Performance Management Form Strictly Private & Confidential

ANNUAL PERFORMANCE MANAGEMENT ( YEAR : 2010 )

EMPLOYEE'S DETAILS
Name : MOHD.YATIN BIN ABDULLAH Employee No :700 Designation : TECHNICIAN
Job Grade : 3 Dept & Div : FACILITY MIMOS Time in Position : 10 YEARS

SUPERVISORS' DATA ( pls refer to the previous supervisor's report PERFORMANCE RATING CATEGORIES & DEFINITIONS
Current Previous Exceed Target Performance exceeds the expectations of the job tasks/objectives stated. Contribution of the individual
Name 4 is always beyond the expected

Designation 3 On Target (Say-Do) Performance meets all the requirements of the job task/objectives stated.

Head of Division 2 Below Target Performance meets some requirements of the minimum expectations of the job task/objectives stated

Dept & Division 1 Poor Target Performance does not meet the minimum requirement of the job task/objectives stated.

SECTION 1 : SUMMARY OF PERFORMANCE RATINGS SECTION 3 : SUMMARY OF BONUS RATINGS

Part Performance Areas [a] Staff grade 7 Staff Performa Final
& below grade 8 & nce Performance
Weightage (%) above Rating [c] Rating [d]
L3 & Below Weightage
[b] Weightag Part Performance Areas [a]
(%)
Rating Final Bonus Rating
e (%) [b]

A Operational / Business KPIs 70 60

B Personal Development 20 15 1 Corporate KPI 20
C SATRIA1 Leadership Core Values 10 10 2 Division KPI 30
D Building Others 0 15 3 Individual R&R 50
Overall Performance Rating 100% 100% Employee Bonus Rating

SECTION 2 : EMPLOYEE'S R&R ( Supervisor to tick one )

Outstanding Rating 4 [ ] Most Effective Rating 3 [ ] Effective Rating 2 [ ] Least Effective Rating 1 [ ]

SIGNATURE & Date:

Performance Planning Performance Check point Performance Summary
We have set the Performance KPIs for the year We have conducted the Performance Check point Discussion
We have conducted the year end review

Employee : Employee : Employee :

Supervisor : Supervisor : Supervisor :
Performance Management Form Strictly Private

Name :
PART A : OPERATIONAL / BUSINESS KPI
( Set a minimum of 5 to 8 KPIs for the year. Please attach additional pages if required )

To be filled in at the beginning of the PM Cycle Check Point To be filled at the e

Assessment
Objectives Key Performance Indicators (KPI) ( Comments )
No Measures Poor Below On Target Exceed Weightage Actual
( Use SMART Target Target Performance
principles) result
1 2 3 4 (a) (b)

2
3
4
5

Total Weightage ( must be 100%) 0% Ops / Business KPI (Sum

Comments :
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t the end of the PM Cycle

Rating Weighted
Score (WS)

(c) (axc)/100

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Performance Management Form
Name : Mohd Yatin bin Abdullah
PART B: PERSONAL DEVELOPMENT
Competencies At the beginning of the PM Target Checkpoint At end of
Cycle (Current) Score (N, Assessment Performance
Q, P or E) (Comments) Cycle (Result)

N Q P E
progressing well as
A) Overall V Q per plan

Communication skills seen improvements

- to continue
1 V P improving
communication
B)*

To increase knowledge Attend Trainning

2 v p

To be filled in at the beginning of the Performance Cycle (Current)

MSTAR Education Program (fill in the program Target Result ( No of credit / How much
C) pursued) research to be done)

Total Weightage ( Must be 100%)

Note : Staff who are on MSTAR Program only requires to fill out one competency to be developed

CAREER DEVELOPMENT PLAN

(To be filled in employee, with discussion with Supervisor during Performance Planning at the beginning of PM Cycle )

Part A : CAREER ASPIRATION

Please select ( /) one from the Career Aspiration Statement Target Position
following career track : (Future career assignments that can contribute to your growth in (The next higher level position that yo
the organization)
Research To manage a small team of staff and develop my leadership skills
Technical v 2 to 3 years :Up grade level G4
Managerial 3 to 5 years : chargeman

Part B : PERSONAL DEVELOPMENT ACTION PLAN (List specific development and training needs for performance enhancement & caree
account your KPIs, SATRIA 1 value practices and relevant current & future competencies required in the planning process)
Competency Current Required Development areas Development Action Plan
Level Level 70% Experiential 20 % Feedback
Elecrical Chargeman 3 4
 Strictly Private & Confidential

