PERFORMANCE APPRAISAL - PERIOD

FROM: 05/JAN/2023 TO: 10/DEC/2023

Associate Immediate Manager:

Name: NY VANDA
Job Title: SALES MANAGER Functional Manager (if appropriate)
Employee Code: 020
Department: SALES

APPRAISAL PROCESS: WEIGHT

1) Prior to the appraisal discussion, the Employee is requested to complete: Key Performance Indicators 80%

Supervisor level
a) Their self-assessment of their performance (part I) against each objective set over the period Competency 20% Staff level
and above
b) Their overall assessment ( part III.a.) vice versa key objectives. Core Competency 100% 50%
2) The Manager will then give his/her assessment on performance and behaviors and a suggested action-
Leadership Competency 50%
plan for development (part I, II, III.b, IV)
3) The Employee is given the opportunity to make final comments (part V) FINAL SCORE -
4) Both the Employee and Manager should then sign the finalized appraisal document (part V)
I. ASSESSMENT OF KEY PERFORMANCE INDICATORS:
Objectives Manager comments: Indicate what associate
Staff comments: Self- Rating by
(Indicate the names of Weight has/hasn't been done, any defects, positive or Score
Indicate what have/haven't been done, any defects assessment Manager
Objectives) negative remarks
SALES TARGET
1 Achieved 590,000 USD 40% 20% -

SALES PROFIT
2 MARGIN MARKUP Mark up of Two Signed Project. (154.6 K) 20% 95% -

CLOSE FINAL TOC &

3 PAYMENT Close TOC of VBL Project. 10% 90% -

NEW CUSTOMER
4 REACH OUT 26 out of 81 new contact created 15% 99% -

FASTEN SALES
5 SERVICE Survey 20 of 80 clients. 15% 99% -

Overall Job Performance 100% 81% -

II. ASSESSMENT OF CORE & LEADERSHIP COMPETENCIES:

Self- Rating by
List of Competency Weight Manager comments Score
assessment Manager
CORE COMPETENCY 100% -
Customer Focus: Demonstrate concern & effort for satisfying external and/or internal
1 50% 4.5 -
customers
Teamwork: Work collaboratively with others to move individual or small team towards multi-
2 30% 4.5 -
functional team(s) shared goals and positive results

Problem Solving & Decision Making: Identifying, analysing issues, and opportunities.
Checking & comparing data from different sources to define solutions; evaluating win-lose of
3 20% 4.5 -
alternatives solutions and choosing appropriate solutions. Taking action that is consistent with
available facts, constraints, and probable consequences.

LEADERSHIP COMPETENCY 100% -

Change Management: Demonstrate support for need of organizational changes to improve the
1 organization’s effectiveness; supporting, initiating; and implementing organizational change; 50% 4.5 -
helping others to successfully manage change in their work area
Developing & Motivating People: Create development opportunity for people, facilitate co-
2 operation and enhance engagement of employees toward the PEB Vision. Mission and 50% 4.5 -
Objectives.
Overall Competency Performance 23% -

III. OVERALL ASSESSMENT:

III.a. Associate’s Self-Assessment: Summarize your overall performance of key objectives, day-to-day accountabilities, your satisfaction or how you can do better in the future

III.b. Manager Assessment: Use this section to summarize the associate’s overall performance of key objectives, day-to-day accountabilities and, if it’s a manager, performance of people responsibilities. Please clarify what
the associate should continue (did well in the past), start (not yet performed in the past) and stop to do (did mistakes or errors) in the future.

Performance Level:
1: Poor , 2: Average , 3: Good , 4: Excellent, 5: Outstanding ; Please read guidelines on Performance Level (Annexe)

Concluding Overall Job & Competency Performance

>4.7 : Outstanding
>3.7 --> <=4.7 : Excellent
>2.7 --> <=3.7
>1.7 --> <= 2.7
: Good
: Average
Poor
< =1.7 : Poor
IV.DEVELOPMENT PLAN:
Describe Top 3 development activities that need to be planned for the associate to improve the areas mentioned above.

Action by
Key competencies need to be developed Development Method (*) Target completion date
whom

(*)Development Method: select the most appropriate methods from the following list:
Training – reading – case studies – group coaching – one-on-one coaching – interview with expert – shadowing – on the job training – incremental responsibility – job sharing
V. ASSOCIATE COMMENTS:
I have had the opportunity to review and discuss this performance appraisal with my Manager, and I

I do request a further review I do not request a further review

VI.SIGNATURES

Associate Date Manager Date