This document outlines the Performance Management System policies and procedures for China Banking Corporation. It provides an overview of the system, its objectives to align individual performance with strategic goals, and foster employee development. Key terms are defined, such as balanced scorecard, key result areas, and performance indicators. The duties and responsibilities of groups, managers, employees and committees in the process are described. Guidelines for appraisal periods, the KRA system used to set goals, evaluate dimensions of performance and behavior, and rate performance are also provided.
This document defines performance management and discusses its objectives, tools, and trends. Performance management is a process of planning, monitoring, developing, and evaluating employee work performance. It aims to ensure employees contribute to organizational goals. Tools discussed include 360-degree feedback, management by objectives, behavioral checklists, and psychological appraisals. The balanced scorecard is presented as a performance appraisal tool that measures perspectives like financial, customer, internal processes, and learning and growth. Biases, standards, and an example rating system are also outlined.
The document provides information about the Strategic Performance Management System (SPMS) used by the Cooperative Development Authority (CDA). It discusses the legal basis, objectives, elements, process and key players of the SPMS. The SPMS aims to link employee and organizational performance to ensure goals are achieved. It establishes performance measures and targets during planning, provides coaching during monitoring, evaluates performance reviews, and determines rewards during performance rewarding and development planning. The CDA SPMS cycle involves performance planning and commitment, monitoring and coaching, and review and evaluation stages.
This document provides an overview of performance management. It begins with definitions of key terms like performance and performance management. It then outlines the typical phases of a performance management process: planning, monitoring, and reviewing. It discusses techniques like setting performance standards, providing feedback, and 360-degree assessments. The document also covers advantages and potential problems in implementing performance management systems. Finally, it provides specifics on how performance management is implemented at M&M Ltd, including how they set goals at the business, department, and individual level using a balanced scorecard approach and multi-step process.
Performance deck pptx for company profilemazohastd
The document discusses talent retention strategies and performance management. It proposes automating regular employee check-ins, quarterly performance reviews, and career development planning. This includes weekly employee pulsing to gather feedback, facilitating quarterly review meetings between employees and managers, and providing reporting to managers and executives on pulse findings and career progress. The goal is to improve retention by optimizing communication, alignment, and development across the employee journey.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
The document outlines the Strategic Performance Management System (SPMS) being adopted by the Murcia Water District. The SPMS aims to link individual employee performance to organizational goals and priorities. It follows a four stage process: 1) Performance planning where goals are set, 2) Monitoring performance, 3) Evaluating performance based on goals, and 4) Rewarding and developing employees. Key parts of the system include setting office and individual goals, monitoring performance, assessing performance objectively based on goals, and using assessments for human resource decisions like promotions. The General Manager leads implementation and is responsible for setting goals and evaluating performance.
This document defines performance management and discusses its objectives, tools, and trends. Performance management is a process of planning, monitoring, developing, and evaluating employee work performance. It aims to ensure employees contribute to organizational goals. Tools discussed include 360-degree feedback, management by objectives, behavioral checklists, and psychological appraisals. The balanced scorecard is presented as a performance appraisal tool that measures perspectives like financial, customer, internal processes, and learning and growth. Biases, standards, and an example rating system are also outlined.
The document provides information about the Strategic Performance Management System (SPMS) used by the Cooperative Development Authority (CDA). It discusses the legal basis, objectives, elements, process and key players of the SPMS. The SPMS aims to link employee and organizational performance to ensure goals are achieved. It establishes performance measures and targets during planning, provides coaching during monitoring, evaluates performance reviews, and determines rewards during performance rewarding and development planning. The CDA SPMS cycle involves performance planning and commitment, monitoring and coaching, and review and evaluation stages.
This document provides an overview of performance management. It begins with definitions of key terms like performance and performance management. It then outlines the typical phases of a performance management process: planning, monitoring, and reviewing. It discusses techniques like setting performance standards, providing feedback, and 360-degree assessments. The document also covers advantages and potential problems in implementing performance management systems. Finally, it provides specifics on how performance management is implemented at M&M Ltd, including how they set goals at the business, department, and individual level using a balanced scorecard approach and multi-step process.
Performance deck pptx for company profilemazohastd
The document discusses talent retention strategies and performance management. It proposes automating regular employee check-ins, quarterly performance reviews, and career development planning. This includes weekly employee pulsing to gather feedback, facilitating quarterly review meetings between employees and managers, and providing reporting to managers and executives on pulse findings and career progress. The goal is to improve retention by optimizing communication, alignment, and development across the employee journey.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
The document outlines the Strategic Performance Management System (SPMS) being adopted by the Murcia Water District. The SPMS aims to link individual employee performance to organizational goals and priorities. It follows a four stage process: 1) Performance planning where goals are set, 2) Monitoring performance, 3) Evaluating performance based on goals, and 4) Rewarding and developing employees. Key parts of the system include setting office and individual goals, monitoring performance, assessing performance objectively based on goals, and using assessments for human resource decisions like promotions. The General Manager leads implementation and is responsible for setting goals and evaluating performance.
The document outlines a performance evaluation form for a recruiter position at Sony Pictures, including a STAR rating scale to evaluate the recruiter's performance on core competencies and goals. It describes who will be responsible for evaluating the recruiter (their direct supervisor) and obtaining input from other stakeholders, such as recently hired employees. The form is intended to guide an annual performance review discussion between the recruiter and their supervisor.
A performance management system is an organization-wide program that provides a structured approach to communicate business strategy, establish shared goals and how to achieve them, and measure and motivate individual and organizational performance. It consists of setting employee performance expectations, maintaining ongoing dialogue between supervisors and employees, and annual performance appraisals. The objectives of a performance management system include confirming probationary employees, assessing individual, team, and organizational effectiveness and efficiency, determining promotions, identifying training needs, and deciding on pay raises.
Coal India has implemented a new balanced scorecard-based performance management system to increase fairness, transparency and a culture of meritocracy. The system links performance ratings to compensation, training, career progression and rewards. Key elements include setting targets, mid-year and final reviews between employees and supervisors, evaluating performance on key metrics and personal attributes, and determining an overall rating. Performance is assessed across financial, customer, internal processes and learning/growth perspectives. The system aims to cascade organizational goals down while recognizing accomplishments and identifying development areas to improve performance.
