Page 1

XXX
XX
________________________________________________________________________________
__________________________________________________________________________________

ANNUAL APPRAISAL REPORT FOR MANAGEMENT STAFF

PERIOD OF REVIEW:

PERSONAL PARTICULARS TO BE COMPLETED BY THE EMPLOYEE (APPRAISEE)

(I) Name : Date Joined :

Designation : Date of Last Promotion :

Department/Branch : Reporting to :

Appraiser’s Name & Designation Date of Appraisal

A:
B:
C:
D: Self evaluation

(II Academic / Professional Qualification (addition to previous appraisal report) :

)

The self-assessment section of the employee performance appraisal form is designed to give the
employee an opportunity to give input to the manager as part of the review process.

Consider the following suggestions in completing the self-evaluation form:

 Give yourself ample time to complete this form. It should reflect your performance for the entire 12
months review
 Be specific and thorough in order to most effectively communicate your perspective. Communicate
clearly, listen actively, and clarify your manager’s perceptions.

You are a partner with your manager in assessing your performance for the year. Your input to the
process is crucial. The time and energy spent will help ensure that the assessment is complete and is as
objective as possible.
 XXX Page 2
__________________________________________________________________________________

SECTION I
This section to be completed by the Appraisee

PERFORMANCE & DEVELOPMENT REVIEW

(I) Please attached the Result Planning Review

(II) Indicate any major contributions to the Company for the year under review. What problems or
difficulties were encountered by you in carrying out your duties?

Major Contributions Problems/Difficulties Encountered

(III) For those currently supervising staff, please complete the following:-

1) State the number of persons under your supervision period under review.

2) State the problems/challenges encountered by you in carrying out your supervisory

responsibilities.

(IV) Have you experienced any frustrations and/or barriers which prevented you from achieving
your objectives?
 Page 3
XX
__________________________________________________________________________________

(V) In the context of your job functions within the Company, what in your opinion are your

1) STRENGTHS

2) WEAKNESSES and how can they be IMPROVED.

 XXX Page 4
__________________________________________________________________________________

SECTION II

EMPLOYEE PERFORMANCE APPRAISAL TO BE COMPLETED BY THE APPRAISER

PERFORMANCE FACTORS
A TECHNICAL
1.1 JOB KNOWLEDGE / APPLICATION A B C D
Outstanding skills and knowledge. Demonstrates both ‘breadth’ and
‘depth’ of job knowledge. Handles problems and achieves results 4 4 4 4
independently. Applies such knowledge excellently.
Has strong knowledge of various resources and is able to effectively
use this to facilitate work and demonstrate results. Always provides 3 3 3 3
constructive contributions.
Good job knowledge. Generally makes valuable contributions. 2 2 2 2
Has sufficient knowledge of basic procedures, policies and procedures.
1 1 1 1
Needs to brush up certain key areas.
Needs to increase professional knowledge. 0 0 0 0

Not Assessable N/A N/A N/A N/A

Additional comments

1.2 COMMUNICATION (ORAL & WRITTEN)

Outstanding. Written work exceptionally clear, cogent and well set out.
Speaks fluently, convincingly and to the point. Uses communication 4 4 4 4
resources for optimal effectiveness.
Clear and intelligible written, verbal and presentation skills. Listens
effectively. Uses skills to keep others informed of status, schedule and 3 3 3 3
goal changes.
Expresses clearly and concisely. 2 2 2 2

Expresses adequately for the job. 1 1 1 1

Poor and ineffective communication skills 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

1.3 UNDERSTANDING AND CRITICAL ABILITY

Gets at once to the root of any situation. Quickly researches questions
4 4 4 4
and tracks down solutions when issues need solving.
Quickly analyses any problem and comes up with ready solutions. 3 3 3 3

Shows a ready appreciation of any situation. 2 2 2 2

Usually grasps a point correctly. 1 1 1 1

Often misses the point. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments
 XXX Page 5
__________________________________________________________________________________

1.4 BUSINESS & ORGANISATIONAL KNOWLEDGE

Understands the impact of global trends and strategic issues facing
GRM and industry and responds to them within own area of 4 4 4 4
responsibility.
Understands GRM’s mission, objective, critical success factors, its
products and services, business plans, organisation and major
3 3 3 3
information systems and responds to them within own area of
responsibility.
Understands organisation’s business plan and responds to them within
2 2 2 2
own area of responsibility.
Has basic knowledge of own organisation’s policies & procedures and
1 1 1 1
responds to them within own area of responsibility.
Poor knowledge of organisation’s business plan, policies &
0 0 0 0
procedures.
Not assessable. N/A N/A N/A N/A
Additional comments

