main hr report-kumari bank

8/6/2019 Main HR Report-Kumari Bank

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'The EPMS is designed to be a Year-round partnership between employees and

supervisors of the Operations Department of the Bank in planning, monitoring, and

reviewing job performance. The EPMS takes into consideration not just employees'

performance factors, but also performance results. These performance factors are similar to

the factors that were used to evaluate performance of all the employees in the Bank.

EPMS Objectives

In developing the performance evaluation system, thought was first given to what the Bank

wanted from e system. Objectives were identified after a review of the HR system and

employees/ supervisors inputs. The objectives provide a sense of direction and a road map

for what needs to be accomplished and a feeling of satisfaction when they are achieved.

Following is a list of objective identified as important in the evaluation system for NIC Bank:

I. Fairness and acceptability to employees

Employee awareness to the evaluation process is viewed as critical to system success. All

employees must receive information/orientation to the system.

2. Improved communication between supervisor and employee

Performance planning between the supervisor and employee regarding job duties and

performance expectations is required in the evaluation system. This planning will foster greater

understanding of what is expected of employees in the performance of there jobs. Such

understanding may help employees gauge there own work progress, develop self-confidence,

and improve overall job performance.

Mandatory coaching and feedback by the supervisor prior to the annual evaluation

Two interim reviews are required during the annual performance period. At each of these

reviews, the supervisor must inform the employee of his/her work strengths and areas needing

improvement. The interim review meetings provide the opportunity for emp loyees to discuss

problems and concerns prior to the ann ual evaluation.

Consistency and uniformity throughout the department of the Bank Each of the branch's


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departments must use the same evaluation form. All employees are evaluates and rated on

individual performance based upon job related factors.

5. Improved productivity enhanced quality, continuous improvement and employee

development

When used properly, the system helps employees more clearly understand their job duties and

expectations. A good understanding of the required performance along with effective coaching

and feedback can translate into improved producti vity, enhanced quality, continuous

improvement, and employee development.

6. Required supervisor training on the per formance evaluation system

All supervisors must complete training on the evaluation system prior to completing

evaluations on employees. This will help to ensure that evaluations are completed properly and

used in a positive rather than a negative manner.

-Provides a permanent record of performance

The annual evaluation form and supporting documentation shall be a permanent record of

performance that shall be included in the employee's personnel file. This record shall be

considered in determining salary advancements, pr omotions, disciplinary actions, and fordevelopmental needs. The documents can also be used to make hiring decisions involving

employees who want to transfer to their branch/ department.

EPMS Principles

1. Performance management is a shared commitment to high performance

2. Performan ce manag e ment balanc es autono my and accountabil ity at the individual

and organizational levels.

3. Effective performance and continuous learning should be encouraged and supported

E P M S P o l i c i e s

1 Proactiv e man agem ent of perfor mance by plannin g perf ormance results based

on organizational/departmental goals and strategies

2. Active invol vement of and constru ctive coll aborati on betwe en supervisor and the


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employee in all aspects of performance

3. Both output and attribute-based

4. Employees receive ongoing information about how effectively they are performing

relative to expectations.

5. Rewards based on employee performance distributed accordingly;

6. Identification of opportunities for employee development; and7. Addressing of employee performance that does not meet expectations

Benefits of EPMS

For the supervisor, this system will provide opportunity to:

y focus on the objective of the unit

y define employee performance expectations

y have 'quality time' with their staff to discuss matters affecting work, performance and

development away from the hustle and bustle of everyday working life

y counsel and advise the employee

y build closer working relationships based on mutual trust and respecty make objective personnel decision,

For employees, the system will help employees to:

y understand the priorities and expectations of the supervisor

y participate in their own career and development

y understand their work strengths and weaknesses

The system will benefit the NIC Bank through the following:

y integration of individual, team and corporate objectives

y development of more highly motivated employees

y

stimulation of enhanced productivity and service to its customersy maintenance of a more equitable and highly objective personnel System

ConceptualBackground

What is Performance Management?

