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PERFORMANCE MANAGEMENT SYSTEM OF

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

Took over operations


of Credit Agricole
Indoseuz
Operating in
Bangladesh since
2003

13 Years of Operation

Vision: "To be the


Bank of Excellence in
Service and
Commitments"

10 Branches

CONTACT
PERSON
Mostofa Anowar Sohel
Sr. AGM & Head of Human Resources
Commercial Bank of Ceylon PLC

THE PERFORMANCE
MANAGEMENT
SYSTEM

PHILOSOPHY BEHIND THE SYSTEM


Contributing to the
vision of the bank

Fair Increment Policy


Matching Reward & Effort
Cost of Living Adjustment

Steering positive
competition among the
employees

NATURE OF THE SYSTEM


1
Requires at least
4000 employees to
be cost effective

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

Passed Down To The


Country

CRITERIA OF
EVALUATION

PERFORMANCE AND DEVELOPMENT REVIEW FORM (PDRF)


General Information

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

KPI/Entire Year Rating:


i. EE: Exceeded Expectation
ii. ME: Met Expectations
iii. SE: Falls Short of
Expectations
iv. BE: Below Expectations

RATING COMPETENCIES
Every competency is given a rating on
a scale that varies from A to E

Filled by Reporting Officer

CORE COMPETENCIES

Passion for Customers


Performance Driven

Effective Communication

Attention to Detail
Teamwork
Technical Skills

JOB SPECIFIC COMPETENCIES


1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

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.

Responsive Decision Making


Leading by Example
Leveraging Knowledge
Risk Orientation
Pattern Recognition
Financial Prudence
Analytical Skills
Initiative
Innovative Thinking
Data Gathering
Project Management

OVERALL PERFORMANCE RATING STANDARDS


O

Outstanding

This person is an Outstanding Performer, is competent, committed, performance driven


and is relatively better than a person rated Excellent.

Ex

Excellent

This person is an Excellent Performer, regularly exceeds requirements in the most


significant aspects of the job and is relatively better than a person rated Very Good.

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

POST EVALUATION PROCEDURE


The evaluation for a Job Holder is
done by the immediate
supervisor, the Reporting Officer

The appraisal report is


passed on to the
Supervising Manager

Second and final review done


by the HR Steering Committee

The Committee then decides


on the rate of increment or
amount of bonuses

Another feedback comes from


the written opinion of the
Reporting Officer

It lets the Job Holder know what


specific area they need training
in, to improve performance

POST EVALUATION PROCEDURE

1
Achieve
Objectives

Salary
Increments

3
Year-End
Bonus

POST EVALUATION PROCEDURE

Underachieve

Warning
Letter

No Bonus/
Increment

Consecutive
3 Years

Exit

THANK
YOU

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