1.5 IT SAVVY AND SYSTEM BUILDING

Able to align technology opportunities with corporate and business
4 4 4 4
mission and objectives.
Uses technology as a strategic business resource within own
3 3 3 3
organisation.
Able to use PC/end user computing skills in day-to-day operations,
analysing options and making decision within own area of 2 2 2 2
responsibility.
Able to operate PC office automation software and major information
1 1 1 1
systems/packages.
Poor IT knowledge. 0 0 0 0

Not assessable. N/A N/A N/A N/A

Additional comments

Ta = Total Score For Section A

Wa = Weightage For Section A
A = Ta X Wa
Fa = No of Factors Assessed For Section A
Ya = Fa X Wa X 4

B QUALITY & COMMITMENT

 XXX Page 6
__________________________________________________________________________________

2.1 QUALITY OUTPUT A B C D

Consistently produces high quality work. Takes the extra effort to
ensure that high quality output is produced in all instances in most cost 4 4 4 4
effective manner. Exceeds project / task expectations.
Maintains a high standard. Shows attention to details. Has good
3 3 3 3
understanding on the importance of quality in relation to each task.
Produces work consistent with expectations for one’s position. 2 2 2 2

Adequate work standards at most times. 1 1 1 1

Produces poor quality work. 0 0 0 0

Not Assessable. N/A N/A N/A N/A

Additional comments

2.2 COMMITMENT TO SERVICE

Always provide proactive and value added customer service. 4 4 4 4
Recognises and anticipates needs. Treats business contacts with
3 3 3 3
courtesy. Returns call and correspond promptly.
Responds to professional needs of others. Considerate and effective in
2 2 2 2
dealing with the public.
Responds appropriately to requests for information or assistance. 1 1 1 1

Lack of service quality. 0 0 0 0

Not Assessable N/A N/A N/A N/A

Additional comments

2.3 INITIATIVE
A self-starter. Very enterprising. Broad in scope and foresight; has
excellent ability to perceive things in broad perspectives. Consistently
4 4 4 4
acquires & applies new knowledge. Able to find new and better ways
of doing things.
Has the initiative to work out details. Works with minimal supervision.
Usually offers practical and useful ideas that lead to grater productivity
3 3 3 3
and efficiency. Regularly acquires & applies new knowledge. Able to
find new and better ways of doing things.
Works on his own. Generally offers suggestions to improve projects.
Generally acquires & applies new knowledge and generally able to find 2 2 2 2
new and better ways of doing things.
May need general guidance and instructions to work out details.
Occasionally acquires & applies new knowledge and occasionally able 1 1 1 1
to find new and better ways of doing things.
Waits to be told what needs to be done. Asks for guidance
unnecessarily. Rarely acquires & applies new knowledge. Seldom able 0 0 0 0
to find new and better ways of doing things.
Not assessable N/A N/A N/A N/A
Additional comments

2.4 PUNCTUALITY
 XXX Page 7
__________________________________________________________________________________

Consistently punctual all the time in reporting for work and/or

attending meeting/briefings either within or outside the Company. Sets 4 4 4 4
good example to peers and subordinates.
Regularly punctual in reporting for work and/or meeting/briefings
3 3 3 3
either within or outside the company.
Generally punctual in reporting for work and/or meeting/briefings
2 2 2 2
either within or outside the company.
Occasionally punctual in reporting for work and/or attending
meeting/briefings either within or outside the company. Attempts to 1 1 1 1
show improvement after reminder by superior.
Rarely punctual in reporting for work and/or attending
meeting/briefings either within or outside the company. Makes no 0 0 0 0
attempt to improve.
Not assessable N/A N/A N/A N/A
Additional comments

2.5 INNOVATION & CREATIVITY

Continually introduces new ideas or methods in improving the
organisation existing management practices, products, processes or 4 4 4 4
services.
Usually offers new ideas in supporting organisation’s mission and
3 3 3 3
critical success factors.
Occasionally originates, invents and conceptualises new approaches
that have values in solving problems at hand within own area of 2 2 2 2
responsibilities.
Rarely recommends new ideas in improving existing business
1 1 1 1
processes, products or services.
Never introduces any new ideas to improve processes within own area
0 0 0 0
of responsibilities.
Not assessable N/A N/A N/A N/A
Additional comments

2.6 INNOVATION & CREATIVITY

Acts with drive and positive attitude in getting and achieving goals.
Uses persuasive skills to motivate others. Has courage to implement 4 4 4 4
difficult decisions.
Committed in achieving company’s and department’s objectives. 3 3 3 3
Shows discipline and perseverance in achieving good results, even
2 2 2 2
under pressure.
Fairly motivated. May need prompting to achieve results. 1 1 1 1

Complacent about work competence. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