Performance Management: the means of getting better results from the

organization, teams, and individuals and understandin g and managing performance

within an agreed framework of planned goals, and standards. It is based on simple proposition

that the peopleknow and understand what is expected of there, and have been able to

take part in forming those expectations, they can and will meet them.

This report will give some sense of the overall activities involved in employee

performance.

Performance Management Model


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Performance management is a systematic process of improving organizational performance

by developing the performance of individuals.

Fig 1: Performance Management Model

Using the objectives, principles and policies, we have developed a model of performance

management as on ongoing process to include the following components:

Performance Planning: A dialogue between a supervisor and employee to establish clear,

specific performance expectations at the beginning of the performance cycle.

Performance Maintenance: A process of ensuring that the performance plan (targets and

actions) is acted on and the required results produced; giving employees necessary support

and creating the appropriate conditions for them to be able to deliver the required results.

Performance Review: A summative two-way discussion and written documentation

focusing on employee performance: areas of excellence, goals for improvement and

development needs.

PerformancePlanning

Performance

Maintenance

Performance

Reviews


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Role of Supervisor, Employees and Reviewer in E PMS

Several people share the responsibility in the performance planning, maintaining, and

reviewing involved in the performance management. Following are descriptions of the roles

played by various people:

Supervisors Role

Planning

y Explain the employees how they help the organization achiev e its

organizational goals and objectives by serving its customers.

y Work with the employees to define their work and expectations

about their work and why.

y Let the employees know they are responsible for taking an active

role in managing and assessing their performance throughout the

year.

Maintenance

y Monitor the work activities by periodically checking on the progress

and quality of work output of the employee.

y Address factors that either help or hinders effective work

performance and design tracking tools or monitoring strategies as

may be needed.

y Provide frequent informal coaching. Point out the good work that

employee is doing. Help the employee whose performance is lagging

to bring their work up to satisfactory level.

y Identify ways that the employee can develop and improve, and work

with the employee to create development plans. Ask the employee

for suggestions, so that they are encouraged to take an active role.

y Promptly communicate new opportunities and changes that affect

the employees work. Indentify observable actions that the

employee should take so that the suggestions are concrete and canbe implemented.

y Make informal notes (perhaps on a calendar or on a diary) when the

employee does a good job, follow through on development plans or

have problems doing so.

y Keep track of praise and complaints from customers regarding an

employees work.

Review

y Put together all saved notes or documents about the employees

performance and asses their performance during relevant period.

y Ask the employees for feedback about how they performed during

the year. They may remind the supervisor of particular instances of

good performance or problems outside their control that hurt theirability to do their job well.

y Complete appraisal form, and then discuss ratings and comments

with the employee.

y


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Employees Role

Planning

y Meet the supervisor at the beginning of performance period.

Discuss performance factors and how they fit into the organizations

goals for successful operations. Suggest on how to improve the

description of the same.

y Ask the supervisor until it is clear what is expected. Tell the personal

views about the same to the supervisor so that to clear up any

possible misunderstanding about what is expected.

y Discuss customers expectations the supervisors priorities, budget

and anything else you can think of that relates to getting the job

done.

Maintenance

y Take responsibility for continuous performance improvement and

development.

y Make plans and follow through to meet performance standards.

y Ask for performance feedback with supervisor periodically. Consider

the feedback as suggestions and not personal criticisms. Try to

follow on suggestions for improvement and development of new

skills.

y Talk to supervisor about progress as well as any obstacles to

improvement, so that the supervisor can help eliminate if any.

y Make a note about performance objectives and performance factors

when done well, so that the supervisor knows about the

accomplishments

y Request a brief meeting with your supervisor, if needed to ask for

direction and refresher discussion on performance standards.

y Occasionally re-read the performance standards that were discussed

in the Planning meeting at the beginning of the year.

Review

y Monitor the performance by asking others to tell about the work

and keeping notes of progress.

y Prepare for the review discussions by collecting the notes on

performance.

y Participate in the review meeting by showing the supervisor the

notes made about accomplishments and by suggesting things that

might be helpful during next working period.