The document outlines a performance management system for an organization. It defines performance management and its objectives, which include maximizing employee productivity and improving organizational effectiveness. It describes the organization's philosophy of linking performance to vision, strategy, and culture. The design section explains the current compensation structure, the PMS process involving goal setting, reviews, and assessments, and the methodology of using a forced bell curve approach. It discusses the 3R's of review, recognition, and reward - including the review concept, timing, evaluation process, and payouts. Finally, it covers pre- and post-documentation and potential outcomes of the system.
The document outlines the process for career development planning (CDP) within an organization. It discusses the purpose of CDP, which is to create a development plan for employees to improve performance and prepare for future roles. The CDP process involves five phases: pre-meeting planning, an employee-supervisor meeting, selecting development activities, preparing the CDP form, and implementing and evaluating the plan. An example of a completed CDP form is also included to demonstrate how the process works.
This document discusses a study on the effectiveness of performance management systems (PMS) as a tool for people alignment and development at Bank of Ceylon. The researchers interviewed a personal manager at a Kandy branch to understand how PMS works. They found that PMS is effective at aligning individual goals with organizational objectives through monthly reviews. However, areas for improvement include making the manager review form less lengthy and subjective, adding self-appraisals, and prioritizing performance over seniority for promotions to better motivate employees. The researchers recommend making PMS a more transparent process that develops individuals and the organization.
CSL Plasma contracted me to develop a quick reference training manual for their new performance management compensation system. Since this system is only used several times throughout the year, rather than daily, it is important to quickly refresh their memory on the operation of the system when they are ready to use it again. This Performance Management Flipbook is designed to provide step-by-step navigation so that they can quickly get up to speed.
The entire design of this project was conceived from scratch, including the physical design and all graphic elements. The convenient easel design makes it easy to position and utilize at the desktop as they work with the system. The tab graphic in the footer aligns with the actual physical tabs and provides a quick reference organization. This project included both a regular version as well as a Manager’s Version.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
Performance appraisal principles will serves as a simple guide to conduct an effective performance review.
Performance appraisal | Principles of performance appraisal | Guide | Leadership and Management | Learningade
COMPETENCY BASED PERFORMANCE MANAGEMENT TEAM C.pptxADWITIYAMISTRY
This document outlines the key components of a competency-based performance management system, including:
1) Daily appraisal, coaching, and feedback to help employees understand expectations and improve performance.
2) Aligning employee goals and objectives with the company's strategic plan and values.
3) A three-phase process of performance planning, monitoring and coaching, and evaluation to set objectives, develop competencies, and provide feedback.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It involves setting goals, collecting performance data, conducting appraisal interviews, and providing feedback to help employees improve. There are various traditional and modern methods used for performance appraisals in organizations. The goals are to review and improve employee performance as well as assist with human resource decisions. However, performance appraisals also have some limitations and risks if not implemented properly.
The document outlines an 8-step talent performance assessment flow for HR departments: 1) Establish organizational strategy and goals, 2) Plan department goals with team leaders, 3) Team leaders make plans with their teams, 4) Clarify job descriptions, 5) Create performance plans with objectives and development activities, 6) Define measurable performance metrics, 7) Conduct performance reviews, 8) Reward outstanding performance. The process is designed to align individual performance with organizational strategy from the team to leadership level.
The document discusses the key concepts and objectives of establishing a Strategic Performance Management System (SPMS) within a government agency. The main points are:
1) The SPMS aims to align employee and office-level performance targets with the agency's strategic priorities and mandates.
2) As part of SPMS, both Office Performance Commitment and Review forms (OPCR) and Individual Performance Commitment and Review forms (IPCR) will be created to establish performance targets.
3) A performance monitoring process will also be implemented, including periodic reporting, reviews between supervisors and employees, and an annual performance evaluation.
This document discusses human resource management and performance appraisal management. It provides an overview of a library project submitted by a student on performance appraisal management. The objective of the project is to study the difference between performance appraisal and performance management, and the steps involved in the performance management process. The project is divided into chapters covering topics like job descriptions, performance standards, observation and feedback, performance appraisal, and a case study of a performance management system. It provides details on developing performance standards, giving behavioral feedback, and different methods of performance appraisal.
Performance Appraisal: Understanding the Programlen352tasons313
A performance appraisal is really a review and discussion of an employee's performance of assigned duties and duties. The actual appraisal will be based upon results obtained by the employee in his/her work, not about the employee's character characteristics. The performance appraisal procedures skills and accomplishments with reasonable precision as well as uniformity. It provides a method to help identify areas regarding performance enhancement and also to help advertise professional growth. It will not, however , be considered the particular supervisor's only interaction tool.
CDA Strategic Performance Management System Revisedjo bitonio
This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
The document outlines the human resource planning (HRP) process, which involves 5 steps: 1) forecasting future HR demand, 2) estimating internal and external HR supply, 3) comparing demand and supply to determine surpluses or shortages, 4) developing strategies like hiring freezes or overtime to address imbalances, and 5) assessing the effectiveness of the HRP effort. Key aspects of HRP include determining future staffing needs, utilizing HR efficiently, controlling costs, and informing strategic planning. Common techniques for forecasting demand are informal estimates, expert surveys, and extrapolation of past trends.
This document provides an overview of performance management concepts and processes. It discusses:
1. The key concepts of performance management including assigning targets, assessing performance, rewarding employees, and using it as a process for growth and development.
2. The typical performance management process including planning, assigning targets, monitoring performance, assessing performance, and awarding employees.
3. Traditional and modern methods for performance appraisal such as graphic rating scales, forced distribution, management by objectives, and 360-degree feedback.
The document aims to explain the fundamental aspects of performance management and appraisal systems used in organizations.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The document outlines a performance evaluation form for a recruiter position at Sony Pictures, including a STAR rating scale to evaluate the recruiter's performance on core competencies and goals. It describes who will be responsible for evaluating the recruiter (their direct supervisor) and obtaining input from other stakeholders, such as recently hired employees. The form is intended to guide an annual performance review discussion between the recruiter and their supervisor.
A performance management system is an organization-wide program that provides a structured approach to communicate business strategy, establish shared goals and how to achieve them, and measure and motivate individual and organizational performance. It consists of setting employee performance expectations, maintaining ongoing dialogue between supervisors and employees, and annual performance appraisals. The objectives of a performance management system include confirming probationary employees, assessing individual, team, and organizational effectiveness and efficiency, determining promotions, identifying training needs, and deciding on pay raises.
