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COMMERCIAL BANK OF
CEYLON BANGLADESH
GROUP 3
Ayman Rahman (ZR-29)
Sazid Ahmad (ZR-65)
Shagufta Tasnim Nur (RH-87)
Monish Das (ZR-103)
COMPANY
OVERVIEW
Leading
Commercial Bank
in Sri Lanka
13 Years of Operation
10 Branches
CONTACT
PERSON
Mostofa Anowar Sohel
Sr. AGM & Head of Human Resources
Commercial Bank of Ceylon PLC
THE PERFORMANCE
MANAGEMENT
SYSTEM
Steering positive
competition among the
employees
No automated
software
Only 280
employees in
Bangladesh
OUTLINE OF
THE SYSTEM
CHAIN OF EVALUATION
Employee
Supervisor
Supervising
Manager
HR Steering
Committee
EVALUATION FREQUENCY
Mid Year
Evaluation
Agreed on
Objectives
Results
Final
Evaluation
*Twice a year
BASIC OUTLINE
Issue
Warning
Rated
High
Endorse
(6 months gap)
Beginning
of Year
Goal Setting
on Agreed
Basis
Qualitative
Evaluation
Midyear
Evaluation
Full, Formal
Evaluation
Final 100%
Evaluation
Reporting
Officer
Supervising
Manager
Motivate/
Acknowledge
Review
and Edit
Publish
Results
Rated
Low
HR Steering
Committee
Increment
No
Increment
Exit
Rated low
for 3 years
End
of Year
REVISION
If the mid-year evaluation does not show favorable
results, the agreed on goals may be revised
Only in rare cases of external factors
Change in the market
Government policies,
And political chaos
Goals Are Revised From The
Head Quarters In Sri Lanka
CRITERIA OF
EVALUATION
Lapses in Performance
Key Performance
Indicators (KPI)
Overall Assessment
Assessment of
Competencies
Employee Feedback
and Confirmation
Additional Accomplishments
KPIs
Specific
Measurable
Achievable
Relevant
Time Related
Purpose Driven
KPIs
Separate assessment ratings are used for the mid-year
and the KPIs for the entire year
Mid-Year Goals Rating:
i. PW: Progressing Well
ii. NI: Need Improvement
iii. YS: Yet to Start
iv. Other: Situation other than
the above 3 categories
RATING COMPETENCIES
Every competency is given a rating on
a scale that varies from A to E
CORE COMPETENCIES
Effective Communication
Attention to Detail
Teamwork
Technical Skills
Change Management
Strategic Orientation
Operational Excellence
Negotiation and Convincing skills
Leadership
Market and Competitor Knowledge
Technology Orientation
Coaching and Mentoring
Culture Building
Brand Building
Stakeholder Management
Conflict Resolution
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
Outstanding
Ex
Excellent
VG
Very Good
This person is rated as Very Good Performer, performs the job better than the expectable
manner and relatively better than a person rated Good.
Good
This person is rated as Good, doing the job at the level expected for employees in this
position and relatively better than a person rated Below Expectations
BE
Below Expectations
This person is rated as Below Expectations, improvement is needed to fully meet the
expectations and relatively better than a person rated Marginal.
Mg
Marginal
This person is rated Marginal, performing the job at an unsatisfactory level and displays
Marginal Performance as against others.
POST
EVALUATION
PROCEDURE
1
Achieve
Objectives
Salary
Increments
3
Year-End
Bonus
Underachieve
Warning
Letter
No Bonus/
Increment
Consecutive
3 Years
Exit
THANK
YOU