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CHAPTER2

2.Performance PlanningDialogue between a supervisor and employee to establish clear, specific

performance expectations at the beginning of the performance cycle

2.1. Definition and ExpectationsPerformance planning is the first step in the Performance Management process. It is a

dialogue between a supervisor and an employee to:

y Establish and agree upon performance expectations,

y Clarify what the employee will be evaluated on, and

y Set the stage for ongoing feedback and coaching throughout the year.

In the EMPS, it is expected that the supervisor and employee will engage in a performance

planning discussion at least once annually; ideally, performance planning should occur at any

point in which performance expectations change. It is suggested that the supervisor document

the agreed-upon expectations and make a copy for the employee.

During the planning phase, the supervisor and employee will fill out Annual Performance

Plan Form, the sample form at which can be focused in the Annexure of this handbook.

2.1.1. Performance Planning procedures and practicesPrinciples and Guidelines

1. Performance plan should be based on an analysis of past performance and an assessment

of future demands (new skills to be acquired, new tasks for the role holder, and changes

in the role or scope of the function).

2. Performance plan should be developed and put in place within 30 days of the beginning

of the appraisal period/fiscal year, the employees entrance on duty, the assignment of an

employee to a new position, or their assignment to a new or different supervisory

position.

3. If the supervisor makes changes to the plan, a new plan must be put in place, allowing the

employee a minimum of 90 days under the new plan before a rating may be assigned.

4. Supervisors/managers should encourage employees to participate in establishing the

performance plan for their position. This can be accomplished as follows:

a. Employee and supervisor jointly developing the performance plan;

b. Employee providing the supervisor with a draft plan, or

c. Supervisor/rater providing the employee with a draft plan


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5. Plans should set out clear objectives to be achieved by the individual with whatever

support is required from managers/supervisors.

6. The plans indicate the success criteria how the individual and the supervisor will know

that the desired results have been achieved.

7. Employees should be empowered to the maximum degree possible to implement the

plans.

2.2. Performance goal setting structurePerformance Measures

Performance measures are indicators of performance that measure whether and what extent the

objective has been achieved.

Performance Goals/Targets

Performance goals are the planned output or results to be achieved within a given period of

time. These are number or some kind of measurement unit placed on performance indicators.

They must be specific, measurable, achievable, realistic, and time bound (SMART). It must be

consistent with the organizational goal or persons job. Performance goals are to be defined

and agreed. They will relate to the overall purpose of the job and define performance areas- all

the aspects of the job that contribute to achieving its overall purpose. These judge the

performance of employees an successful or unsuccessful and degrees of their contribution to

the organizational goals and objectives.

Alongside objectives are performance standard. They are used when it is not possible to settime-based targets, or when there is continuing objective which does not change significantly

from one review period to the next and is a standing feature of the job. These should be spelled

out in quantitative terms if possible, for example, speed of response to requests or meeting

defined standards of accuracy.

Principles and Guidelines

1. Performance goals/targets will be a benchmark to help the supervisor determine the

employees ratings at the Year-End Review.

2. These will help the employee know what is expected and will tend to make the reviews of

job performance easier.

3. The supervisor and employee may draft quite a long list of job-related duties. If so, try

grouping similar tasks into categories; several activities or tasks may be put into one

group if they involve a similar method, technique or process.

4. There may be any number of Key Results Areas between one to five or six depending

upon the nature of the job.


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1. Performance indicators must be focused on results and include credible measures such as:

y Quality, addresses how well the employee or work unit is expected to perform the

work and/ or the accuracy or effectiveness of the final service. It refers to accuracy,

appearance, usefulness, or effectiveness. Measures can include erroprates such as the

number or percentage of errors allowable per unit of work and customer satisfaction

rates (determined through a customer survey/feedback).Examples:

- Fills out standard forms with less than a 2% rejection rate.

- Submits type a reports with no typing errors or conspicuous corrections to thesupervisor within two business days at least 90% of the time.(Combination of Quality and Timeliness)

y Quantity addresses how much the employee or work unit is expected to servicesexpressed, or as a gene al result to achieve.

Examples:- Opens at least 10 accounts within 2 month of the beginning of next appraisal

period.

y Timeliness addresses how quickly, when, or by what date the employee or work unit

is expected to produce the work.