Coal India has implemented a new balanced scorecard-based performance management system to increase fairness, transparency and a culture of meritocracy. The system links performance ratings to compensation, training, career progression and rewards. Key elements include setting targets, mid-year and final reviews between employees and supervisors, evaluating performance on key metrics and personal attributes, and determining an overall rating. Performance is assessed across financial, customer, internal processes and learning/growth perspectives. The system aims to cascade organizational goals down while recognizing accomplishments and identifying development areas to improve performance.
The document outlines a performance management system for an organization. It defines performance management and its objectives, which include maximizing employee productivity and improving organizational effectiveness. It describes the organization's philosophy of linking performance to vision, strategy, and culture. The design section explains the current compensation structure, the PMS process involving goal setting, reviews, and assessments, and the methodology of using a forced bell curve approach. It discusses the 3R's of review, recognition, and reward - including the review concept, timing, evaluation process, and payouts. Finally, it covers pre- and post-documentation and potential outcomes of the system.
The document outlines the process for career development planning (CDP) within an organization. It discusses the purpose of CDP, which is to create a development plan for employees to improve performance and prepare for future roles. The CDP process involves five phases: pre-meeting planning, an employee-supervisor meeting, selecting development activities, preparing the CDP form, and implementing and evaluating the plan. An example of a completed CDP form is also included to demonstrate how the process works.
This document discusses a study on the effectiveness of performance management systems (PMS) as a tool for people alignment and development at Bank of Ceylon. The researchers interviewed a personal manager at a Kandy branch to understand how PMS works. They found that PMS is effective at aligning individual goals with organizational objectives through monthly reviews. However, areas for improvement include making the manager review form less lengthy and subjective, adding self-appraisals, and prioritizing performance over seniority for promotions to better motivate employees. The researchers recommend making PMS a more transparent process that develops individuals and the organization.
CSL Plasma contracted me to develop a quick reference training manual for their new performance management compensation system. Since this system is only used several times throughout the year, rather than daily, it is important to quickly refresh their memory on the operation of the system when they are ready to use it again. This Performance Management Flipbook is designed to provide step-by-step navigation so that they can quickly get up to speed.
The entire design of this project was conceived from scratch, including the physical design and all graphic elements. The convenient easel design makes it easy to position and utilize at the desktop as they work with the system. The tab graphic in the footer aligns with the actual physical tabs and provides a quick reference organization. This project included both a regular version as well as a Manager’s Version.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
Performance appraisal principles will serves as a simple guide to conduct an effective performance review.
Performance appraisal | Principles of performance appraisal | Guide | Leadership and Management | Learningade
COMPETENCY BASED PERFORMANCE MANAGEMENT TEAM C.pptxADWITIYAMISTRY
This document outlines the key components of a competency-based performance management system, including:
1) Daily appraisal, coaching, and feedback to help employees understand expectations and improve performance.
2) Aligning employee goals and objectives with the company's strategic plan and values.
3) A three-phase process of performance planning, monitoring and coaching, and evaluation to set objectives, develop competencies, and provide feedback.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It involves setting goals, collecting performance data, conducting appraisal interviews, and providing feedback to help employees improve. There are various traditional and modern methods used for performance appraisals in organizations. The goals are to review and improve employee performance as well as assist with human resource decisions. However, performance appraisals also have some limitations and risks if not implemented properly.
The document outlines an 8-step talent performance assessment flow for HR departments: 1) Establish organizational strategy and goals, 2) Plan department goals with team leaders, 3) Team leaders make plans with their teams, 4) Clarify job descriptions, 5) Create performance plans with objectives and development activities, 6) Define measurable performance metrics, 7) Conduct performance reviews, 8) Reward outstanding performance. The process is designed to align individual performance with organizational strategy from the team to leadership level.
The document discusses the key concepts and objectives of establishing a Strategic Performance Management System (SPMS) within a government agency. The main points are:
1) The SPMS aims to align employee and office-level performance targets with the agency's strategic priorities and mandates.
2) As part of SPMS, both Office Performance Commitment and Review forms (OPCR) and Individual Performance Commitment and Review forms (IPCR) will be created to establish performance targets.
3) A performance monitoring process will also be implemented, including periodic reporting, reviews between supervisors and employees, and an annual performance evaluation.
This document discusses human resource management and performance appraisal management. It provides an overview of a library project submitted by a student on performance appraisal management. The objective of the project is to study the difference between performance appraisal and performance management, and the steps involved in the performance management process. The project is divided into chapters covering topics like job descriptions, performance standards, observation and feedback, performance appraisal, and a case study of a performance management system. It provides details on developing performance standards, giving behavioral feedback, and different methods of performance appraisal.
Performance Appraisal: Understanding the Programlen352tasons313
A performance appraisal is really a review and discussion of an employee's performance of assigned duties and duties. The actual appraisal will be based upon results obtained by the employee in his/her work, not about the employee's character characteristics. The performance appraisal procedures skills and accomplishments with reasonable precision as well as uniformity. It provides a method to help identify areas regarding performance enhancement and also to help advertise professional growth. It will not, however , be considered the particular supervisor's only interaction tool.
CDA Strategic Performance Management System Revisedjo bitonio
This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
The document outlines the human resource planning (HRP) process, which involves 5 steps: 1) forecasting future HR demand, 2) estimating internal and external HR supply, 3) comparing demand and supply to determine surpluses or shortages, 4) developing strategies like hiring freezes or overtime to address imbalances, and 5) assessing the effectiveness of the HRP effort. Key aspects of HRP include determining future staffing needs, utilizing HR efficiently, controlling costs, and informing strategic planning. Common techniques for forecasting demand are informal estimates, expert surveys, and extrapolation of past trends.
This document provides an overview of performance management concepts and processes. It discusses:
1. The key concepts of performance management including assigning targets, assessing performance, rewarding employees, and using it as a process for growth and development.
2. The typical performance management process including planning, assigning targets, monitoring performance, assessing performance, and awarding employees.
3. Traditional and modern methods for performance appraisal such as graphic rating scales, forced distribution, management by objectives, and 360-degree feedback.
The document aims to explain the fundamental aspects of performance management and appraisal systems used in organizations.
Similar to Annex-E-CBC-Performance-Management-System-Policy.pdf (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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4
PERFORMANCE MANAGEMENT SYSTEM
OVERVIEW
The Performance Management System (PMS) is a vital tool for aligning individual performance
with the Bank’s strategic direction and operational business plans. It is an integrated process by
which the organization involves its employees in improving organizational effectiveness towards
the accomplishment of its mission and strategic goals.