Tb = Total Score For Section B

Wb = Weightage For Section B
B = Tb X Wb
Fb = No of Factors Assessed For Section B
Yb = Fb X Wb X 4
 XXX Page 8
__________________________________________________________________________________

C MANAGEMENT
3.1 RESPONSIBILITY A B C D
Readily accepts and promptly discharges responsibility at all times.
4 4 4 4
Accepts accountability for both successes and failures.
Accepts and promptly discharges responsibilities and assignments. 3 3 3 3
Pursues and completes tasks and objectives in a timely manner. 2 2 2 2
Completes assignments on schedules. At times, may be hesitant to
1 1 1 1
accept responsibility.
Avoids taking responsibility. 0 0 0 0

Not Assessable N/A N/A N/A N/A

Additional comments

3.2 PLANNING AND ORGANISATION OF WORK

An exceptionally effective organiser. Anticipates what is necessary for
the task and prepares in advance. Prioritises tasks well and is able to 4 4 4 4
handle more than one thing at a time.
Has considerable organising skill. Plans, schedules and coordinate
tasks and assignments effectively. Always works with a specific goal 3 3 3 3
in mind.
Manages time well. Keeps work on schedule throughout a piece of
2 2 2 2
project or assignment.
Plans and controls work satisfactorily. 1 1 1 1

Poor organiser. 0 0 0 0

Not Assessable N/A N/A N/A N/A

Additional comments

3.3 TEAMWORK
Maintains excellent relations. Contributes to positive team spirit and
fosters positive interdepartmental relations. Helps others to acquire 4 4 4 4
new skill.
Good team worker. Shows sensitivity to the needs of others and works
well with various groups. Keeps others apprised of developments and 3 3 3 3
actions taken.
Interacts well. Works cooperatively and productively with co-workers. 2 2 2 2

Able to work reasonable well with most groups. 1 1 1 1

Not a team player. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

3.4 REACTION UNDER PRESSURE / CRISIS

 XXX Page 9
__________________________________________________________________________________

Continue to be very stable and productive under pressure. Willingly

4 4 4 4
tackles difficult assignments and work against tight schedules.
Works well under pressure. Organises priorities to ensure important
3 3 3 3
task are completed as scheduled.
Able to withstand work pressure and tight deadlines. 2 2 2 2

Just manages to withstand pressure. 1 1 1 1

Fails to withstand pressure. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

3.5 INTERPERSONAL SKILLS

Displays excellent self-control, courtesy and tact even under difficult
circumstances. Always makes the extra effort especially when dealing 4 4 4 4
with the public.
Gets along with people. A likeable personality. 3 3 3 3

Cooperative and takes into account the attitude and opinions of others. 2 2 2 2
Able to maintain self-control, courtesy and tact under ordinary
1 1 1 1
circumstances.
Self-centered individual. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

3.6 LEADERSHIP SKILLS

Inspires maximum achievement in subordinates, providing
environment for self motivation. Able to coach, counsel and develop 4 4 4 4
others. Encourages innovation and creativity.
Encourages productive performance and develops subordinates for
3 3 3 3
career progression.
Sets appropriate goals for subordinates. 2 2 2 2

Can be approached to give guidance when asked to. 1 1 1 1

Lacks ability to develop subordinates. 0 0 0 0

Not assessable N/A N/A N/A N/A

Additional comments

3.7 DEVELOPMENT OF PEOPLE

Consistently sets and communicates high standard of performance, 4 4 4 4
evaluates performance objectively, supports employee development
 XXX Page 10
__________________________________________________________________________________

with on-going coaching and training, empowers employee to develop

themselves and makes decision and provides timely, candid feedback.
Regularly sets and communicates high standard of performance,
evaluates performance objectively, supports employee development
3 3 3 3
with on-going coaching and training, empowers employee to develop
themselves and makes decision and provides timely, candid feedback.
Generally sets and communicate high standard of performance,
evaluates performance objectively, supports employee development
2 2 2 2
with on-going coaching and training, empowers employee to develop
themselves and makes decision and provides timely, candid feedback.
Occasionally sets and communicate high standard of performance,
evaluates performance objectively, supports employee development
1 1 1 1
with on-going coaching and training, empowers employee to develop
themselves and makes decision and provides timely, candid feedback.
Rarely sets and communicate high standard of performance, evaluates
performance objectively, supports employee development with on-
0 0 0 0
going coaching and training, empowers employee to develop
themselves and makes decision and provides timely, candid feedback.
Not assessable N/A N/A N/A N/A
Additional comments

Tc = Total Score For Section C

Wc = Weightage For Section C
C = Tc X Wc
Fc = No of Factors Assessed For Section C
Yc = Fc X Wc X 4

SECTION III

GENERAL ASSESSMENT (TO BE COMPLETED BY APPRAISER)

Assessment of Strengths and Weaknesses
 XXX Page 11
__________________________________________________________________________________

1. Please elaborate on the Appraisee’s achievement of objectives set at the beginning of the review
period. How did he/she perform?