Examples:

- Files required documents with one business day of receipt, with no more than 1%

(Comb of Timeliness and Quality.)

y Cost-Effectiveness addresses, rupees savings or cost control. These should address

cost- effectiveness on specific resource levels and measured. Cost-effectiveness

measures may include such aspects of performance as maintaining or reducing unit

costs, reducing the time it takes to produce or provide a service, or reducing waste

Examples:

- Manages the budget while considering the availability of employee and time

constraint.

2. To develop specific measures, the raters must determine which of the above general

measure (s) are important for a given element, and then determine how to measure it.

3. It is important to avoid vague phrases such as ''as soon as possible '' ''kept to a

minimum'' and '' most of the time.'' With specific guidelines, the employee knows

exactly how they should be doing their jobs, and the supervisor can determine at the

end of the year whether the employee has earned a rating of'' Acceptable''.


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4. While discussing the KRAS, the supervisor should write the statements at the level of ''

Good''. But the supervisor and employee should discuss what it would take to earn a

rating of Very Good or above, as well as what would trigger a rating of ''

Unsatisfactory"

2.2.Explaining Performance FactorsPerformance Factors are the general factors that influence the overall job performance

.These are sometimes called as Behavioral Factors. Unlike previous countrywide systems

for performance appraisal, the EPMS takes into consideration not just employees' key

result areas, but also a set of fifteen factors that influence their performance that are being

used by the Bank to rate employees' performance. For many employees, these Behaviors

may seem familiar, as they were chosen to reflect performance factors that the Bank has

included in its own evaluation systems for years. These factors are given a weight of

20% of performance evaluation.

All performance factors are assigned equal weights and weights of all performance

factors contribute 100% and that are to be used to calculate overall performance factorrating in the performance review phase as explained in the later section.

As mentioned earlier, the following fifteen performance factors will be rated under the

section C of the annual performance plan from (refer to annex 1):

1. Job Knowledge: The extent to which the employee has clear understanding factors

and factors pertinent to the job.

2. Production Level: Volume of acceptable work output against job requirements.

3. Quality Level: The extent to which the employees work exhibited thoroughness,

promptness, neatness and accuracy.

4. Leadership: Delegation of authority, ability to motivate and maintain a productive

unit, staff with performance feedback on a continuing basis.

5. Performance Under Pressure: The ability of the employee to be composed, be in

good treatment, willing to put in extra hours when required, making minimal

mistakes when working under pressure, able to deliver under time constraints.

6. Work organization: the ability of employee to be organized, disciplined and

priortize work

7. Initiative: amount of initiative the employee exhibited in seeking increased

responsibilities self-starting, unafraid to proceed alone.

8. Communication: the ability of employee to express clearly writing and orally, to

be a good listener, and to influence others

LEFT TO BE DONE (Page 19)


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Chapter 3

Performance Maintenance

A process of ensuring that the performance plan (target and actions) is acted on and the required

results produced: giving employees necessary support and creating the appropriate conditions for

them to be able to deliver the required results.

3.1 Definition and expectations:

Performance Maintenance involves keeping track of the progress of employee on job areas, and

development plan and according to which s/he prepares supervision plan on quarterly basis. The

supervisor should provide necessary resources and supports essential for good performance as well

as diagnosing performance problems and addressing them in time. Supervisors are also expected to

provide ongoing consistent feedback, both positive and constructive. Its also important for them

supervisor to have many opportunities to observe, encourage and direct employee.

Currently, each branch of the bank conducts a weekly meeting regarding the progress of operations

that branch however; the meeting does not highlight the progress of work achievements of each

employee in each department. Therefore, in the EMPS, if is expected that supervisor will conduct

informal coaching throughout the year. The amount of time elapses between coaching sessions can

be irregular, but these sessions should be frequent enough that the supervisor and employee are

exchanging regular feedback.

3.2 Progress Reporting and Discussion:

The first part of Maintenance is to keep track of the progress of employee on job areas in order to

see how close the actual performance is to the standards discussed during Planning. The supervisor

needs to schedule the progress reporting and discussion.

