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PMS - Final Format (KRA & KPI Excel)

This document outlines a performance management process for an employee. It includes sections for the employee and manager details, job purpose, key result areas (KRAs) and key performance indicators (KPIs) with weightings, a performance assessment table, an overall rating, and descriptions of the rating criteria. The KRAs and KPIs have quantifiable targets to measure whether objectives were achieved at an outstanding, superior, good, marginal, or unsatisfactory level. The process appears aimed to set clear expectations and metrics to evaluate an employee's performance over a review period.

Uploaded by

Rezaul Razib
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© © All Rights Reserved
Available Formats
Download as XLS, PDF, TXT or read online on Scribd
25K views

PMS - Final Format (KRA & KPI Excel)

This document outlines a performance management process for an employee. It includes sections for the employee and manager details, job purpose, key result areas (KRAs) and key performance indicators (KPIs) with weightings, a performance assessment table, an overall rating, and descriptions of the rating criteria. The KRAs and KPIs have quantifiable targets to measure whether objectives were achieved at an outstanding, superior, good, marginal, or unsatisfactory level. The process appears aimed to set clear expectations and metrics to evaluate an employee's performance over a review period.

Uploaded by

Rezaul Razib
Copyright
© © All Rights Reserved
Available Formats
Download as XLS, PDF, TXT or read online on Scribd
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PERFORMANCE MANAGEMENT DOCUMENT

Name o the Appraisee


Job Title

Name of the Appraiser


Job Title

ID #

Date Commenced Service


Date Appointed to Job

Performance Discussion Date


Performance Review Period

Overall R

Purpose of the Job


4
3
2
1

Sl. KRA

KRA Description

Wt.
(%)
10

Sl. KPI

KPI Description

Wt. (%)

5
to 4.99
to 3.99
to 2.99
to 1.99

Performance Assesment

1
2
3
4
5
6
7
8
Weightage total

10

1
2

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KRA achieved

3
4
2

5
6
7
8

10

Weightage total

Weightage total

KRA achieved

1
2
3
4

5
6
7
8

10

1
2
3

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KRA achieved

4
4

5
6
7
8

10

Weightage total

KRA achieved

Weightage total

KRA achieved

1
2
3
4

5
6
7
8

10

1
2
3
4

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6
6
7
8

10

Weightage total

KRA achieved

Weightage total

KRA achieved

1
2
3
4

5
6
7
8

30

1
2
3
4

8
5
6

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7
8
KRA weightage total

100

Weightage total

KRA achieved

PMS outcome of the quarter

Resources Required

Action Plan

Appraisee's comment

Appraiser's comment

Second Appraiser's comment

Signatures:
Appraise

Appraiser
Page 5 of 15

Second Appraiser

(For Executive & Above)

ID #

Overall Rating

ssesment

A achieved

Outstanding
Superior
Good (on target)
Marginal
Unsatisfactory

Rating KPI

Achieved KPI
0
0
0
0
0
0
0
0
0
0
0

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A achieved

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

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0
0
0
0

Outcome

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Ratings

Criteria

Outstanding

4 to 4.99

Superior

3 to 3.99

Good (On Target)

2 to 2.99

Marginal

1 to 1.99

Unsatisfactory

Example:

Rating Key

Rating

Exceeding target (KRAs)


by wide margin

Exceeding target (KRAs)


by significant margin

4 to 4.99

Good - on target (KRAs)


Missing the target (KRAs)
marginally
Missing major criteria

3 to 3.99
2 to 2.99
1 to 1.99

Descriptions

Results for the period was outstanding


The appraisee consistently and clearly exceeded challenging KRAs and
This was apparent to all in a position to evaluate

A recurrence of this exceptional level of performance may indicate th


stretching.

Accomplished more overall than expected, with a broad record of pos


and KPIs.
Performance recognised as contributing extra value during the period
The level of performance expected from an individual fully qualified
the required standard.

most major KRAs and KPIs were achieved.


The performance expected of most of employees.
Several key personal results did not match expected levels of perfor
Expect Level 3 (Good On Target) to be achieved during the next cycl
Important KRAs or KPIs missed.
Poor performance across a broad range.
Performance at this level not to continue over more than one cycle

(Example)
>167%

>133%
1
>83%
>67%

The SMART principles


S pecific S tretching
M easureable
A chievable
A ccepted
R ealistic
R elevant
T ime-framed T rackable

What are performance objectives?

Key Result Areas (KRA) are defined as:


The key objectives or goals to be reached
The outputs of the job which contribute to o
Normally not more than 4-8 in any one perio

Key Performance Indicators (KPI) are defined


The activities which will deliver the required
what the assessee must do
The standards which determine how the job
Are an answer to the question: What will we
A number of KPIs can be set for each KRA

tives?

ed as:
e reached
tribute to organisational goals
ny one period of time

are defined as:


he required outcomes (objectives)

how the job must be done


What will we see as an outcome?
each KRA

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