Performance and Development Plan (PDP) Form <period of appraisal> for <level or grades of employees>
Name:
Age:
Title:
Grade:
Qualification Academic: Date of Joining Experience in XYZ
Qualification Professional: Employee No. Experience before XYZ:
Part A: Objectives (Use Bullet Points only)
Criticality of Objectives Performance Measures Objectives List objectives below. What Total List measures for each do you need to accomplish Weightage objective. Be sure measures this year to meet corporate & 100 points are quantifiable and verifiable. business objectives?
Function Head Name & Signature Managers Name & Signature Site / Commercial function:
Total Score /500
Location
Percentage Score %
Department:
Accomplishments In preparation for review describe your progress to date towards meeting each objective based upon your performance measures.
Manager Review (Year End) Manager: to enter evaluation of achievement rating: 1 to 5
Score Weightage X Rating
Rating parameters:- 1-Failed to meet objective, 2-Marginally short of objective, 3-Met objective, 4-Somewhat exceeded objective, 5-Greatly exceeded objective
Page 1 of 6
68
Part B: Capabilities/Critical Attributes
Leadership essentials
Behaviours
Observations
Leadership Essentials are how work gets done to
support XYZ goals and culture. Identify 1-3 Essentials that are critical to successful performance. Both you and your manager must agree on these Essentials. (Choose from list given overleaf)
Identify actions/behaviours for each Essential. Be sure they are verifiable and specific.
In preparation for periodic and annual
reviews, describe your progress in demonstrating the Essentials
Business-Specific Essentials
Behaviours
Observations
You may choose to add Business-specific
technical/functional Essentials that are critical to your job. Both you and your manager must agree on these Essentials. (Indicative list given overleaf)
Identify actions/behaviours for each Essential Be sure they are verifiable and specific.
In preparation for periodic and annual
reviews, describe your progress in demonstrating the Essentials.
Manager Review (Year End) Manager to enter rating of demonstration of each Leadership Essential
Manager Review (Year End) Manager to enter rating of demonstration of each Business Specific Essential.
Page 2 of 6
69
Critical Attributes The Leadership Essentials
Description
Performance with integrity
Delivering on promises with organizational and individual trustworthiness.
People with Passion
Inspiring, motivating, enabling people to do their best work.
Innovation & Entrepreneurship
Creating and sustaining competitive advantage through well-executed ingenuity.
Sense of Urgency
Crating a focused, agile, productive and fast-learning organization.
Everyone Committed and contributing
Enabling, encouraging and allowing all employees the opportunity to make meaningful contributions and succeed on merit.
Accountability for Achievement
Setting, communicating, and committing to the critical few clear expectations. Superior performance matters and will be rewarded.
Alignment with XYZ Interests
Operating as one team, in single-minded pursuit of our mission; reflecting a common spirit and integrated strategies.
Develop Self and Others
Learning continuously and developing professional potential and ability. Leaders act as teachers, coaches and champions of development, creating career-long learning agility across the organization.
The Business Specific Essentials
Description
Analytical Skills
Ability to obtain and interpret data to identify critical issues and arrive at specific conclusions.
Conceptual Skills
Ability to understand concept parameters of own function and integrating with other functions leading to application possibilities.
Computer Skills
Ability to understand the capabilities of computer systems and determine relevant usage.
Communication Skills
Ability to consciously choose appropriate content and method of communication for highest impact.
Customer Orientation
Ability and inclination to establish and nurture customer partnerships.
Decision Making
Ability to choose timely and rationally best options based on internal and external factors.
Independence
Ability to assume responsibilities, as per requirements of the job, and act independently.
Negotiation Skills
Ability to influence and convince others to arrive at win-win solutions.
Networking Skills
Ability to establish linkages to obtain information and services.
Product/Process Knowledge
Ability to understand products/technology, its application and ways to maximize advantage in use.
Quality Orientation
Ability to be conscious about standards required for delivering excellent output.
Resource Management
Ability to use available resources for optimum return.
Strategic Thinking
Ability to forecast changes required and develop alternative courses of action.
Time Management Skills
Ability to prioritize and plan deliverables.