Whereas the Bank shall use the Balanced Scorecard (BSC) as a tool to capture, describe and
translate its strategic goals into defined objectives at group, divisional, departmental, and branch
levels, it shall use the PMS to capture the individual officers’ objectives that are aligned with the
BSC.
This Policies and Procedures Circular shall take effect starting 2014 Performance evaluation
period and shall be observed by the Officers and Supervisors of China Banking Corporation and
all its subsidiaries.
OBJECTIVE
The Performance Management System (PMS) shall achieve the following objectives:
1. Employee Information- to provide an opportunity for a dialogue between the Employee
and his Supervising Officer regarding standards of performance, review how the
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Employee’s performance measure against these standards, and determine the
Employee’s strengths and areas for development.
2. Employee Development- to assist in determining the Employee’s training and
developmental needs through assessment of gaps in performance and Employee’s
potential.
3. Employee Recognition- to provide venue to recognize and reward outstanding or above
acceptable performance.
4. Employee Placement- to ascertain the Employee’s potential, identified strengths,
inclinations and skills, which may serve as guide for matching the Employee to the right
job.
DEFINITION OF TERMS
Budget Period Twelve-month period, usually from January to December, during
which specific activities should be implemented by the Bank and for
which funding and resource requirements are defined to achieve its
goals and objectives.
Organizational Goal The overall vision, mission and strategic objectives of the Bank as
established by its management and communicated to its employees.
Balanced Scorecard
(BSC)
A strategic planning and management system used to align business
activities to the vision statement including the strategic business
objectives of an organization. It is used to evaluate an organization’s
impact from several perspectives, such as customer, employees,
internal business processes and financial results.
Key Result Area
(KRA)
Refer to the key areas for which the employee needs to produce
results. They are general areas of outcomes or outputs for which the
Individual’s role is responsible, and are managed by setting output-
based objectives or goals that are aligned with the overall
organizational goals for a specific budget period.
Key Performance
Indicator (KPI)
Refer to the factors that describe the indicators of performance or
success for an employee, for each specific KRA.
Performance
Management Cycle
The process of managing performance of employees to encourage
employee growth and job satisfaction and ensure the attainment of
the strategic business objectives.
Line Manager/ Rater Officer with at least Department Head/Branch Manager position,
responsible for managing the performance of his unit and its
employees.
Performance
Progress Review
The process of providing feedback to employees on the status of their
performance on a quarterly basis or as needed.
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Annual Appraisal The process of evaluating overall performance of employees against
set standards for a specific budget period.
Performance
Improvement
Program (PIP)
A program established for employees who are given “Needs
Improvement” rating in the Annual Appraisal (for current employees)
or after the third month from hiring or transfer date (for newly
hired/transferred employees) with the objective of improving their
performance to at least “Acceptable” level.
DUTIES AND RESPONSIBILITIES
Unit/Person Responsible Tasks
Group Head (GH)/Division
Head (DH)/Region Head
(RH)/ Area Head (AH)
1. Defines group/divisional/departmental/branch goals in line
with the set organizational goals (BSC) for the year.
2. Cascades the defined goals to subordinates.
3. Reviews and approves KRA of officers within their group to
ensure alignment of their KRA to the overall BSC.
4. Approves overall annual rating of Officers under their
group.
Line Manager/Rater (Rater)
1. Together with the employee, develops individual KRAs that
are aligned with overall BSC with set KPIs and
corresponding weights.
2. Monitors and documents progress towards
accomplishment of goals and provides feedback as
frequently as needed.
3. Evaluates subordinate’s performance against standards
identified in the goal setting.
4. Recommends over-all annual performance rating of
individual officers under his unit.
5. Conducts performance review discussion.
Employee/Ratee (Ratee)
1. Together with the Rater develops individual KRAs that are
aligned with overall BSC with the set KPIs and
corresponding weights.
2. Monitors and documents progress towards
accomplishment of goals and gives feedback as frequently
as needed.
PMS Working Committee
1. Reviews KRA’s to ensure they are aligned to over-all
business objectives, complementary and that weights are
consistently assigned across units.
2. Ensures that Service Level Agreements across units are
defined and agreed upon.
Note: Composition of the Committee shall be set by the
President every first month of the year.
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Unit/Person Responsible Tasks
Performance Review Board
(PRB)
1. Conducts bankwide review and calibration of performance
rating of Officers.
Human Resources Division –
Human Resources
Administration Department
(HRD-HRAD)
1. Facilitates the Annual Performance Appraisal of Officers.
2. Convenes the Bank wide Performance Review.
Human Resources Division –
Organization and Employee
Development Department
(HRD-OEDD)
1. Facilitates and monitors developmental requirements
stated in the PER form through coordination with the
respective Line Manager.
2. Facilitates and monitors development programs and status
of employees under PIP.
Human Resources Division –
Employee Relations
Department (ERD)
1. Facilitates the process of separation for Officers who will
fail the PIP.
GENERAL GUIDELINES
A. Appraisal Period
1. Regular Performance Appraisal of Officers and Supervisors shall be accomplished at
least once a year, every January following the lapse of the budget period of the
previous year (January to December).
2. However, appraisal may also be required for purposes including, but may not be
limited to the following:
a. Semestral/Quarterly/Monthly Progress Review
b. Transfer of employees from one Group/Division/Department/Branch to another
Unit.
c. Administrative action such as promotion, change in status, etc.
d. Performance Improvement Program
3. An appraisal shall cover a minimum period of three (3) months to a maximum period
of one (1) year.
B. KRA System
1. The Bank shall use the KRA System as a performance management tool for
establishing and documenting the required and actual performance of the employee.
2. The weight of each of the KRA shall be determined based on the level of importance
of the KRA and its contribution to the overall group objectives in the BSC.
3. Each KRA shall be defined by KPI’s which shall measure how the Ratee is performing
or progressing. Each KPI shall also be assigned weights, based on their level of
importance.
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4. Officer’s KRA shall be aligned with the departmental objectives using the four
perspectives of the Balanced Scorecard.
5. KPIs shall be stated in Specific, Measureable, Agreed upon, Realistic and Time-based
(SMART) terms.
6. Every year, the PMS Working Committee shall review all KRA’s across the bank to
ensure alignment with the Bank’s overall business objectives, target and BSC with
consistent assignment of weights.