Principles and Guidelines:

1. The progress reporting must be done on quarterly basis.

2. The brief session to review the progress identify problems and needs for correction and

improvement should be conducted and the feedback session between the supervisor and

the employee must be completed by the end of each quarter of the performance year.

3. The discussion on feedback session will mainly on the achievements against the work plan

and any deviations from the plan.

4. Any development needs or support in part of supervisor will also be discussed and agreed by

both the parties.

5. The Progress Reporting Form the previous quarterly must be completed by the employeeand his//her supervisor jointly referring to Annual Performance Plan by the first week of

next quarter of the performance year.

Supervisor may collect information that may be helpful for discussion on progress of employee

against set standards through.

y Observation- Observing employees while they perform day to day activities.

y Written Material- Any form if written materials that the employee creates, generators

or reviews, such as letters, report or, forms that are used as part of the job.


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y Notes from Customers- the supervisor should keep a copy of any notes that customers

have written about the employee. These notes may be part of a system of monitoring

the services being provided, or they may be specific to a situation.

y Supervisor s own notes: If the supervisor notices an accomplishment or a problem, but

doesnt have the time at the moment to have a brief Coaching session, the supervisor

may write a note and put it in a file to refer to later.

3.2.1 Preparing for Coaching Session:

An accomplishment or a problem can provide good reasons for a coaching session.

Sometimes, both will be discussed. Coaching session is a good chance for the supervisor to

offer a verbal part on the back..The supervisor also may want to point out how the

accomplishment related to goals or expectations discussed at the beginning of the year.

A problem that is discussed during a Caching session might be correct before the formal

evaluation meeting. A supervisor may use the time to talk with the employee about some

short term goals towards solving the problem. Then a follow-up Coaching session may be

held to acknowledge if the goals are met or if there are uncontrollable factors that are

keeping the employees from correcting the problem.

Because they are informal, most Coaching session do not require a lot of preparation. If it

has been several weeks since the last session, the supervisor may want to do the following.

y Review the employees key Result area and its areas of observation, and

performance standards on the Annual Performance Form.

y Read notes you have written to yourself after observing past performance.

y Make notes on the topic to be discussedthe accomplishment or problems that

need to be discussed.

After each Coaching session, the supervisor might like to make a note of the

accomplishments or problems that were discussed because the employee may mention

things that may not have been in the supervisors notes. These notes can help the supervisor

prepare for the next Coaching session and complete the Annual Appraisal Form at the end of

the year.

3.2.2 During a Coaching Session:

What causes employees to perform poorly or fail to improve on the job? A common cause is

a lock of feedback. For some supervisor, it is difficult to talk about problems that employees

are having in the workplace. For other supervisors, parsing employees doesnt feel natural.

All kinds of feedback are important ,and sometimes a supervisor underestimates the

importance of regularly talking to employees about their work .Employees need to know

what theyre doing right and they need to know to know what they must do to correct any

problems theys having on the job.

Sometimes a supervisor can help an employee improve their performance by talking about

the gap between actual performance and the expectations about performance .If the


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employee understands how the actual performance isnt meeting the expectation they can

ask what they need to do improve.

3.2.3 Steps to be followed by the Supervisor during coaching session

1

.

Review theK

RA and areas of observation, Performance standards, Performance Factors,and (if available) the annual development plan written during the previous years Year

End Review.

2. Review what is expected in terms of progress on the KRA and Performance Factors.

3. Share information that has been gathered regarding the employees performance. The

gap between actual and expected performance should be discussed.

4. Ask the employee what the supervisor can arrange in terms of training equipment or

assistance to help them improve their performance.

5. A schedule for following up on employees progress in the future may be decided.

6. If the employee seems to be heading towards a rating of Acceptable, the supervisor

should suggest ways that the employee could help themselves.

7. Show support and express confidence in the employees ability to improve performance.

8. Acknowledge improvements and accomplishments. Praise gradual improvements.

Based on the supervision recruitment for improving the performance of employees

discussed during the Coaching session, the supervisor need to prepare the supervision plan

that is discussed in the following section.