Part C: Periodic Reviews of Performance (Objectives + Capabilities)
Page 3 of 6
70
Periodic Review Date
1st Review
Summary Comments on Performance
Employees Comments:
Managers Comments:
2nd Review
Employees Comments:
Managers Comments:
3rd Review
Employees Comments:
Managers Comments:
Part D: Annual Review of Performance (Objectives + Capabilities)
Employees Summary of Overall Performance (Self Appraisal)
Managers Summary of Overall Performance (After Discussing and Giving Feedback)
My manager and I have discussed this annual performance review and jointly prepared this document. My signature does not necessarily signify agreement or disagreement. Appraisees Signature Date ________________________________________________________________
Appraisers Signature Date ______________________________________________________________
Page 4 of 6
71
Part E: Development Plan
Aspirations Describe Professional interests / career aspirations both short term and long term. Consider company direction and work team needs.
Strengths Self Assessment
Areas of Improvement Self Assessment
Managers Comments:
Managers Comments:
Development Objectives & Action Steps
Development Objectives Based on current role and future career aspirations, identify the Essentials, knowledge and experience to be developed.
Action Steps Identify action steps to achieve development objectives. Types of activities to consider include: Assignments (projects, career moves) Learning from Others (coaching, feedback, mentoring) Courses (seminars, e-learning, independent study)
Resources Needed Identify resources needed to achieve development objectives. Types of resources to consider include: Financial, people, technology
Timeline Specify time frame for completion of activity.
Page 5 of 6
72
Part F: Development Plan Periodic Reviews
Periodic Review Date 1st Review
Summary Comments on Development
Employees Comments:
Managers Comments: nd
2 Review
Employees Comments:
Managers Comments: rd
3 Review
Employees Comments:
Managers Comments:
Part G: Development Annual Review
Employees Overall Development Summary
Managers Overall Development Summary
My manager and I have discussed this annual development review and jointly prepared this document. My signature does not necessarily signify agreement or disagreement. Appraisees Signature Date ________________________________________________________________
Appraisers Signature Date ______________________________________________________________
Page 6 of 6
73
ANNEXURE II (a) PDP form Overview The PDP form may consist of several sections (in our specimen format it contains Part A to Part E). These sections are briefly described below: Section
Description
Part A
Objectives
This is the `what of the appraisees job which should
conform to SMART criteria i.e. Specific, Measurable, Achievable, Realistic and Time-bound. A well-written objective clearly defines expected results. Critical objectives are those that directly align with business priorities and cascade down from the top management. The appraiser has to review the accomplishment of each objective.
Part B
Capabilities (critical attributes)
A capability is `how the job is done. It is a behaviour or
group of behaviours required to perform effectively in ones job and to accomplish ones objectives. The appraiser has to review demonstration of each capability.
Part C
Periodic Reviews
The appraisee has to set up reviews of his objectives and
capabilities with his appraiser several times throughout the year. This will enable him to know how he is progressing in both areas and allow time to adjust, if necessary.
Part D
Annual Review
Annual review takes place at the end of the year. The
appraiser first evaluates each objective and capability, noting results in Parts A and B and then reviews overall performance and documents the same in this section.
74
Part E
Development The purpose of a development plan is to develop skills and
Plan behaviour that enables the appraisee to be successful in his current position, as well as prepare him for future roles to which he aspire. The principles of development plan are:
People development focuses on building the
knowledge, skills and experiences required for current and future business success. Individuals are responsible for their own development. Managers are responsible for supporting the development of their people. In most situations, on the job experience is the preferred development approach. For career enhancement, one needs a variety of experiences (functions, businesses and locations). Everyone is responsible for sharing learnings.
Development plan needs to be reviewed periodically and
annually. Section
Description
Page 1 of 2
Part F
Development The development plan should be reviewed several times a
Plan Periodic year. Any issues or any changes in the plan should be Reviews recorded. The review can be done simultaneously while reviewing objectives and capabilities or at some other time.
Part G
Development This review should take place at the end of the year and Annual may be done at the same time as the review of the Review objectives and capabilities or at a separate time, as per the preference of the appraisee and the appraiser. This review helps in assessing how the appraisee is progressing on his development.
