GOAL SETTING and PERFORMANCE REVIEW Form

GOAL SETTING and PERFORMANCE REVIEW Form (For RANK and FILE) (Rating Period) (Name) (Position) PART 1 QUANTITATIVE GOALS (60%) INSTRUCTIONS This part is for setting and evaluating the performance of your subordinate (rank and file) for his/her quantitative performance during the rating period under consideration. Please use pen with permanent ink when accomplishing this form GOAL SETTING: In setting goals, the subordinate and his/her superior must agree at the beginning of every year on the specific DELIVERABLES which are supportive of the goal of his/her assigned department. It should include all expectations and deliverables as per employee s position description in specific, measurable, attainable, realistic and time bound manner. The superior must sub-allocate the sixty percentage (60%) weight allocated for Quantitative Goals based on the priority given for each deliverable. The superior is given the authority to determine which among the deliverables of the subordinate should be given importance. Assigned weight for each deliverable may vary depending on its importance but the total assigned weight should not exceed the 60% weight allocated for Quantitative Goals. RATING OF PERFORMANCE: In rating your subordinate, indicate a score within the scale of Zero (0) to Ten (10) that most objectively represents his/her level of performance. When answering within a scale of 0-10, as when determining the rating for your official s performance, please be guided by the following definitions: 8.1 10 Achieved 81% to 100% of his target or deliverable. 6.1 8.0 Achieved 61% to 80% of his target or deliverable. 4.1 6.0 Achieved 41% to 60% of his target or deliverable. 2.1 4.0 Achieved 21% to 40% of his target or deliverable. 0 2.0 Achieved 0% to 20% of his target or deliverable. All ratings should be supported by reports based on the official s actual performance, otherwise a rate of Zero (0) will be given instead. In Goal Setting, it is important that the subordinate and superior discuss the targets/deliverables and explain whatever is expected of him/her. Likewise, during the performance evaluation the superior should allow the subordinate to explain any gasps in terms of accomplishments. After the discussion, both should sign this rating form. An unsigned form will be returned as it signifies that there is no agreement in the set goals. Submit the accomplished and signed rating form to HR on or before the deadline set forth by BMHI policy. COMPUTATION OF TOTAL WEIGHTED SCORE: In determining the score of your subordinate, the following procedures shall be observed. 1. The 60% weight assigned to quantitative performance (part 1) will be allocated based on the importance or to the priority given for each goal/target/deliverable of the official. The total allocated weights must exactly be 60%. 2. For each goal/target/deliverable, rate the level of performance/achievement of the official using the scale 1 to 10 as defined above. The rate given for each goal/target/deliverable should be based on the actual reports of accomplishments submitted to and verified by the superior. 3. Determine the ed for each target/deliverable by multiplying the with the assigned ed Rate. 4. To get the Total ed, just add up all the ed of all the target/deliverables. 1

GOAL No. 1 _ = ed GOAL No. 2 _ = ed GOAL No. 3 _ = ed GOAL No. 4 _ = ed Total ed (highest is 6 pts.) Prepared by: Employee s Name & Signature Approved by: Dept. Head Name & Signature Superior s Name & Signature Noted by: General Manager 2

PART 2 QUALITATIVE PERFORMANCE IN AN OFFICE ENVIRONMENT (40%) INSTRUCTIONS This part is for evaluating the qualitative performance of your subordinate (manager/supervisor) during the rating period under consideration. RATING OF PERFORMANCE: In rating your subordinate, indicate a score within the scale of Zero (0) to Ten (10) that most objectively represents his/her level of performance. When answering within a scale of 0-10, as when determining the rating for your official s performance, please be guided by the following definitions: 8.1 10 OUTSTANDING. Performance falls within top 5 10 % of employees at his/her level. The official exceeded the acceptable standard by at least 50%. This rating represents an extraordinary level of performance/achievement. The excellence of his/her performance/achievement and contributions is evident and acknowledged when compared with those of other officials in the company/unit. 6.1 8.0 ECEEDS JOB REQUIREMENTS. Performance falls within top 15% of the employees at his/her level. The official exceeded the acceptable standard by at least 25 % but fell short of what is considered an outstanding performance/achievement. His high level of performance/achievement and numerous contributions are evident and acknowledged when compared with those of other officials in the department. 4.1 6.0 MEETS JOB REQUIREMENTS. Consistently meets expectations. The official met acceptable standard of performance/achievement required for the position/level. 2.1 4.0 NEEDS IMPROVEMENT. Needs development in current position. Overall performance/achievement is somewhat lower than expected for the current position/level. The official s performance/accomplishment fell short of his targets by 25% or he failed to meet the standard requirements of the duties of his position. Performance of this level can stand improvement. 0 2.0 UNSATISFACTORY. Performance is clearly below what is expected at current position/level. A subordinate is given this rating if he failed to meet the acceptable standard by more than 25% or if he failed to meet even the minimum requirements of the duties of his position/level, and there is no evidence to show that he can improve his performance. This rating can be a ground for separation from the service. When given rating of 8.1-10 or 0 2.0, please include an explanation for such rating to be rendered valid. It is important that you discuss the performance assessment with your subordinate to allow him/her to explain any gap in terms of accomplishments. After the discussion, both of you and the subordinate official should sign this rating form. An unsigned rating form will be subject of an investigation and will weigh both the rater and the rate. COMPUTATION OF OVER-ALL WEIGHTED SCORE: In determining the score of your official, the following procedures shall be observed. 1. The 40% weight assigned to qualitative performance (part 2) is distributed as follows: Performance Competence - 20% 1. Communications 2. Job Knowledge 3. Judgment 4. Problem Solving 5. Quality 6. Planning and Organization 7. Innovativeness Other Dimensions/ Competence - 20% 1. Timeliness, Dependability and Consistency 2. Punctuality, Attendance, Office Discipline, Conduct Behavior/ Safety and Health Observance 3. Interpersonal Skills and Teamwork 4. Potential, Initiative and Flexibility 5. Resource Utilization Total - 40% ==== 2. For each criterion under each Level of Competence, rate the level of performance/achievement of the official using the scale 0 to 10 as defined above. 3. After assigning a score to each criterion, add up the scores of all the criteria under each Level of Competence. 4. Get the Average by dividing the Total with the number of criteria in each Level of Competence (6 for Performance Competence and 5 Other Dimensions/Competence). 5. Determine the ed of each Level of Competence by multiplying the Average with the assigned ed Rate (20% for Performance Competence and 20% for Other Dimensions/Competence) 6. To get the Total Weighed, just add up all the ed for each Level of Competence. 3

