bpms form - max

7/29/2019 Bpms Form - Max

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Business Performance Management SystemLifestyles Business Performance Management is the primary organizational process that aids us in building the

capacity of each employee to achieve individual and company objectives, to ensure the highest level ofperformance and to advance Lifestyles mission, vision and values. The Company is built on the philosophythat the Customer comes first and we live by our core values as an organization and as an individual.

Employee NamePeriod UnderAppraisal

LocationConcept / Function /Operations

Designation Grade

Date Of Joining Appraisers Name

CORE VALUESIn reviewing the performance it is important to reflect how the core values were, or were notdemonstrated in the employees performance and conduct.

PASSION FOREXCELLENCE

We are committed to

setting industrybenchmarks - be it ourproduct or practices.

Our doctrine is to striveand maintain the lead inwhatever we do withstrict adherence toquality and delivering

INTEGRITY INEVERYTHING WE DO

Our business isdriven by trust, strongethics and mutualrespect

EMPOWERING PEOPLETO STRIVE & DELIVER

Our core strength is ouremployees.

We believe in giving ourpersonnel theopportunity andresponsibility that areintegral to theirprofessionaldevelopment and ourGroups success.

ADAPTING TO CHANGINGMARKET & CUSTOMER

NEEDS We keep ourselvesabreast with industrytrends and dynamicconsumer preferences.

Our offerings keepevolving to addresschanging and discerningconsumer needs.

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value for money.

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SECTION 1: Goal SheetPerformance on Key Result Areas as derived from the Job Description (JD). Identification of KRAs and developmental goals is done at the beginning of the financial year jointly bythe Appraiser and Appraisee. These would be reviewed on an interim basis. Total weight to be 100.

Instructions: Appraisee and Appraiser to mutually discuss goals to be achieved in the performance year with clear measures.

KEY RESULT AREAS WEIGHT(A)

GOALS & MEASURES OF PERFORMANCE

TOTAL 90 %

Developmental Plan

Instructions: The appraisee and the appraiser to discuss what skills/ abilities need to be developed based on strengths and suggested area of improvement mentioned in the last review andinputs required to achieve the set goals for the current review period. Also highlight what outcomes of that learning may be fulfilled by that development. Give a maximum of three learnings inorder of priority.

Developmental GoalWEIGHT

(A)Action / Plans for Achieving Goal

TOTAL 10%

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SECTION 2A: Interim ReviewInterimPerformance review on Goals are conducted (at least one interim review is recommended) to review progress and revisit goals if desired and provide ongoing coaching.

Instructions: Based on discussions with the Appraisee, the Appraiser should review and provide concrete, definite examples of achievements (targets, events or behaviors) to support thefeedback.

KEY RESULT AREAS

SELF APPRAISAL INPUTS REVIEW AND FEEDBACK BY APPRAISER

DEVELOPMENT PLAN REVIEW

SELF APPRAISAL INPUTS REVIEW AND FEEDBACK BY APPRAISER

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SECTION 2B: Final AppraisalPerformance on Key Result Areas and Goals are reviewed at end of the appraisal cycle.

Instructions: Appraisee and the Appraiser should discuss, review and provide concrete, definite examples of achievements (targets, events or behaviors) to support the assessment.

YEAR-END SELF APPRAISAL INPUTSACHIEVEMENT AGAINST

GOALS APPRAISERS VIEWSelf

RatingRating

(B)

WeightedScore(A*B)

Development Plan review for the Current Period

Total Weighted RatingSelf Rating column is provided for the Appraisee to evaluate one self. The rating can be agreed or disagreed upon by the Appraiser / Reviewer.For calculating the Weighted Score only the rating given by the Appraiser will be considered.

Weighted Score is calculated by multiplying the Rating for Individual KRAs (B) with Weightage given to Individual KRAs (A in Section 1). ForEx: If the rating for individual KRA is 3 and the weightage given is 20%, then the Weighted Score is 3 x (20 / 100) which is equal to 0.6

Final Overall Rating (Rounded) (If decimal value is 0.6 and greater round off to the subsequent rating, if less than 0.59 round off to the precedingrating. E.g 3.6 shall be 4 and 3.5 shall be 3). This Final Overall Rating shall be used for calculating Increments and Performance Linked Pay

Performance rating scale

5

Significantly ExceedsExpectations

(SEE)

4

Fully MeetsExpectations

(FME)

3

Mostly Meets Expectations(MME )

2

Somewhat MeetsExpectations

(SME)

1

Significantly BelowExpectations

(SBE)Achievement level is over 106% againstmeasure of performance. Theemployeeconsistently exceeds anddemonstrates superiorperformance.Initiative and outputs are over andabove the stated requirements. Theemployee is extraordinarilycompetentand exceptionallyknowledgeable individual.

(0-10% of total employees)

Achievement level is 96 - 105% andabove against measure ofperformance. The employeeconsistently meets corerequirements and demonstratesgood, solid performance.Initiativeand outputs are dependable and ofhigh qualityas per the statedrequirements. The employee is acompetent, knowledgeableindividual

(25% of total employees)

Achievement level is 86 - 95% andabove against measure of performanceThe employee demonstrates adequateperformance in most areas, but needsimprovements in one or more significantaspects critical to the position.Initiative and outputs are generallyadequate under minimal supervision.Takes responsibility and has potentialfor growth.


Achievement level is 81-85% andabove against measure ofperformanceThe employeedemonstrates adequate performancein most areas but needs improvementsin one or more significant aspectscritical to the position. Initiative andoutputs are generally adequatehowever under completesupervision,


Achievement level is below 80% againstmeasure of performance The employeeperforms below the level expected of thisposition in all key aspects of the job.Initiative, outputs and quality of work areclearly unacceptable. The employee lackscompetence and knowledge of criticalaspects of his/her position, and unable tomeet the requirements of the job.

(0-5% of total employees)

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SECTION 3: Performance Feedback

Signature

Appraisee Appraiser Reviewer

Identify Strengths and Areas of Improvement

Instructions: The appraiser to discuss and highlight the strengths of the appraisee and the areas of improvement for better performance and future development. Both the strengths and areasof improvement will be taken in consideration while discussing the developmental goal for the next review period.

Strengths Areas of Improvement

Significant Achievements if any.

Instructions: The appraiser to discuss and provide details of excellence achieved by the appraisee beyond KRAs/job responsibilities and personal conduct. Also highlight employees growthpotential if applicable.

Achievements Business Value for the Organisation

HODs inputs for finalisation.

Instructions: The HOD to discuss and provide inputs on the appraisal.

Comments from Appraiser / Reviewer Final Overall Rating

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SECTION 4: Promotion RecommendationSignature

Appraiser HOD Function / Territory Head Chief People Officer Executive Director

Note:

Promotion Recommendation to be kept confidential until approval has been obtained.

Instructions: The HOD along with Appraiser may submit a promotion recommendation. Highlight the rationale for promotion and suggested Grade and Designation change.

Rationale for PromotionRevision in Grade / Designation

From - To

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