75 Page 2 of 2
ANNEXURE III Performance Appraisal Form of Executives
ABC Limited Performance Review: January-December 2006 (FOR <level from to .>) Name :
Designation :
Emp. Code :
Grade :
Date of Joining :
Qualification :
Last Promotion:
SBU Head
Dept :
Rewards /Rating :
For Last 3 years
_____ 2003
_____ 2004
_____ 2005
PART A SELF APPRAISAL (To be filled by the Appraisee) 1. Describe your main achievements during the year in the order of significance. Quantify them wherever possible :
_________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ ______________________________ 2. Indicate factors, which helped In your performance Factors
Illustrations
Indicate factors, which hindered
your performance Factors
Illustrations
Page 1 of 5
PART B 76
PERFORMANCE / RESPONSIBILITIES REVIEW
Individual Objectives: (Total Weightage = 85%) Column 1, 2 & 3 to be filled by the appraisee and column 4 by the appraiser after joint review of the performance by the two. Rating Scale : OS = Outstanding E = Exceeded FA = Fully Achieved MA = Mostly Achieved PA = Partially Achieved NA = Not Achieved (Total of Weightages of all Objectives / Performance Area should be 85%) Objectives / Performance area in order of importance (1)
Self Rating (2)
Appraisers Rating (3)
Appraisers Weightage (4)
Performance Score (3 x 4)
Total Score
Page 2 of 5
77
PART C Performance Skills (Assessment of Exhibited Attributes) (Total Weightage - 15 %) Describe the employees performance giving specific description against each of the skills listed below: SR.
ATTRIBUTES
APPRAISERS RATING (1)
WEIGHTAGE (2)
1.
Planning & Organizing
3%
2.
Team Work & People Oriented
3%
3.
Innovation & Creativity
3%
4.
Customer Satisfaction
3%
5.
Problem Analysis
3% Total Part C =
SCORE (1X2)
15%
Overall Score: Overall Rating:
Page 3 of 5
78
PART: D Strengths: Indicate behaviour or actions which resulted in desired output of job _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ ________________________________________________________
Areas For Improvement: Indicate areas where performance can be improved.
ANNEXURE VI Feedback Form (Please give us your perceptions of <name of the appraisee> in the areas of competency and responsibility listed below. Place an X in the appropriate square on the table, where 1 indicates that you think that this is an area of particular strength and excellence; 2 indicates that you perceive this person to be functioning well in this area; 3 indicates that you perceive this to be a development area for him/her) Name of the Appraisee: Designation: Department: Date of Joining; Feedback respondent name: Date of feedback: Competency / Area of responsibility
3 Development area
2 Area of competence
1 Area of excellence
0 Unable to comment
1 Manages attention Manages attention through a compelling vision that brings others to a place they have not been before. Creates a sense of purpose; defines reality in the larger context; instills shared values and beliefs. Establishes standards and compelling aspirations that help the Department achieve its next stage of development. Acts as catalyst, inspiring and enabling others to act.
2 Manages trust Inspires trust and confidence through consistency, reliability and integrity; delivers on promises; role models the University / Department values.
3 Manages self Knows and understands his/her own strengths, skills, and weaknesses and manages these effectively. Responds constructively to criticism and personal feedback. Takes responsibility for his/her own development and actions. Is self motivated, persistent, and resilient. Recognises the impact of his/her own behaviour on others. Is able to perform consistently in a range of situations under pressure, and to appropriately adapt behaviour. Retains focus in the face of difficult situations. Regularly reviews and improves the effectiveness of his/her own leadership.
4 Fosters unity and collaboration
Creates a climate of community; builds morale; sets a positive tone; resolves disagreements; fosters collaboration and ownership; recognizes individual and team contributions; facilitates teamwork. Page 1 of 2
85
Competency / Area of responsibility
3 Development area
2 Area of competence
1 Area of excellence
0 Unable to comment
5 Exercises power effectively
Takes ownership and accountability; empowers others to act; shares authority; nurtures the skills of group members. Delegates responsibly and holds individuals accountable.
6 Establishes an environment conducive to learning Champions continuous learning at all levels in the Department. Encourages appropriate levels of risk-taking and innovation. Models the need for learning by continuous selfdevelopment. provides consistent feedback to members of the team on both successes and failures. Deals with team failure or error constructively and developmentally.
7 Solves problems Anticipates potential problems; identifies key issues and explores options and perspectives in order to generate solutions; develops and encourages innovative and creative approaches to problems; able to analyse and break down problems and identify issues and implications.
8 Manages resources Effectively manages resources in a doing more with less environment; innovative and creative in development and use of resources; exercises sound and responsible fiscal management; able to identify and prioritize areas of spend or resource allocation; able to take hard decisions about resource allocation and follow these through responsibly; actively seeks out opportunities to maximise resources
9 Makes decisions / thinks
strategically Understands and defines global Dept purpose and focus; able to take a big picture overview; understands long term impact of decisions and external pressure on the University / Division / Dept; sets key strategic objectives; anticipates changes in context and trends and plans ahead; offers strategic and practical solutions. Makes policy and strategy and translates these into achievable goals and programmes of action.