2. Describe the Appraisee’s strong points. That is, in what aspects did the Appraisee perform well?

3. Describe the Appraisee’s weaknesses, and what was done to help correct them during the period
under review. Indicate additional corrective measures that need to be taken or training to be given.

4. Would you consider it to be in the interest of the Company that the Appraisee be transferred or be
exposed to other areas of the Company’s operation?

Yes No

If ‘Yes’, please state the reasons and the department or area to be transferred to.

OVERALL PERFORMANCE INDEX

PI = A+B+C X 100
 XXX Page 12
__________________________________________________________________________________

Ya + Yb + Yc

PI =

PII =

PI + PII
OVERALL PERFORMANCE INDEX = =
2

OVERALL GRADING
Overall Grading A B C D
Performance
Index (%)
71 – 100 Excellent Excellent performance which exceeds job
expectations.
51 – 70 Good Fully meets job expectations and exceeds
expectations in some ways.
36 – 50 Satisfactory Satisfies basic job expectations and progresses
towards meeting full expectations.
21 – 35 Fair Generally satisfies basic job expectations and
requires some improvements.
0 – 20 Poor Fails to meet basic job expectations and
requires considerable improvements.

* Overall Performance Index should be rounded to nearest integer.

SECTION IV

RECOMMENDATION BY APPRAISER
(This section is to be shown or to be discussed with the Appraisee and the countersigning officer’s
concurrence must be sought before finalising the recommendations)
 XXX Page 13
__________________________________________________________________________________

1. State the Appraisee’s overall performance and any potential for more responsibilities /
advancement.

2. Course(s) recommended for Appraisee to attend in the next 12 months.

SECTION V

APPRAISEE’S COMMENTS

1. Do you agree with the appraisal?

Yes No

If no, please comment.

2. Any other comments.

No proper remuneration commensurate with the amount of effort and commitment which has
been contributed to the company.

Appraisee’s Signature:
Date:

This page is NOT to be shown or to be discussed with the Appraisee

SECTION VI
 XXX Page 14
__________________________________________________________________________________

PROMOTION / SALARY REVIEW (COMPLETED BY APPRAISER)

1. Recommendation :-

Promotion to

Increment %

Merit Bonus month

Market Adjustment

Please elaborate on your reasons for the recommendation as follows :-

Signature of Appraiser & Date :

SECTION VII

OVERALL REVIEW BY COUNTERSIGNING OFFICER

1. To your best knowledge, what was the Appraisee’s overall performance?

2. I support / do not support the Appraisee’s recommendations.

Reasons:-

Name & Designation of Countersigning Officer :

Signature of Countersigning Officer & Date :

 XXX Page 15
________________________________________________________________________________________________________________________________________

RESULT PLANNING REVIEW

STRICTLY CONFIDENTIAL
NAME : DEPARTMENT : TIME IN POSITION :
POSITION : CORP. RANKING : SUPERVISOR’S NAME :
DATE APPRAISED : APPRAISAL PERIOD :
INDIVIDUAL OBJECTIVES & RESULTS ACHIEVED
RESULTS CATEGORY TARGET PERFORMANCE MEASURE RESULTS ASSESSMENT
Strategic Score Weight % Total

Financial

Operational

Sub Total =
Operational

HR Development Results

Self Management

Sub Total =

PII = Grand Total / 4 = ______________

Assessment = SET: Significantly Exceed Target MT : Meet Target

(Score = 4) (Score = 2)
ET : Exceed Target BT : Below Target
(Score = 3) (Score = 1)

_____________________ ______________________
Employee Signature/Date Appraiser’s Signature/Date
 XXX Page 16

________________________________________________________________________________________________________________________________________

SUMMARY OF RESULTS (Summarise most significant results achieved and gaps in performance. Comment on overall quality of results)

SUMMARY OF DEVELOPMENT RESULTS (Comment on progress relative to the previous year’s development plan)

DEVELOPMENT PLANS Future positions : Gap / Action

CURRENT ASSESSMENT OF POTENTIAL (Summarise employee’s ability to assume different or increased responsibilities)

( ) Ready now to assume higher level

( ) Ready now to assume different responsibilities at same level
( ) Present level / position appropriate
( ) Insufficient time to evaluate (e.g. new employee, staff transfer from other department, etc)

Note: This represents the immediate manager’s view of potential at this time. This judgment can change.