C. Performance Evaluation
1. Performance shall be evaluated according to the following dimensions:
a. Performance Dimension- focuses on measures common to all employees of the
Bank, defined by observable behavior that when performed, may indicate
acceptable performance.
Performance Dimension shall be measured according to the following factors:
i. Revenue Maximization – refers to business practices/strategies that
capitalize on increasing profit or revenues of the organization.
ii. Cost Management – refers to practices that shall control and plan the cost
of operations to properly utilize available resources.
iii. Service Excellence/Operational Effectiveness – refers to practices that shall
address the needs and expectations of customers and effectiveness of the
operation or internal controls, and coordination between or among
departments; practices that allow the Bank to better utilize its inputs;
adherence to pertinent policies, rules and regulations and Service Level
Agreements.
This dimension shall consider/include the following factors:
Result of customer satisfaction survey/feedback
Resolutions implemented to address/resolve the findings from
the review conducted by Internal Audit, Compliance Testing,
BSP Audit and other regulatory bodies.
Timely submission of reports that are being required to be
accomplished by the Business Units (i.e. RCSA, BCP,
Compliance Testing, etc.)
Performance and accomplishment of Compliance and Risk
functions which include submission of critical reports.
b. Behavioral Dimension- focuses on the set of behavior, actions and core values
that an employee must exhibit in successfully carrying out his function, which
may vary depending on the level of the employee’s position in the hierarchy.
Behavioral Dimension shall be measured according to the following factors:
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i. Strategic Orientation – Ability to anticipate and plan for future events,
trends, problems and opportunities and to make sound judgment.
ii. Results Orientation – Ability to focus on and deliver in a constantly
changing environment, and to establish appropriate goals and action plans
based on an understanding of overall deliverables.
iii. People Management/ Leadership – Ability to create and sustain a work
environment that promotes discipline, teamwork, career development and
professional growth. Ability to influence, motivate and inspire people and
develop in them the desire and commitment to work toward a common
objective.
iv. Technical Competence – Comprehensive knowledge and understanding of
the concepts and basic principles of his/her function and its
interrelationships.
v. Customer Focus – Ability to create and nurture internal and external
business and people relationships to assure beneficial working
environment.
2. The overall weight allocation for the two dimensions shall depend on the rank or
position of the Officer. While each dimension shall have sub-elements which shall
have corresponding weights according to job family/level. Weight allocation shall be as
follows:
Overall Weight Allocation
Job/Position Level
Performance
Dimensions
Behavioral
Dimensions
Total
Grp/Div/Dept/Branch Heads,
Marketing & Lending Officers
80% 20% 100%
Technical, Operations & Support
Officers
70% 30% 100%
Note: Management reserves the right to update or revise the scale.
Weight Allocation According to Job Family/Level
Performance Dimension:
Job Family
Revenue
Maximization
Cost
Management
Service
Excellence/Operational
Effectiveness
Marketing 40% 30% 30%
Operations 0% 30% 70%
Support 0% 30% 70%
Technical 0% 40% 60%
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Note: Every year, PMS Working Committee shall recommend weight allocation for
performance dimension on a per job family and shall still be subject for approval
of the COO and President.
Behavioral Dimension:
Job Family
Strategic
Orientation
Results
Orientation
People
Management/
Leadership
Technical
Competence
Customer
Focus
Group/
Division
Heads
30% 20% 25% 10% 15%
Department
Head
15% 25% 25% 20% 15%
Junior Officers 10% 25% 20% 30% 15%
Note: Assigned weights for each dimension shall be uniform across the Bank.
3. A progress review shall be conducted by the Line Manager/Rater to ensure that actual
performance and behavior are monitored and documented, and that employees are
given feedback on how they have been doing so far, and advised on how to further
improve performance.
Note: Progress review can be done on a semestral, quarterly or monthly basis
depending on the Officer’s function. Sales Officers are encouraged to do
monthly progress review.
D. Performance Cycle/Schedule
1. The Performance Management Cycle shall consist of the following phases:
a. Planning – where performance objectives and standards are defined and
communicated to the employees.
b. Acting – where action is taken to achieve the stated objectives at the targeted
performance levels.
c. Monitoring – where the results are measured and the gaps on performance are
analyzed and addressed.
d. Reviewing – where the performance of an employee is evaluated against the set
standards.
2. The following shall be the schedule of the Performance Management System:
a. Annual Review for budget period January – December
Phase Date Activity Detailed Task
Planning
January of
current budget
year
Review of PMS
Working Committee
(PMSWC)
PMS Working Committee
reviews previous year’s
weight allocation for
Performance Dimension
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Phase Date Activity Detailed Task
and recommends new
matrix for the next review
period.
December of
previous year to
January of
current budget
year
Formulation of KRA
for the incoming
year.
Ratee and Rater formulate
individual KRA that are
aligned with organizational
goals and objectives and
accomplish the Officer’s
KRA Setting Form. (See
Exhibit 1).
Note: Refer to Annex A for
the complete step by
step procedures in
accomplishing the
form.
Rater and Ratee sign on
the Officer’s KRA Setting
Form.
Note: Review shall be
done up to Group
Head level.
1
st
Week of
February
Submission of
signed/ approved
KRA
Rater submits
accomplished and signed
Officer’s KRA Setting Form
to HRD-HRAD
Monitoring
April, July,
October
Quarterly/Semestral
/Monthly progress
review
Rater monitors actual
performance against goals
indicated in the KRA using
Progress Review Form
(See Exhibit 2) and
provides update to the
Ratee.
Note: The Ratee may
initiate discussion
with the Line
Manager/Rater on
the status update.
Reviewing
1
st
week of
January of
succeeding year
Annual
Performance
Review for previous
budget period
Rater and Ratee
accomplish the Officer’s
Performance Appraisal
Form (See Exhibit 3).
Note: Refer to Annex A for
the complete step by
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Phase Date Activity Detailed Task
step procedures in
accomplishing the
form.
Rater reviews and validates
the rating as provided by
the Ratee.
Note: Refer to Procedural
Guidelines for the
detailed process.
1
st
week of
February
Submission of
recommended
rating to HRAD
Group Heads submit PER
Forms (with recommended
rating) of their Officers to
HRAD
1
st
week of
March
PRB Bankwide
Performance
Review
PRB conducts bankwide
performance review
4
th
week of
March
Return of the
Appraisal Form to
the Group Heads
After the bankwide
performance review
conducted by Performance
Review Board, HRAD shall
return the signed Appraisal
Form to the Group Heads
Upon receipt of
the signed
Appraisal Form
Discussion with the
Ratee
Rater discusses the final
rating with the Ratee. If
rating is acceptable, Ratee
signs on the PER Form.