Supervision Plan:

The next step to performance coaching is to prepare supervision plan for the employee

based on the quarterly progress report.

Principles and Guidelines:

1. The supervision plan must be prepared quarterly within five consecutive days after

completing the progress reporting by the supervisor on the basis of quarterly progress

report and decisions made on feedback/progress reviewsession.

2. The Annual performance Plans of the employees working for the supervisor is the basis

of preparation of the plan.

3. The supervisor must properly document the plan.

4. The role of HR Manager will be to facilitate the activity of performance supervision.

5. The HR Manager should also train employees and supervisors on carrying out the

activity.

3.3.1 Steps to be followed by Supervisors in Supervision Plan

Step 1: Go through the performance standards/plans of the employee, recent quarterly

Progress Report and decision made on feedback session before preparing the

supervision plan.

Step 2: Implement the plan

Step 3: Properly document the plan for future purpose


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Form Design:

Please refer to ANNEX 3 for supervision Plan Form and necessary guideline for

completing the form

3.4 Performance Problems

In most situations employees perform up to expectations. This, however, is not always

the case. Sometimes employees will have performance problems and it is thesupervisors responsibility to take act on to help the employee gets back on track. The

performance problem is critical aspect of effective performance management. Many of

the times supervisor jump into conclusion that poor performance is the result of

deficiencies in personal trait or a bad attitude of which is not always the case.

As part of the Coaching process a supervisor needs to know what is causing the problem.

How the problem is handled depends on the underlying causes:

Lack of ability /Skill- An employee may not be performing up to expectations because

they dont have knowledge, skills and abilities to do the work. The supervisors may need

to create a development plan that includes special training, extra coaching and classes.

Obstacles- an Employee may not be doing well because they are discouraged or facing

some sort of barrier .The supervisor will need to


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Performance review

A summative two-way discusson and written documentation focusing on employee performance:

areas of excellence, goals for improvement and development needs.

Definition and expectations

performance reviw is an extremely important component of the performance management process.

It is the planning session and continued all year with the coaching sessions. It is the discussion

between the supervisor and the employee regarding:

y Where performance exceeded, meet or fell below expectations,

y The learning and development needed and received,

y Goals that were set and achieved by the employee, and

y Feedback from others affected by the employees performance.

In the EPMS it is expected that every employee will receive, at minimum, an annual review that will

be discussed, documented and filed within the department/unit.

Principles and guidelines

1. Reviewing is about evaluating the successes, failures and obstacles that have occurred.

2. The performance review should take place twice during the year. During mid-year review,

performance is reviewed writing down the comments in any kind of form (your department

may encourage documentation associated with the mid year review, But the EPMS doesnt

require it.3. After then supervisor, employee and reviewer will sign and date the record of

meetings/discussions section of the record of meetings/discussions form.

4. During the year end review, results and ratings are recorded. The year End review leads

into the next years planning phase, with the creation of a development plan.


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5. The mid-year review should be seen as a more formal meeting than a coaching session, but

without the year-end review element of writing down ratings and comments.

6. Both review sessions should be treated as contribution of the partnership that began

between the supervisor and employee during the planning phase.

7. The supervisor should separate the rating of the work from any personal judgments about

the person.

Year End Performance Appraisal

Purpose of the performance appraisal

y To evaluate employees performance against the set standards

y To identify areas of training and development if actual performance is below the set

standards

y To encourage employees to identify career objectives and training needs

Principles and guidelines for performance appraisal:

1. Performance evaluation is normally carried out once in a year from the joining

date. The supervisor takes this opportunity to freely and unbiasly evaluate

performance of his/her sub-ordinates.

2. There should be separate performance evaluation forms for M1 and above

and G6 and below level

3. HR forwards the appraisal form mentioning the appraisal due date, addressing

the concerned employee and supervisor. Each employee must be given enough

time for preparing for evaluation and gathering evidence of his/her

achievements and success during the period.

4. The supervisor should communicate the time and date of the appraisal interview

to the employee whose performance is being evaluated.