Weightage (a) Rating (b) Weighted

(%) (ref cover Score (WS)
page) (a)x(b)/TW

45% 0.00

55% 0.00

0.00

100% 0.00

Target Position
el position that you are targetting )

cement & career growth. Take into

ess)
nt Action Plan
% Feedback 10% Training / Learning
Trainning AO
Performance Management Form Strictly Private & C
Name :
PART C: BEHAVIOURAL IMPROVEMENT ASSESSMENT (Rating : 1 - Below Expectation, 2- Meets Expectation, 3 - Exceeds Expec

PART C1 : Assessment of behaviour demonstrating "innovation" being mandatory in year 2010

No
To be filled in at the beginning of the PM Cycle Result (Expected Output)
SATRIA 1 Values Behaviours to demonstrate Expected Output from Check Point Year End
( Please refer Appendix ) innovations
( ie no. patents, improved
process & talks)

CULTURE OF INNOVATION AND

1 CREATIVITY AND
PRODUCTIVITY

PART C2 : Select one other SATRIA 1 VALUE.

No
Result (Behaviours demonstrated)
To be filled in at the beginning of the PM Cycle
SATRIA 1 Values Behaviours to improve Expected Output Check Point Year End
( Please refer Appendix )

SATRIA1 Leadership Core Values Sco

Comments :
rictly Private & Confidential

- Exceeds Expectation 4 - Oustanding)

Rating (a) Weightage

Output) Score
Year End (WS)
(a)X 0.5

Rating (a) Weightage

emonstrated) Score
(WS)
Year End
(a)X 0.5

Core Values Score (Sum of WS) 0

Performance Management Form
Name :
PART D : BUILDING OTHERS

BUILDING OTHERS KPI ( Applicable for employee in grade 8 & above)

(Building successors for People Managers and Technical Experts )
To be filled in at the beginning of the performance management Results
Objectives Key Performance Indicators (KPI)
No Measures Weightage
( Use SMART principles) (a) Check Point Year End

4
Total Weightage ( must be 100%) 0% Building Others Score ( Sum

Comments :
 Strictly Private & Confidential

Weighted
Rating Score (WS)
(c) ( a) x ( c ) /
100

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re ( Sum of WS) #DIV/0!

Appendix
NO SATRIA 1 VALUES BEHAVIORS INDICATORS
1 INTEGRITY -Acts consistently with organisational standards of ethical judgement ; Does not
Acts in accordance with standards for moral judgement which are consistent with the encourage unethical behaviour in subordinates or others, directly or indirectly;
institution’s stated values Always confront unethical behaviour, does not look the other way or ignore such
occurrences.

2 ENVISIONING TECHNOLOGY LEADERSHIP -Pulls together various stands of new technology and application across
Demonstrating eagerness to acquire and practise new technical knowledge and skills disciplines to develop integrated solutions.
resulting in a leading position
3 SHARED VISION AMONG TEAM MEMBERS -Regularly communicates messages and information.
Demonstrates an understanding of the link between one's own job responsibilities and '-Assists team members to realize common goals.
overall organisational goals and expectations, and performs one's job with the broader '-Listens to various input and feedback.
goals in mind '-Take the necessary actions to improve performance.

4 FLAWLESS EXECUTION OF COMMITTMENT
Demonstrates concern and executes tasks in a manner that provides satisfaction to
internal & external stakeholders
5 EDGE IN PERFORMANCE
Produces exceptional quality results that exceeds declared performance standards
6 CULTURE OF INNOVATION AND CREATIVITY AND PRODUCTIVITY
Demonstrates resourcefulness, innovativeness and creativity and adapts easily to
change in response to new information or changes in a situation.
7 TEAMING AS A WAY OF LIFE
Able to develop cooperation and collaborative work efforts toward solutions which
generally benefit all involved parties.
8 ACCOUNTABILITY FOR ALL ACTIONS
Takes responsibility for all decisions and actions authoritatively and wisely, after
adequate contemplation of various available courses of action
-Able to organise and implement plans with minimal supervision.
'-Responds promptly on matters and generally meets deadlines.
'-Does the necessary to meet stakeholders’ expectations.
-Always delivers against commitments and occasionally exceeding expectations.
-Regularly provides innovative ideas and suggests alternative solutions to
problems.
'-Analyses complex issues and improves or adapt methods and techniques
drawing from personalhelpful,
-Always co-operative, experience and
works feedback.
very well with other team members.
-Does what it takes to make things happen.
'-Makes specific changes in own work methods to create improvements of self,
others or the business.
'-Recognizes mistakes, accepts and learns from them.