Otherwise, Ratee may an
appeal and discuss with the
Line Manager. The appeal
should be noted by the
Group Head and addressed
to the Performance Review
Board thru HRD.
Note: If the rating result is
Needs Improvement,
Officer shall
automatically be
enrolled in
Performance
Improvement
Program.
10. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
10
0 o
of
f 2
21
1
E
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ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
Phase Date Activity Detailed Task
1
st
week of April
Submission of PER
forms with
signature of the
Ratee to HRAD
Group Heads submit PER
Forms (with signature of
the Ratee) to HRAD for 201
file.
b. New Hires/Transferees
Phases Date Activity Detailed Task
Planning
Within 1
st
week
upon hiring/
transfer
Formulation of KRA
Ratee and Rater formulate
individual KRA that are
aligned with organizational
goals and objectives and
accomplish Officer’s KRA
Setting Form. (See Exhibit
1).
Note: Refer to Annex A for
the complete step
by step procedures
in accomplishing
the form.
Rater and Ratee sign on
the Officer’s KRA Setting
Form.
Note: Review shall be done
up to Group Head
level.
Within two (2)
weeks from the
date of
hiring/transfer
Submission of KRA
Rater submits
accomplished and signed
KRA Setting Form to HRD-
HRAD
Reviewing
After three
months upon
hiring/6 months
upon transfer
Performance Review
Rater and Ratee
accomplish the Officer’s
Appraisal Form (See
Exhibit 3)
Note: Refer to Annex A for
the complete step
by step procedures
in accomplishing
the form.
Rater reviews and validates
the rating as provided by
the Ratee.
Note: Refer to Procedural
Guidelines for the
detailed process.
11. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
11
1 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
Phases Date Activity Detailed Task
After the
evaluation
Discussion with the
Ratee
Rater discusses the final
rating with the Ratee. If
rating is acceptable, Ratee
signs on the PER Form.
Otherwise, Ratee may file
an appeal and discuss with
the Line Manager. The
letter of appeal should be
noted by the Group Head
and addressed to the
Performance Review Board
thru HRD.
Note: If the rating result is
NI, Officer shall
automatically be
enrolled in the
Performance
Improvement
Program.
c. Performance Improvement Program
Phases Date Activity Detailed Task
Planning
1
st
two weeks
upon receipt of
NI rating
Signing of
Undertaking and
enrollment of the
Officer in the
Program
Rater discusses with and
explains the program and
its objectives to the Ratee.
Rater and Ratee formulate
development action plans
by accomplishing PIP KRA
Setting Form (See Exhibit
4).
The Rater and Ratee sign
on the undertaking (See
Exhibit 5). Rater
coordinates with HRD-
OEDD on the development
plan for the concerned
employee.
Monitoring Monthly Progress review
Rater provides status
update to the Ratee and
monitors actual
performance against goals
indicated in the KRA.
Note: The Ratee may
initiate discussion
with the Line
Manager/Rater on
12. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
12
2 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
Phases Date Activity Detailed Task
the status update.
Reviewing
2 weeks Prior
to end of the 1
st
cycle
Performance Review
Rater and Ratee
accomplish the PIP
Appraisal Form (See
Exhibit 6)
Rater reviews and validates
the rating as provided by
the Ratee.
Note: Refer to Procedural
Guidelines for the
detailed process.
After the
evaluation
Discussion with the
Ratee
Forward signed PIP
Evaluation Form to HRD-
HRAD for 201 file.
After the
evaluation of
the 1
st
cycle
prior to the start
of the 2
nd
cycle
Formulation of action
plans
Rater and Ratee formulate
development action plans
by accomplishing PIP KRA
Setting Form (See Exhibit
4).
2 weeks Prior
to end of the
2
nd
cycle
Performance Review
Rater and Ratee
accomplish the PIP
Appraisal Form (See
Exhibit 6)
Rater reviews and validates
the rating as provided by
the Ratee.
Note: Refer to Procedural
Guidelines for the
detailed process.
After the
evaluation
Discussion with the
Ratee
Rater discusses the final
rating with the Ratee. If
rating is acceptable, Ratee
signs on the PER Form.
Otherwise, Ratee may file
an appeal and discuss with
the Line Manager. The
letter of appeal should be
noted by the Group Head
and addressed to the
Performance Review Board
thru HRD.
13. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
13
3 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
E. Rating Guide
1. In determining the score for each KRA, below shall be the guide in rating the Officer’s
performance:
a. Guide in rating/scoring the accomplishment and expected behavior
Rating Definition
Numerical
Rating
%
Accomplishment
of KRA
Demonstrated Behavior
O Outstanding 5 120% and above
Exhibits all the required
behavior at a very
exceptional level all of the
time
VG Very Good 4 106 – 119.99%
Exhibits all the required
behavior more than the
acceptable level 80% of
the time
G Good 3 90 – 105.99%
Exhibits all the required
behavior at an acceptable
level
A Acceptable 2 75 – 89.99%
Exhibits 80% of the
required behavior at an
acceptable level
NI
Needs
Improvement
1 0 - 74.99%
Behavior requires
immediate improvement
Note: Management reserves the right to revise or update the scale.
b. Guide in over-all rating of the Officer concerned
Numerical Rating Rating Definition
4.67 -5 O Outstanding
3.67-4.66 VG Very Good
2.67-3.66 G Good
1.67 – 2.66 A Acceptable
0 – 1.66 NI Needs Improvement
Note: Management reserves the right to revise or update the scale.
F. Performance Improvement Program
1. The PIP is a program established to ensure that Officers who were not able to achieve
their KRAs for the given budget period are provided with proper support and guidance
with the objective of bringing their performance to at least Acceptable level.
2. An employee who is given a Needs Improvement (NI) rating shall automatically be
enrolled in the Performance Improvement Program following the actual date of
14. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
14
4 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
discussion of his final performance rating by the Group Head/Region Head/Division
Head/Area Head/Dept. Head/Branch Head.