5. Evaluation must be done on the basis of rating scale as provided in the

evaluation form. Following are the categories of performance that must be used

to rate employees:


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y Excellent (E)

Consistently far exceeds the requirements of the job. Exceptionally high level of achievements

/performance consistently displayed.

y Very Good (D)

Exceeds the requirements of the job at most of the job at most of the times. Very high level of

achievements /performance consistently displayed.

y Good (G)

Meets, an average, the requirements of the job but frequently exceeds the requirements. Good

level of achievements /performance consistently displayed.

y Satisfied (S)

Meets the requirement of the job there is room for improvements. Continuous average level of

achievement/performance and occasion above average performance displayed.

y Unsatisfactory (US)

Fail to meet the requirement of the job. Below minimum performance standard.

Justification:-Employee who is not able to perform according to his/her job should be rated as

Unsatisfactory.

6.

Performance evaluation must be done on the basis of performancestandard/goals or responsibilities set at the beginning of the fiscal year. Such

performance standard must be set after the formal discussion between the

supervisor and subordinates and are written in performance management

contract or annual performance plan form. The contract must be then kept in

the staff members personal file.


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.

7. After the initial discussion of performance with an employee and before

communicating the performance rating to him/her, the supervisor must first

discuss the same with manager.

8. If the employee is to be rated excellent or very good, the same must first be

discussed with the manager before informing him/her about the rating.

9. Once the employee and supervisor agree upon the performance rating, appraise

then prints the form which is signed by the appraiser, appraise and the reviewer

then only rater has the right to appeal on agreed rating.

10. If the employee is not satisfied with the grading after the supervisor has

explained about the rating, they can send a immediate memo to the immediate

supervisor (reviewer) of the rater. Normally the reviewers rating will be the final

rating but the employee is still unsatisfied with the reviewers rating, employee

can file an application with the written evidence of their achievements to the

CEO.

11.salary increment of the employee is done according to the rating of the

employee in the APR.

Excellent:

Very Good

Good:


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Satisfactory:

No increment.

Unsatisfactory:

No increment.

Justification: The salary increment is applicable from the next month of the appraisal.

12.Performance rating and salary increment of the employee is sent by the CEO

through HR committee to each and every employee. One copy of this letter is

kept in the employees personal file.

13.Career Development:

i .at the time of performance review, the training on enhancing the performance

capabilities and career development of the employee should also be discussed.

ii. During the review or at any other time, if employee is not performing according to

the standard, the supervisor should discuss the performance with employee and

make appropriate action plan to manage the poor performance. The employees

evaluation should be done in a periodical basis until his/her performance is

improved.

iii. If the performance of the employee is not improved even with the suggestion

from the supervisor and appropriate training then the employee is offered another

suitable post and department. But if, the organization cannot provide the

appropriate post then organization has full right to demote or dismiss the staff.

iv. Every employee should continuously discuss their performance with their

supervisor and should improve on their poor performance.

v. Every employee should try to enhance their capability and develop their career.

For this reason employee should do various kinds of job. Work on various


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departments and attain informal and formal trainings, academic education and self

reading. Details about the additional academic qualification and vocational skills

should be submitted to the HR department.

14.Promotion

y Normally promotion is valid in these condition:

1. If there is vacancy due to resignation of the staff

2. if vacancy is created for the banks branch expansion, restructuring ,new job

schemes etc

3. if there is need identified for more skilled employee for the job during the

evaluation of the job post

4. if the employee has been doing job which has more dimension and value than hispost and has capability to do the job.

y For promotion, the value of the post should be increased

y For promotion of any employee his/her capability ,maturity, self confidence should be

considered

y HR committee will meet in every month to discuss on the job review. From the job review, if

it is identified that the job requires upper level employee then, recruitment can be done

through promotion, transfer or external recruitment. External recruitment is only done

when there are no eligible internal candidates

y If any job is re-evaluated or there is promotion, CEO grants it according to the rights given to

him by the management committee. If the promotion or re-evaluation is beyond CEOs

authority. Board credit and management committee approves it.

y Human resource committee keeps the employee in probationary period for some time

before confirming in the new post. The confirmation is based on the performance evaluation

of the employee in probationary period. The probationary period will be for 6 months.

y In the six month probationary period the employee is given average basic salary of the

promoted post and the incentives associated with the post. The salary that the employee

receives on the promotion post will be more than the salary of the post before the

promotion. If it is less then necessary reconciliation should be done.

y After the probationary period is over, the employee is given the basic salary and incentive of

the promoted place.


