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
• Does not seek to improve
performance and quality of work
• Lacks consistency in quality
while executing task
• Never looks beyond symptoms
to find out root causes of a
problem
• Balances quality of work with the
ability to meet deadlines
•Occasionally seeks to improve
performance and quality of work
• Maintains consistency in quality
while executing tasks
• Looks beyond symptoms to
uncover root causes of problems to
be solved
• Identifies deviations from defined
standards and corrects them
• Implements appropriate
methodologies and processes to
minimize variations
•Always seeks to reduce variances in
output standards by monitoring work
closely
• 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
does not pay any attention to the
factors and elements leading to the
results
• Does not utilize existing processes to
achieve maximum resource utilization,
cost efficiencies and productivity
• Fails to identify tasks or procedures
that should be streamlined
• Does not seek to improve level of
results at all
• Pays attention to factors and
elements leading to the results,
not just the results
• Utilizes existing processes to
achieve maximum resource
utilization, cost efficiencies and
productivity
• Sometimes identifies tasks or
procedures that should be
streamlined
• Occasionally seeks to improve
level of results
• Defines and monitors process
efficiency metrics
• Implements industry best
practices
• Is not limited by defined
processes to perform, meet
customer and business needs
better
• Creates / improves processes,
ensuring they are flexible to meet
varied business needs

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
about the job
•Fails to take responsibility for own
actions and gives up at the first
obstacle
•Fails to set priorities and pursues
goals / tasks with low energy and
drive
•Delays taking routine decisions
• Is positive and enthusiastic
about the job
• Takes responsibility for own
actions and does not give up at
the first obstacle
• Sets priorities and pursues
goals / tasks with energy and drive
• Takes routine decisions without
delay
• Is determined despite frequent
obstacles
• Tackles difficult problems and takes
personal responsibility for arriving at
solutions / decisions quickly
• Seeks ways to improve overall team
performance
• Takes ownership of corporate
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
-based approach for accomplishing
work
•Fails to set clear expectations and
targets for the team
•Does not use formal authority and
power in a fair and equitable
manner
•Does not keep team informed and
up-to-date
• Emphasizes a team-based
approach for accomplishing work
• Set clear expectations and
targets for the team
• Uses formal authority and power
in a fair and equitable manner
• Keeps team informed and up to
date
• Provides clear, constructive and
timely feedback in a manner that
encourages learning
• Supports subordinates in identifying
development needs and creating
development plans
• Encourages subordinates to take
routine decisions
• Recognizes and rewards people who
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
warm relationships with people at
work
• Is reluctant to seek information
from others (colleagues, customers
etc.) that is useful for one’s work
• Does not acknowledge
perspectives, ideas and concerns of
others
• Fails to provide assistance,
information and support to others
• Maintains friendly and warm
relationships with people at work
• Seeks information from others
(colleagues, customers etc.) that is
useful for one’s work
• Acknowledges perspectives, ideas
and concerns of others
• Provides assistance, information
and support to others, to build a
basis for reciprocity
• Clearly states expectations from the
team
• Recognizes the value of sharing
information within the team; provides
inputs, if required to achieve team
goals
• Encourages diverse view points
from team members
• Is willing to learn from 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
actionable tasks
• Is present only to the short term
of impact while doing work
• Fails to anticipate potential
challenges or opportunities
• Has a superficial understanding of
competitive products / services in
the marketplace
• Is not cost and revenue conscious
• Converts plans into actionable
tasks
• Is present to the long term of
impact while taking decisions
• Anticipates potential challenges or
opportunities
• Has an in-depth understanding of
competitive products / services in
the marketplace
• Is cost and revenue conscious
• Creates plans that are consistent
with functional strategies
• Consistently anticipates challenges
and opportunities that may not be
obvious
• Understands the organization’s
strengths and weaknesses in
comparison to competitors
• Aids strategy planning by
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 /
manager to identify new
approaches / ideas to work
methods
• Fails to use insights gained from
peers / manager to recognize
opportunities or solve current
problems
• Does not keep self updated on
new trends
• Fails to think laterally
• Approaches peers / manager to
identify new approaches / ideas to
work methods
• Uses insights gained from
peers / manager to recognize
opportunities or solve current
problems
• Keeps self updated on new
trends and attempts to implement
it in his area of work
• Thinks laterally
• Makes changes to existing work
methods to improve performance of
self and team
• Is unafraid of making mistakes and
encourages the team to take risks and
try new methods to simplify
processes / improve performance
• Keeps the team updated on new
trends and ensures its implementation
• Selects and executes ideas that are
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
• Hardly interacts with customers
• Fails to respond to customer
feedback / requests / issues raised
• Fails to develop a credible
relationship with the customer
requirements and is focused on
meeting them
• Interacts with customers,
whenever required
• Is responsive to customer
feedback / requests / issues raised
• Develops credible relationships
with the customer
with customers
• Addresses customer’s expressed
and implied needs
• Drives the team to put in extra
effort to meet customer
commitments
• Gains customer’s respect, trust
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