3. The covered employee’s performance and developmental efforts will be closely
monitored for the following duration:
Covered Employees Duration
New Hires
1
st
cycle – 3 months
2
nd
cycle – 3 months
Existing Employees /Transferees
(employees with atleast six months’ tenure
as of Annual Rating Period)
1
st
cycle – 6 months
2
nd
cycle – 6 months
4. The Line Manager shall be responsible to closely monitor the performance of the
enrolled employee to ensure that the employee has the proper support to achieve his
goals.
5. Performance shall be assessed after the end of each applicable semester/quarter.
6. Officers who are enrolled in the program must have at least “Acceptable” Rating for
the two consecutive cycles covered by the PIP to be taken out of the program.
7. The following scenarios shall be ground for the dismissal of an employee from his
employment with the Bank or its subsidiaries, subject to the Bank’s policy on due
process:
a. Three consecutive performance ratings of NI
b. Employee enrolled in PIP twice within a period of two consecutive years.
G. Others
1. Appraisal matters are highly confidential and shall only be disclosed to the employee
concerned and to duly Authorized Personnel.
2. Evaluation of Group/Division Heads shall be done by the following:
Ratee Rater
Risk Management Group Head Risk Committee
Internal Audit Division Head Audit Committee
Trust Group Head Trust Committee
Chief Compliance Officer Compliance Committee
All Division Heads except positions mentioned above Group Head
Information and Security Office Head and
Security Office Head
President
All Group Heads except positions mentioned above Chief Operating Officer or President
15. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
15
5 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
3. The effect of the administrative sanctions/penalties on Officer’s performance rating
shall be on the year that the sanction/penalties were imposed in accordance with
Bank’s Code of Ethics.
Note: If there’s an appeal, the rating shall be on hold until resolution on the appeal is
arrived at, following the Policies and Procedures in Handling of Administrative
Cases.
4. Performance Rating forms/documents shall be submitted on deadlines set by HRD.
5. Failure to submit the Officer’s Performance Appraisal Form on the due date shall
affect the overall rating of the Line Manager/Rater and shall not merit not more than NI
rating under Behavioral Dimension-People Management Leadership factor.
6. Employee/Ratee Concerned may also be affected, if the latter is at fault and failed to
do his part.
7. Formula for the annual appraisal of employees who transferred from one unit to
another shall be as follows:
(Rating of the Previous Unit X Number of Months rendered / 12)
+
(Rating of the Current Unit X Number of Months rendered / 12)
e.g. (3.5 x 3 months / 12) + (4.2 x 9 months / 12)
0.875 + 3.15 = 4.025
Final Rating: 4.03
PROCEDURAL GUIDELINES
A. Formulation of Organizational Objectives
Senior Management Team
1. Define corporate goals for the incoming year.
Group Head/Region Head/Area Head/Division Head
2. Cascade approved corporate goals to Line Managers.
3. Define departmental/branch goals in line with the organizational goals.
Line Manager/Rater
4. Cascade departmental goals with subordinates.
16. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
16
6 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
B. Formulation of Key Results Area
Line Manager/Rater
1. Based on set department/branch goals, develop KRAs align with overall BSC and
assign KPI with set goals and corresponding weights.
2. Discuss KRA with Group Head.
3. Once KRA has been approved by the Group Head, discuss approved KRA with the
Ratee.
Ratee
4. Based on the discussion, accomplish Officer’s KRA Setting Form (Refer to Annex A
for the complete step by step procedures).
5. Submit KRA Setting Form (See Exhibit 1) for review and approval of the Line
Manager/Rater.
Line Manager/Rater
6. Review KRAs encoded and assign respective weights (Refer to Annex A for the
complete step by step procedures).
7. Submit KRA Setting Form to Group Head.
Group Head/Region Head/Area Head/Division Head
8. Review and approve KRA Setting Form of individual Officers and return to the
respective Line Manager once signed.
Rater/Ratee
9. Discuss the approved KRA and sign-off.
10. Submit KRA to HRD-HRAD for 201 file and keep one copy for file.
C. Progress Review (e.g. Quarterly)
Ratee
1. At the end of the month/quarter, submit accomplishments to Line Manager/Rater vs
the KRA and KPI that have been agreed upon.
Line Manager/Rater
2. Upon receipt of the list accomplishments from the Ratee, discuss and identify
concerns.
17. H
HU
UM
MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
17
7 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
3. After discussion, summarize and document using the Progress Review Form (See
Exhibit 2).
4. Sign-off Progress Review Form.
5. Keep signed Progress Review Form for file.
Note: Progress Review Forms are not required to be submitted to HRD
D. Annual Appraisal
HRAD Staff
1. Send email notification to all Officers for preparation of the Annual Appraisal.
2. Send second notification.
Ratee
3. Open the file accomplished during the KRA Setting at the start of the year.
4. Review KRAs encoded and validate. For any changes, revise and edit. (Refer to
Annex A for the complete step by step procedures).
5. Once done reviewing/revising the form, encode accomplishments per KRA ((Refer to
Annex A for the complete step by step procedures).
6. Submit file to the Line Manager.
Line Manager/Rater
7. Review and validate KRAs and accomplishments encoded by the Ratee.
8. Discuss with the Ratee factors that may have affected performance of the Ratee.
9. After the discussion, encode comments and corrections, if any and accomplish the
Behavioral Dimension Sheet. (Refer to Annex A for the complete step by step
procedures).
10. Print and forward the accomplished Officer’s Performance Appraisal Form and
Summary Sheet to the Group Head/Region Head/Area Head/Division Head for
approval.
Group Head/Region Head/Area Head/Division Head
11. Review and calibrate the recommended ratings of Officers within the group.
12. If acceptable, affix signature then forward final rating of Officer to respective Rater.
13. Submit signed Appraisal Form to HRD-HRAD and keep one copy for file.
18. H
HU
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MA
AN
N R
RE
ES
SO
OU
UR
RC
CE
E P
PO
OL
LI
IC
CI
IE
ES
S A
AN
ND
D P
PR
RO
OC
CE
ED
DU
UR
RE
ES
S M
MA
AN
NU
UA
AL
L
S
SU
UB
BJ
JE
EC
CT
T:
: P
PE
ER
RF
FO
OR
RM
MA
AN
NC
CE
E M
MA
AN
NA
AG
GE
EM
ME
EN
NT
T S
SY
YS
ST
TE
EM
M
P
Po
ol
li
ic
cy
y N
No
o:
: 2
20
01
14
4-
-0
00
02
2 P
Pa
ag
ge
e 1
18
8 o
of
f 2
21
1
E
Ef
ff
fe
ec
ct
ti
iv
vi
it
ty
y D
Da
at
te
e:
: J
Ja
an
nu
ua
ar
ry
y 1
1,
, 2
20
01
14
4 A
Ap
pp
pr
ro
ov
va
al
l D
Da
at
te
e:
: A
Ap
pr
ri
il
l 2
2,
, 2
20
01
14
4
HRD-HRAD
14. Upon receipt of the Appraisal Forms, convene Performance Review Board.
15. After the Bankwide Performance Review, update the individual Part III-Summary
Sheet (with the PRB final rating) and send back to the concerned Group Head.
