Professional Documents
Culture Documents
LTD., AKOLA
Time Table:
March & April: Formal Appraisal
On-going: Intermediate reviews
Recipients:
Employee: Copy of Form
Superior: Copy of Form
HR Department : Original
Performance
appraisal
Year
201_ - 1_
Personal Particulars
Employee Id No.
Grade
Date of Joining:
Current Position
Name of Supervisor
Branch / Department
Supervisor Grade
Partially Meets
objectives
Meets
Objectives
Exceeds
Objectives
Far Exceeds
Objectives
0-39
40-54
55-69
70-84
85-100
Counselling Report: (Pl. write a few words on the employees participation and reaction to
the appraisal)
Employees Comments: (Employee may comment on the appraisal process or the rating or
the objectives if he wishes)
<1
1-10
10-20
Quantity of Work
Quality of Work
Customer Service Attitude
Team working attitude
Attendance and Punctuality
Accuracy and Reliability
Cares of and Develop subordinates
Initiatives and creativity
Supervisory ability
Conduct and obedience to
Supervisors
21-30
A=
31-40
Rating:
0= Does not Meet objectives; 1= Partially meets objectives; 2= Meets objectives;
3= Exceeds objectives; 4= Far exceeds objectives
Comments: (Please provide justification of Far Exceeds objectives and Partially meets objectives and
below including any external factors influencing the performance)
Weight
Justification
Overall
40
Agreement of Business Objectives Performance:
Employees Signature____________________
Date:
Score
B=
Professional
Occupational
Business
Managerial /
supervisory
Professional
Qualifications
Level
Required
for
Position
Competence
Good Work Attitude
Initiative
Reliable
Adaptable
Creative
Banking Knowledge
Credit Knowledge
Financial Procedure
PC Skill
AUCB Product knowledge
Customer Care Skills
Commercial Awareness
Writing/Drafting skills
Leadership
Planning & Organising
Communication skill
Staff care
JAIIB
CAIIB
MBA/CA/ICWA/CS / LLB
Or PG Dip in Mgmt
Achievement of
Individual
1
Comments
Yes / No
Yes / No
Yes / No
Date:
2.
Meets
Good)
objectives
(Satisfactory/
Overall performance is up to
standard. Does a solid job with
acceptable results. No important
aspect of work or behaviour is below
standard. No action required.
These performance indicators are intended to be similar to the expressions we use about staff in everyday talk. They
are not precise measures and are intended to be based on the managers observations and opinion. All that is
required is a common sense and fair approach. Supervisors should avoid marking on an all or nothing basis and
should bear in mind the performance over the whole of the period. The Satisfactory / Good level should be taken as
the minimum acceptable level and as the basic Akola Urban Banks standard. Higher levels should only be given for
clearly superior performance levels.
b.
c.
COMPETENCIES
Level
Description
Guideline
Has none or very little of the Behaviour, Skill or Knowledge required. Cannot carry out related
tasks at all.
Has some of the behaviour or characteristic required. Can use skill or knowledge with guidance
from a competent person. Can work under direction.
3 Normally competent
Has the basic behavioural characteristic. Can use skill and knowledge without guidance in normal
circumstances. Can work without direction.
4 Advanced
Has the behavioural characteristic in above average form. Can use skill or knowledge in above
average manner. Can direct the work of others.
5 Expert
Has the behavioural characteristic in a very remarkable level. Is a master in the use of skill or
knowledge required. Can be considered an expert in the area.
Banking Knowledge: The skills, knowledge or behaviour Planning & Organizing: Organizes and schedules events, activities
associated with a particular occupation or speciality.
and resources, sets up and monitors time scales and plans.
Credit Knowledge: Uses the principles and tools of Credit Communication Skills: The ability to convey an intended message
Management to translate objectives into practical and achievable verbally or in writing to both individuals and groups and actively
action by prioritizing, planning, organizing and managing listen to the responses and encourage dialogue.
resources within and across functional boundaries.
Financial Procedures: Has knowledge of finance procedures at a Staff Care: Deals with subordinates in a constructive manner that
non-specialist level. Has an understanding of and uses budgeting balances the needs of the employee with those of the bank. Has
and cost-control as practiced in banking system for handling day to staff well-being and development at heart.
day functions.
PC Skills: The ability to use standard PC off-the-shelf software. Qualifications: The interest and efforts of the employee in
Does not include special programming other than that found in the enhancing the banking knowledge by pursuing professional courses
major office S/W suites. Includes keyboard skills.
those are relevant to Banking and bank management.
a.
Supervisor/Assessor
This should be the direct Supervisor under whom the concerned officer was required to perform his duties at the
Branch / Department. In case the concerned Officer is required to work under more than one Supervisor, the Head of
the Department / Branch should be the assessor.
Next Highest Supervisor.
The supervisors supervisor should sign. Where the Supervisor is at the Branch and reporting to the Branch Head or if
he is in the Department reporting to the Head of the Department, the Branch Head / HoD will be the next Highest
Supervisor.
Branch Heads / Head of Department
Respective Dy. CEO under whom the Branch / Department has been assigned shall be the assessor and the CEO shall
be the Next Highest Supervisor.
Dy. CEOs and Head of IT
CEO shall be the assessor and the Managing Director or the Director who has been assigned the HR function shall be
next Highest Supervisor.
Head of Internal Audit and Risk Management
CEO shall be the assessor and the Chairman of Audit and Risk Management Committee or its member as authorised
by the Committee shall be the next Highest Supervisor.
CEO
The Managing Director or the Director who has been assigned the HR function shall be the assessor and the Chairman
and/or the Vice Chairman shall be the next Highest Supervisor.
b.
c.
d.
e.
f.
3.
STAFF ON LEAVE.
Staff on planned leave/absence should be appraised and interviewed by the supervisor before
commencing leave/absence.
Staff on unplanned absence may be assessed while absent, but must be informed immediately on their
return.
4.
TRANSPERANCY
a. The entire process of appraisal should be held in one to one meeting by the assessor and the employee who
is being apprised.
b. It is expected that there should be free and frank dialogue while deciding the ratings on different
parameters and the views of the employee should be heard and addressed while undertaking appraisal.
c. Appraisal should be undertaken objectively purely based on the required performance and competence
specific to the job and responsibility and ensure that no other over-riding reasons affect objective appraisal.
d. In case the employee worked under more than two supervisors during the year under review, the supervisor
under whom the employee working at the time of appraisal (i.e., in March/April) shall be the assessor provided
that the assessor was his/her supervisor for at least 4 months or more. Otherwise, the supervisor under whom
he had worked earlier for major part of the year shall be the assessor. The Next highest Authority, in such
cases, will be based on the Assessor mentioned in (2) above.