This document appears to be a 360-degree performance appraisal form for an employee. It includes several sections for rating an employee's performance in areas such as achieving KPIs, leadership, learning and development, strategy, and teamwork. Performance is rated on a scale of 1 to 5, with 1 being below expectations and 5 being extraordinary. The form also includes space for comments from raters and provides references for the performance evaluation process.

1. 360 DEGREES
APPRAISAL
Semester I / 2015

2. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Rater
• Initials:
• Department Code:
• Work Level code
Appraised
Employee
• Initials:
• Department Code:
• Work Level code:
Employee’s Info

3. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
1-Organizational Achievement (Global)
A- COMMITMENT TO ACHIEVE
Department and Title Overall Organizational Score
FOR HR USE ONLY

4. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
2- Achieving KPIs
Action / Plan KPIs Score
Achievement on Time
Quality of doing the job
Horizontal growth ( New accounts ,
New scope, New process , etc…)
Vertical growth (Growing and
expanding an existing client,
process or scope)
Total Score
A- COMMITMENT TO ACHIEVE
FOR HR USE ONLY

5. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Sits weekly with his/her team to coach them on specific
goals, challenges, and/or skills development.
Ability of continuous follow up on the core skills and
techniques needed.
As a coach, aware of different coaching styles and
mentoring that is proven to be effective.
Manager is fair and not biased in feeding knowledge and
in nurturing talented employees.
Able to see and identify talents and position them to add
value to the team and the organization.
B- Leadership
1- Coach & Nurture
Score
Total
Score
FOR HR USE ONLY

6. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Understanding the concept of proactive change management
and transformation
Ability to handle oneself change resistance, flexible with
different opinions of doing things.
Ability to communicate change to subordinates aiming
commitment and motivation.
Ability to handle resistance of his/her team and redirect them
.
Flexible to changes in process or direction according to the
global organizational change.
B- Leadership
2- Change Management Score
Total
Score
FOR HR USE ONLY

7. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Aware and able to move between different leadership
styles according to the situations facing him/her .
Ability to bring all the team to a one big objective.
His/her team can tell what are the team’s objectives if
asked.
My manager is there, supportive with continuous
FOLLOW UP on my daily and weekly tasks.
collaborates with others to solve problems using a
variety of problem solving tools and techniques.
Flexible to changes in process or direction according
to the global organizational change.
When assigning tasks, I consider people’s skills and
interests.
B- Leadership
3- People Management
Score

8. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Expect nothing less than top results from his/her
team. And can highly control his/her team.
Thinks that personal feelings shouldn't be allowed
to get in the way of performance and efficiency.
When working with a team, encourages everyone
to work toward the same overall objectives.
Considers and always discuss planning for the
future .
Fair in action and ethics is red line for all his team
with no bias to some team members over others.
B- Leadership
3- People Management
Score
Total Score
FOR HR USE
ONLY

9. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Understands very well that every person within the
organization is a customer and his/her job is to help and
support him.
Minimum conflict raising and high level of communication
within the department and with other transversal departments.
People trust him/her and will always like to help him/her and
his team because of the support he/she does the same to
everyone.
Effective communicator with high ability to listen and
understand. Do not try to play a win-lose discussion on every
issue.
His/her team knows that he/she is a person who will easily
solve all the issues within the team or with other teams which
facilitates there job.
B- Leadership
4- Stakeholders Management
Score

10. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Considers Development of himself and his team a very
important aspect of the team success.
Aware of his weakness / areas of development (personally &
professionally) , easily mentions them and works on fixing them.
Always keen to let his team learn something new when there is a
branch meeting or when shadowing.
Follows up on every training done to his team and make sure his
team applies the knowledge they learned.
Supports new ideas by his team and develop it and try to make
use of it for the benefit of the business.
C- Learning & Development
Score
Total Score
FOR HR USE ONLY

11. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Planning: Ability to set a plan of action with solid KPIs
toward clear (SMART objectives) for the whole team as well
as each individual.
Analysis: Ability to provide a detailed examination of the process,
performance and results.
Problem Solving: Ability to find and execute solutions within
ethical and professional frame, using different problem solving
techniques.
Organizational Adherence: Understands the vision and the
strategy of the organization. Adhered to the CORE VALUES . His
team are parallel to the global strategy.
Cares about the standards he/she and the team perform,that
leads to a high quality output .
D- STRATEGY
Score
Total Score
FOR HR USE ONLY

12. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
Task Focus: Able to work in a team with a complete
focus on the tasks assigned, can compromise time and
effort to help other members to achieve the main goal.
Communication: Ability without showing resistance
to superiors or any act that would delay the process
success at his/her point.
Follows and communicates task instructions with no
resistance to superiors or any act that would delay the
process success at his/her point.
Coordination & conflict resolution: Able to coordinate
with other departments which result in less conflict or
miscommunication with team members.
Encourage others to contribute, her/his presence in the
task execution makes it easier.
E- TEAMWORK Score
Total Score
FOR HR USE
ONLY

13. Scoring Guide
1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-
ordinary
References
• Gardner, J., R. Rachlin, and H. Sweeny, 1986, Handbook of Strategic Planning, John Wiley.
• Ostroff, Frank, 2006, "Change Management in Government," Harvard Business Review, 84(5), 141-147.
• Maister, D., C. Green, and R. Galford, 2000, The Trusted Advisor, Simon & Schuster, New York, NY.
• Kassinis, G., and N. Vafeas, 2006, "Stakeholder Pressures and Environmental Performance," Academy of
Management Journal, 49(1), 145-159.
• Mitchell, R., B. Agle, and D. Wood, 1997, "Toward a theory of stakeholder identification and salience: Defining the
principle of who and what really counts," Academy of Management Review, 22, 853-886.
• Lucia, A., & Lepsinger, R. (1999). The Art and Science of Competency Models: Pinpointing Critical Success Factors in
Organizations. Pfeiffer
• Bracken & Rose, 2011; Maylett 2009
• Nooravi, S. Sherry (2010) Transforming high-silo, low-feedback organizational cultures: Using 360-degree feedback
and coaching to maximize potential in individuals, groups, and cultures. "Dissertation Abstracts International" 70(12-B).
• Yammarino, F. J., & Atwater, L. E. (1993). Self-perception accuracy: Implications for human resource
management. Human Resource Management, 32(2&3), 231–235.
• Smither, J.W., London, M., and Reilly, R.R. (2005). Does performance improve following multisource feedback? A
theoretical model, meta-analysis and review of empirical findings.