Group Head/Region Head/Area Head/Division Head
16. Upon receipt of the Forms from HRAD, forward to the respective Line Managers for
discussion with their Officers.
Line Manager/Rater
17. Discuss the result of the rating with the Ratee
Ratee
18. Accept and acknowledge the rating.
Rater/Ratee
19. Once agreed, sign-off Officer’s Appraisal Form.
20. Send signed Summary Sheet to HRD-HRAD and safekeep one copy for file.
HRAD Staff
21. Receive signed form and attach to the Part I and II and file for 201.
E. Enrollment to Performance Improvement Program
Note: This shall be conducted after the Announcement of the PRB Performance
Ranking for the Annual Rating or after the finalization of the rating for newly
hired/transferred employees
Line Manager/Rater
1. Discuss Performance Improvement Program with the Officer concerned.
Ratee
2. Understand the objective/purpose of the program and commit full cooperation.
Rater/Ratee
3. Discuss and formulate action plans/development plans to be undertaken.
19. H
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Ratee
4. Agree on the set action/development plans and review the undertaking.
5. Sign-off Undertaking (See Exhibit 5).
6. Send documents to the following:
HRD-HRAD – for 201 file
HRD-OEDD – for monitoring purposes
HRD-ERD – for their information
F. Performance Evaluation for Officers under PIP
1. Open the file accomplished during the KRA Setting at the start of the year.
2. Review KRAs encoded and validate. For any changes, revise and edit. (Refer to
Annex A for the complete step by step procedures).
3. Once done reviewing/revising the form, encode accomplishments per KRA ((Refer to
Annex A for the complete step by step procedures).
4. Submit file to the Line Manager.
Line Manager/Rater
5. Review and validate KRAs and accomplishments encoded by the Ratee.
6. Discuss with the Ratee factors that may have affected performance of the Ratee.
7. After the discussion, encode comments and corrections, if any and accomplish the
Behavioral Dimension Sheet. (Refer to Annex A for the complete step by step
procedures).
8. Print and forward the accomplished Officer’s Performance Appraisal Form and
Summary Sheet to the Group Head/Region Head/Area Head/Division Head for
approval.
Group Head/Region Head/Area Head/Division Head
9. Review and calibrate the recommended ratings of Officers within the group.
10. If acceptable, affix signature then forward final rating of Officer to respective Rater.
11. Perform the following according to the result of the rating:
a. If the result of the rating is “Acceptable” and above:
Cycle Covered Action to be taken
1
st
cycle of the Officer
in the Program
(6-month period)
1. Monitor performance for another cycle (6-month
period).
20. H
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Cycle Covered Action to be taken
2
nd
cycle of the Officer
in the program
(6-month period)
1. Submit recommendation for Ratee to be taken out
of the Program.
2. Request approval from the Group Head on the
recommended action.
3. Discuss the rating with the Ratee.
4. Send the signed form to the ff:
HRD-HRAD for 201 file
HRD-OEDD for monitoring purposes.
HRD-ERD for monitoring purposes.
b. If the result of the rating is “Needs Improvement”:
Frequency with
“Needs Improvement”
rating
Action to be taken
1
st
cycle of the Officer in
the Program
(2
nd
time to receive)*
1. Monitor performance for another quarter (6-
month period).
2
nd
cycle of the Officer in
the Program
(3
rd
time to receive)*
1. Coordinate with HRD-ERD
2
nd
cycle of the Officer in
the Program
(2
nd
time to receive)*
1. Monitor performance for another quarter (6-
month period).
3
rd
cycle of the Officer in
the Program
(3
rd
time to receive)*
1. Coordinate with HRD-ERD
*From the Annual Rating period prior to inclusion to PIP
G. Formulation of Key Results Area for Newly Hired/Transferred Officers
Line Manager/Rater/Ratee
1. Within first week upon hiring of the new Officer, accomplish Officer’s KRA Setting
Form (Refer to Annex A for the complete step by step procedures).
2. Submit KRA Setting Form (See Exhibit 1) for review and approval to the Group
Head/Area Head/ Region Head/ Division Head .
Group Head/Region Head/Area Head/Division Head
3. Review and approve KRA Setting Form of individual Officers.
Rater/Ratee
4. Sign-off KRA.
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5. Request approval/signature of the Group Head.
Line Manager/Rater
6. Once approved, send form to HRD-HRAD for 201 file
H. Performance Evaluation for Newly Hired/Transferred Officers
1. Open the file accomplished during the KRA Setting.
2. Review KRAs encoded and validate. For any changes, revise and edit. (Refer to
Annex A for the complete step by step procedures).
3. Once done reviewing/revising the form, encode accomplishments per KRA ((Refer to
Annex A for the complete step by step procedures).
4. Submit file to the Line Manager.
Line Manager/Rater
5. Review and validate KRAs and accomplishments encoded by the Ratee.
6. Discuss with the Ratee factors that may have affected performance of the Ratee.
7. After the discussion, encode comments and corrections, if any and accomplish the
Behavioral Dimension Sheet. (Refer to Annex A for the complete step by step
procedures).
8. Print and forward the accomplished Officer’s Performance Appraisal Form and
Summary Sheet to the Group Head/Region Head/Area Head/Division Head for
approval.
Group Head/Region Head/Area Head/Division Head
9. Review and calibrate the recommended ratings of Officers within the group.
10. If acceptable, affix signature then forward final rating of Officer to respective Rater.
Line Manager/Rater
11. Perform the following according to the result of the rating:
a. If the result of the rating is “Acceptable” and above:
i. Finalize the rating and sign off the Appraisal Form.
ii. Submit signed Appraisal Form to HRD-HRAD for 201 file.
b. If the result of the rating is Needs Improvement:
i. Assess and discuss next action with the Group Head.