The document discusses improving performance evaluation systems through clearer roles and responsibilities (RACI). It finds the current system lacks clear objectives, measures, coaching, and role definitions. It suggests using a RACI model to define who is responsible, accountable, should be consulted, and informed for performance evaluation steps. This would clarify roles in setting objectives and measures, providing coaching and feedback, and conducting evaluations. The document also defines RACI terms and provides an example of applying RACI to the performance evaluation process.

1. RACI STRUCTURES FOR
PERFORMANCE
EVALUATION SYSTEM
PREPARED BY TRAINING TEAM– AMIE QUA
DECEMBER, 2015

2. KEY FINDINGS OF SOP AND
PERFORMANCE
1. Not clear of role and responsibilities of learning and
development as a line manager - LM (Production
manager, team leaders, Supervisors)
2. Not clear of SOP of learning & development
3. LMs rely much on training team without following up
or coaching team leaders and Sups as professional
trainers
4. Not clear of measurement of performance evaluation
5. Some leading teams are inadequate of SOP and
functional knowledge

3. KEY FINDINGS OF SOP AND
PERFORMANCE
6. No coaching and training skills to workers
7. Not clear of objectives/ work plan/ miles stones of
achievement for a whole process
8. Inadequate of SOP and commitments among cross
Functions
9. Behaviour compliance should be more focused by
making commitment onto performance evaluation
10. No interpretation of behaviours into performance
evaluation

4. CAUSE AND EFFECTS OF BEING
INADEQUATE OF SOP AND COMMITMENTS
 Mal communication that may cause wrong behaviours in both
language and actions
 Inadequate of SOP and RACI that may cause mal emotional
control and mal communication
 Inadequate of being accountable due to no clear objectives and
measures that may cause low effectiveness and productivity

5. SUGGESTIONS OF TRAINING AND
DEVELOPMENT
1. RACI MODEL (Roles and Responsibilities; Accountability; Consulted; Informed
2. PERFORMANCE EVALUATION SYSTEM (PES)
a. Performance = KPI + behaviours (60% / 40% for Assistant Managers,
Managers, Directors and above)
b. Performance = KPI + behaviours (70% / 30% for non Managers)
c. Behaviours that are linked to VMV of the Organisation
d. Interpretation of 5 core values into practical behaviours

6. OBJECTIVES OF RACI IN THE
ORGANISATION
 To identify roles, responsibilities and accountability of individuals, team
members and cross functions in completing objectives, goals and targets
 To fulfill SOP and processes in clear scope of responsibility and
accountability
 To assist people with development and implement toolkits and continuous
improvement
 To eliminate misunderstanding, mal communication and errors
 Not to throw balls cross functions
 Not to duplicate effort
 To create a clear communicative environment

7. DEFINITION OF RACI
R
A
C
I
Accountable as a project OWNER who is accountable for a final result
"THE BUCK STOPS HERE"
Responsible as a DOER to complete a project
To be consulted of some project being processed and in progress
To be informed of some project being processed and in progress
The buck stops here: A statement that no excuses will be made, that the speaker is going to
take direct responsibility for matters, rather than pass the responsibility to higher authorities

8. RACI FOR PERFORMANCE EVALUATION
SYSTEM
 STEP 1
SETTING OF OBJECTIVES, STRATEGIES AND MEASUREMENT
 STEP 2
COACHING & FEEDBACK (performance improvement and
development)
 STEP 3
YEAR END EVALUATION