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y Besides for the internal requirement and approval from the upper level, to become eligible

for the promotion an employee should work on one post for at least 2years.

Rating the performance factors

The supervisor should look at the examples of the performance factors given in the planning section

of the hand book.

y Leadership doesnt have to be rated: because some employee will have no opportunities to

show leadership on the job, this factor can be checked as non applicable. Leadership is

rated only for employees who are in leadership roles. The supervisor and employee should

have discussed in the planning session whether it would be rated at years end.

This is included in section C of the Annual performance review form. Each of the performance

factors is assigned equal weights. Since all the performance factors may not be applicable to

some job position, weight must be assigned by dividing 100% total number of performance

factors to arrive at weights to be assigned to each performance factors.

Overall performance factors rating

The overall rating is based on the total scores obtained from performance factor rating. The

employees overall performance factor rating will be indicated in the section C of the annual

performance review form by the supervisor. The overall weight of the performance factor rating

is 20%.so, the point of the overall rating must be multiplied by the overall weight to obtain

overall performance factor rating.

Over all performance rating:

After the over all performance factors have been rated, the supervisor should now rate the

other tasks performed by the employee. The overall weight given for his/her rating is 10%. The

rating for other tasks must be done accordingly similar to the way described as above. Finally,


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the supervisor should now arrive at an overall performance rating in section E. overall

performance rating is the sum of rating given in the section B,C and D.

Development Plan

Before holding the year-end review, the supervisor can fill out the two spaces in section f of the

performance review form, which is labeled as development plan. In the first space, the

supervisor should write about the weakness found in the skill, knowledge and appropriate

behavior. In the next space, the supervisor should suggest appropriate training and development

activities, which will improve the staffs performance.

If the employee has deficiencies, part of the development plan should be a list of corrective

actions that will help eliminate the problems. Whatever plans are listed in this space can be

carried over to the next years appraisal period.

Preparing for the review sessions

For either of the review sessions (mid year,year end) supervisor should follow the following

guidelines:

y It should be based on the input of the employees superiors, top manager (branch manager),

and the individual employee himself/herself.

y The supervisor should keep a written log or journal through out the appraisal period in

which he/she should enter detailed accounts of individual performance-good or bad-against

the set performance standards for use at review time.

y The Review should be a two way process, the supervisors should let the employee talk about

their own performance and problems. Then the supervisor should determine whether they

have a realistic assessment of their own abilities.

y Supervisor should be fair, should give honest criticism when necessary. Most employees do

not want a meaning less part on the back. They want to know where they stand and how

they can improve. The supervisor should encourage the employee to talk .should ask open-

ended questions such as, what do you think we can do to improve the situation?


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y Supervisors should listen carefully what the employee is saying so that they do not feel that

management doesnt care what we think

y The supervisor should discuss written appraisal with the employees and compare his/her to

theirs. He/she must also determine employees believe the supervisor is fair. The employee

doesnt have to agree with the supervisor 100% but if he/she strongly disagrees, they are

likely to be less motivated to improve performance. It is worth exploring the reasons for

disagreement.

y The supervisor should be direct and specific and speak in terms of objective work data.

He/she should use examples such as absences, tardiness, quality records ,inspection

reports, waste, orders processed , productivity records, materials used, consumed,

timeliness of tasks or projects, control or reduction of the costs, number of errors, cost

compared to budgets etc

y The supervisor should keep the review focused on employees performance.

y Supervisor should base judgments on observable behavior, not general opinions or

impressions. Even when rating personality or character traits, he/she should use specific

examples of such traits in actual practice on the job.

LEFT Page no 46, 47, 48

main hr report-kumari bank

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