer Rating

Appraisal Form - Behavioural C

Passion/ Liking for Job

Demonstrates commitment to ac
Keeps evaluating solutions till th
Stays the course with determina

Jobholder

Always (5)

Supervisor

Always (5)

Knowledge of Job

Applies understanding of job req

Creates an environment where l

Jobholder

Always (5)

Supervisor

Always (5)

Achievement Driven

Maintains a constant focus on al

Committed to achieving results a

Jobholder

Always (5)

Supervisor

Always (5)

Self Control

Holds strong and negative emot

May apply special techniques or

Jobholder

Always (5)

Supervisor

Always (5)

Team Development

Ability to develop and maintain e

Ability to take care of team mem

Jobholder

Always (5)

Supervisor

Always (5)

Communication

Presents appropriate informatio

communication and target audien
Ability to demonstrate essential s
maximising learning opportunities

Jobholder

Always (5)

Supervisor

Always (5)

Interpersonal Relationships

Ability to deal effectively with peo

Ability to provide focus and enco

Jobholder

Always (5)

Supervisor

Always (5)

Customer Service Focus

Ability to identify and anticipate p

Provides excellent service to cus
Puts the customer at the heart o

Jobholder

Always (5)

Supervisor

Always (5)

Conceptual Thinking

Ability to think through complex p

Ability to demonstrate systemic t

Jobholder

Always (5)

Supervisor

Always (5)

Organisational Commitment

Demonstrates commitment to th
Ability to make sacrifices for the

Jobholder

Always (5)

Supervisor

Always (5)

Total Score (%)

oural Competencies

s commitment to achieving the end result.

ating solutions till the problems are resolved.
urse with determination till the task is achieved.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

rstanding of job requirement accurately and clearly.

nvironment where learning from others is an expected behaviour and a high priority.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

onstant focus on all aspects of performance.

o achieving results and celebrating success.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

and negative emotions back in the face of provocation, and continues to act calmly to make things b
ecial techniques or plan activities ahead of time to manage emotions or stress.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

elop and maintain effective relationships with others, as well as work in a cooperative and respectful
care of team members and give mentoring and coaching.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

propriate information - oral or written, using language, style and tone in a clear and concise manne
n and target audience.
monstrate essential skills which ensure that work is performed in the most efficient manner and tasks
arning opportunities.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

effectively with people.

vide focus and encourage others, taking initiative to provide assistance to other persons that will faci

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

tify and anticipate present and future external/ internal customer needs.
ellent service to customers.
omer at the heart of analysis and decision making.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

k through complex problems, data, and situations.

monstrate systemic thinking and appreciate the holistic (direct and indirect) consequences of a course

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

es commitment to the organisation's goals and objectives.

e sacrifices for the actualization of the organisation's strategy.

Rating
Regularly (4)

Regularly (4)

Often (3)

Often (3)

Sometimes (2)

Sometimes (2)

Comments
Score (%)

Rarely (1)

Rarely (1)

high priority.

Comments
Rarely (1)

Rarely (1)

Comments
Rarely (1)
Rarely (1)

Score (%)

Score (%)

o act calmly to make things better.

stress.

Comments
Rarely (1)
Rarely (1)

Score (%)

a cooperative and respectful manner with colleagues and interconnected groups.

Comments
Rarely (1)
Rarely (1)

Score (%)

n a clear and concise manner with adequate consideration for the objectives of

t efficient manner and tasks are accomplished as planned, while minimising stress and

Comments
Score (%)

Rarely (1)
Rarely (1)

o other persons that will facilitate achievement of the key objectives of the Egbin Power.

Comments
Rarely (1)
Rarely (1)

Score (%)

Comments
Score (%)

Rarely (1)
Rarely (1)

t) consequences of a course of actions or inactions..

Comments
Score (%)

Rarely (1)
Rarely (1)

Comments
Rarely (1)
Rarely (1)

Score (%)

Appraisal Summary
Score
Performance Results
Behavioural Competencies
Total Score
Overall Rating/Category

Key Achievements- To Be Completed by Jobholder

(Document below key contributions/strength areas relative to the agreed goals/tar

Key Strengths- To Be Completed by Supervisor

(Document below key contributions/strength areas of the jobholder relative to the

Areas for Improvement - To Be Completed by Supervisor

below key areas for improvement for the jobholder relative to the agreed goals/tar
6

Proposed Development Activities - To Be Completed by Supervisor

(Document below the key areas where performance improvement is required relat

Concurrent Reviewer's Comments

I have read and discussed this evaluation with my supervisor and I agree with the

I have read and discussed this evaluation with my supervisor and I do not agree w
Document reason(s) for rejecting appraisal

Jobholder's Signature
Appraiser's Signature
6

Concurrent Reviewer's Signature

eed goals/targets)

lative to the agreed goals/targets)

(Document

eed goals/targets)
6

or
equired relative to the defined goals)

gree with the overall appraisal and its contents.

o not agree with the overall appraisal and its contents.

Date
Date
6

Date

(Document

I Accept
I Reject