86
Page 2 of 2
87
ANNEXURE VII eAppraisal (using Balanced Scorecard method) for managerial level eAppraisal Form <name of the reviewer>, you have logged in as Reviewer.
Initiated By <name of appraisee> on <date> <time>
Pending with MC (name of HR person) Name
<name of appraisee>
Request No. : ___________
Status : Rated by Reviewer
Location
<place of work>
Designation
Date of Joining the
Company
SBU / Department
Date of last Promotion
(if any)
Grade
Name of Appraiser
Employee ID
Name of Appraiser's Superior
(A) Performance Review WRT Targets Set at the Start of Financial Year __________ Financial Measure Self Appraisal Appraiser Key Performance Area Achievement Rating Weight Score Rating Weight Score
Total People (Learning & Growth) Key Performance Area Achievement
Self Appraisal Rating Weight Score
Appraiser Rating Weight Score
Total Grand Total Overall Self Rating
Page 1 of 2
Appraisal Summary and Review
Identity
Name
Overall Rating Score Rating
Date
88
Appraisee Appraiser Reviewer Final Rating by MC Promotion Recommended By Appraiser Recommended By Reviewer
<email ID of appraisee> <email ID of appraiser> <email ID of reviewer> <email ID of HR person>
<date> <time> <date> <time> <date> <time>
Comments Identity Comments Appraiser (name) Reviewer (name) HR (B) - Overall Assessment, Strengths & Training Needs 1. Summary of Performance (by the Appraiser)
2. Strengths - (by the Appraiser)
Clarity of Purpose Influencing Others Practical Creativity Entrepreneurial Drive Objective Analytical Power Self Confidence Market Orientation Team Commitment Leading Others Learning from Experience Developing Others Any Other (Please specify) Training Needs identified for development (by the Appraiser / Appraiser's Superior): Functional / Job related, etc Behavioral -
Document History____________________________________ Rating entered by <name of reviewer> <date> <time> Rating entered by <name of appraiser> <date> <time> Submitted by <name of appraisee> on <date> <time> Return by <name of appraiser> <date> <time> Comments : <comments of appraiser, in case of return/non acceptance> Submitted by <name of appraisee> on <date> <time> Created by <name of appraisee> on <date> <time> Page 2 of 2
ANNEXURE VIII eAppraisal Process 89
Appraisee writes his self-appraisal
Submits to Main appraiser
Goes to additional appraiser1
Goes to additional appraiser2
Optional
Comes back to Main Appraiser
Main Appraiser submits it to Reviewer
Reviewer reviews and writes
Reviewer submits it to HR
Management Committee Moderation and other stages
(HR to enter results)
HR submits to reviewer
Reviewer releases to main appraiser
Main appraiser releases it to appraisee with a
request to set up time for discussion
Discussion done and Appraisee Confirms.
Process completed
Page 1 of 1
90
ANNEXURE IX eAppraisal for Executive/Officer level eAppraisal Form <name of appraiser>, you have logged in as Appraiser.
Initiated By <name of appraisee> on <date> <time>
Pending with MC (name of HR person)
Status: Rated by Reviewer
eAppraisal Period Name
Location
Designation
Date of Joining the
Company
SBU / Department
Date of last Promotion
(if any)
Grade
Name of Appraiser
Employee ID
Name of Appraiser's Superior
(A) Performance Review WRT eTargets
Performance / Responsibility Review (Maximum weight should be 85) Target Self Appraisal Appraiser Key Performance Achievement Setting Area Rating Weight Score Rating Weight Score Weightage
Total
85
85
Performance Skills (Assessment of Exhibited Attributes) (Maximum Weight should be 15)
Self Appraisal Appraiser Target Key Performance Achievement Area
(B) - Overall Assessment, Strengths & Training Needs
1. Summary of Performance (by the Appraiser)
2. Strengths - (by the Appraiser)
Clarity of Purpose Practical Creativity Objective Analytical Power Market Orientation Leading Others Developing Others Any Other (Please specify)
Influencing Others Entrepreneurial Drive Self Confidence Team Commitment Learning from Experience
Training Needs identified for development (by the Appraiser / Appraiser's Superior): Functional / Job related, etc Behavioral
Document History____________________________________ Rating entered by <name of reviewer> <date> <time> Rating entered by <name of appraiser> <date> <time> Submitted by <name of appraisee> on <date> <time> Created by <name of appraisee> on <date> <time> Page 2 of 2
![Leadership Competency Definitions[1]](https://imgv2-2-f.scribdassets.com/img/document/58387975/149x198/ff3dcb7da4/1308668182?v=1)