I. PERFORMANCE COMPETENCIES (20%) 1. Communications, meaning, the ability to express ideas and thoughts verbally and in written form, exhibits good listening and comprehension skills, uses appropriate communication methods, and keeps others adequately informed. 2. Job Knowledge, meaning, being competent in required job skills and knowledge, exhibits ability to learn and apply new skills, keeps abreast of current developments, displays understanding of how job relates to others, uses resources effectively, and works with minimal supervision. 3. Judgment, meaning, the willingness to make right decisions, exhibits sound and accurate judgment, ability to support and explain reasoning for decisions, includes appropriate people in decision-making process, and makes timely decisions. 4. Problem Solving, meaning, the ability to identify problems in a timely manner, gathers and analyzes information skillfully, develops alternative solutions, resolves problems in early stages, and works well in group problem-solving situations. 5. Quality, meaning, the ability to demonstrate accuracy and thoroughness, displays commitment to excellence, looks for ways to improve and promote quality, applies feedback to improve performance, and monitors own works to ensure quality. 6. Planning and Organization, meaning, the ability to plan and prioritize activities, assigns work properly, sets appropriate work standards, establishes monitoring system, streamlines office operations and isolates, defines and seeks solution to problem areas. 7. Innovativeness, meaning the ability to initiate and implement new or improved policies/programs/projects/activities other than those already identified and pursued by his office and to take risks in program implementation as well as employees imaginative/creative solutions to work related situations. Total (Sum of items 1 to 7 above) Average (Total / 7) Average = ed Note/Explanation (on very high or very low rating): II. OTHER COMPETENCIES (20%) 1. Timeliness, Dependability and Consistency, meaning, the awareness of the reasonable time limit given in a particular task; the ability to produce quality work within a reasonable time and the successful completion of a number of work within a given time with minimal supervision; the ability to be responsible, and steadfast to handle difficult and pressured challenges. 2. Punctuality, Attendance, Office Discipline, Conduct Behavior/Safety and Health Observance, meaning, the ability to be regularly present and punctual in office attendance; attitude towards and concern for the time lost from work; observes break periods; the ability to comply with policies on attendance and punctuality and compliance with office rules and regulations and department/office norms; compliance with company policies regarding norms of conduct; honest, trustworthy including care of company property, health and safety. 4

3. Interpersonal Skills and Teamwork, meaning, the ability to work well with others and maintain a wholesome work environment; to get things done with people and to keep information lines open at all levels; the ability to coordinate own works with others, to seek and welcome the opinion of others, to value working relationships; it also refers to how well he/she maintains cordial relationships with supervisors, peers, officers, staff and client/visitors. 4. Potential, Initiative and Flexibility, meaning, the capacity to undertake more responsibilities over and beyond the normal load; the ability to fulfill intervening tasks/assignments; develop ideas and techniques without being told and successfully apply them to jobs that deviate from the routine; the ability to determine the needs of the workplace and readily take on the task of seeing to these needs. 5. Resource Utilization, meaning, the ability effectively use and ensure proper maintenance of allotted funds, materials, supplies, equipment, tools and other facilities available to accomplish the job. Total (Sum of items 1 to 5 above) Average (Total / 5) Average = ed Total ed (highest is 4 pts.) Note/Explanation (on very high or very low rating): OVER-ALL WEIGHTED SCORE** PART 1 & 2 (highest is 10 pts.) ** Total ed PART 1 + Total ed PART 2 = Over-all ed IMPORTANT NOTE: When all ratings are gathered, the organization will conduct a normalization process. This means that it will plot the frequency of the various ratings (or scores). The chart is expected to follow the normal or bell curve, i.e. a few getting top ratings, then the bulk gets average ratings, and a few getting low ratings. If the resulting chart is skewed or leaning in either direction, Raters will be asked to review their scores. RATEE s Remarks: Was the appraisal fair/objective? Do you agree with the rating you received? Please elaborate. RATER s Remarks: Do you have any comments or recommendations? RATEE s Name & Signature Date _ RATER s Name & Signature Date 5

PART 3 TRAINING AND DEVELOPMENT NEEDS 1. In what areas do you think should your subordinate improve? What are his/her problems in these areas? 2. If the problems/cited above can be solved through training, which training courses would improve your subordinate s work effectiveness? Values Leadership Interpersonal skills Administrative Support Systems and Procedures Managerial Competency Enhancement Program such as: Project Management Productivity Management Public Relations Planning and Forecasting Policy Formulation Analysis and Implementation Management Information system Administrative Discipline Technical Courses related to the Office s Mandate Others (please specify) 6