RED APPLE EMPLOYEE ANNUAL APPRAISAL -FORM

{NAME_OF_EMPLOYEE}
{DEPARTMENT}
{DESIGNATION}
{REPORTING_TO}
{OTHERS_MANAGERS}
{EVALUATION_FROM}
{EVALUATION_TO}

GENERAL INSTRUCTIONS FOR USING THE FORM

SECTION 1: WORK PLANNING - Job Responsibilities and Performance Expectations (KRA'S)

Section – 1 of this form constitutes the work plan. The work plan should include Job Responsibilities and Performance Expectations .List the primary job responsibilities in priority order for successful performance in this position. This should include most of the major responsibilities in the position description. Also include as responsibilities, any special projects or programs on which the employee should focus during the review period. For each responsibility, write the expected level of performance at the "Good" level (See "Rating Scale" for a description of "Good" performance.) For each job responsibility, list the method(s) of evaluation. The factors to be considered whilst evaluating Job responsibility would be Timeliness, Quality of deliverables and for project managers and above, whether the work has been completed within budget. Relative Weightage of Principal KRA must be between 50% and 100% & for Secondary KRA should be between 10% and 20%. Summation of Relative Weightage of all the KRA(s) must be 100%.

SECTION 2: EMPLOYEE SELF EVALUATION ON PERFORMANCE CHARACTERISTICS

This section defines the performance characteristics expected from each employee. Mark "N/A" next to any performance characteristics on which the employee will not be evaluated. Supervisors may edit as necessary.
Employee Self-Appraisal Rating: Employees have to do a self rating against the set goals and get the same reviewed by the supervisor.
The Self Evaluation Section provides periodic written review of individual performance, in the context of the ongoing performance management process. It is designed to facilitate constructive discussion between the employee and manager in order to clarify performance objectives / goals, provide feedback about the employee’s performance with respect to skills and behaviors and also provide a framework for identifying the employee’s development plans. We recommend that the Self-Evaluation portion be completed and submitted to the HR approximately 2 weeks prior to your Mid-term or Annual Performance Appraisal discussion. In case of any query related to Performance Management Process please contact the HRD (Human Resource Department).
Supervisors should discuss development initiatives with employees during the work planning stage should document them in this form. Development initiatives may arise as "career development plans" or "improvement plans" anytime during the performance cycle.

SECTION 3: TRAINING & DEVELOPMENT PLANS

Supervisors should discuss training & development initiatives with employees during the performance review, and should document them in Section 3 of this form. Development initiatives may arise as "career development plans" or "improvement plans" anytime during the performance cycle.

RATING SCALE - Employees must be rated on the scale of 0 to 10 as mentioned below. Ratings should be in multiples of 0.5 only
RATING PERFORMANCE LEVEL DEFINITION
10 Outstanding- (O) Performance is far above the defined job expectations. The employee consistently does outstanding work, regularly going far beyond what is expected of employees in this job. Performance that exceeds expectations is due to the effort and skills of the employee. Any performance that is not consistently exceeding expectations is minor or due to events not under the control of the employee.
8 Very Good - (VG) Performance meets the defined job expectations and in many instances exceeds job expectations. The employee generally is doing a very good job. Performance that exceeds expectations is due to the effort and skills of the employee.
6 Good - (G) Performance meets the defined job expectations. The employee generally performs according to the expectations doing a good job. The employee is doing the job at the level expected for employees in this position. The good performance is due to the employee's own effort and skill.
4 Below Good - (BG) Performance may meet some of the job expectations but does not fully meet the remainder. The employee is generally doing the job at a minimal level, and improvement is needed to fully meet the expectations. Performance is less than a good job. Lapses in performance are due to the employee's lack of effort or skill.
2 Unsatisfactory - (U) Performance generally fails to meet the defined expectations or requires frequent, close supervision and/or the redoing of work. The employee is not doing the job at the level expected for employees in this position. Unsuccessful job performance is due to the employee's own lack of effort or skills.

SECTION -1 - WORK PLANNING - Job Responsibilities and Performance Expectations (KRA)

{KRA_CATEGORIES}
KEY RESPONSIBILITY AREAS (KRA'S) Weightage (%) Manager's / Team Lead's Rating Self or Other Manager or Team Lead or Supervisor Rating Actual Level of Performance vs Expected Level
of Performance - COMMENTS (Please include
instances / examples and method of evaluation)
TOTAL RELATIVE WEIGHTAGE
100
CUMULATIVE AVERAGE RATING {MAIN_KRA_CUMULATIVE} {OTHER_KRA_CUMULATIVE}

SECTION -2 - EMPLOYEE SELF EVALUATION ON PERFORMANCE CHARACTERISTICS

{CHARACTERISTIC_CATEGORIES}
Characteristic Expected Level of Performance Employee Self-Rating Manager / Team Lead Rating Other Manager or Team Lead or Supervisor Rating Comments on Performance (please provide examples & method of Evaluation)
CUMULATIVE AVERAGE RATING {SELF_CHARACTERISTIC_CUMULATIVE} {MAIN_CHARACTERISTIC_CUMULATIVE} {OTHER_CHARACTERISTIC_CUMULATIVE}
Answer the following questions in point formulate:- {{#question}}
{{question}}
{{#answers}} {{/answers}}
Reviewers Name {{question_title}}
{{reviewer_name}}
{{reviewer_answer}}
{{/question}}

SECTION -3 TRAINING & DEVELOPMENT PLANS

Training & Career Development Plans -

  • Activities or training that will add to the employee's ability to do his or her job more effectively while broadening his/her skill or knowledge base
  • Plans to increase the employee's credentials in his or her area of expertise (licensing, certification exams, etc.)
  • Plans to prepare the employee for increased responsibility or expertise, within his or her current position, or in preparation for another position within the organization (cross-training, job rotation, mentoring program, etc.)
  • Career Development Plans must align with the Key Responsibility Area. Please refer to the Key Responsibility in Part I: Work Planning.
Date Development Goal / Action Plan Resources needed(Time, financial, etc.) Target completion timeframe

PERFORMANCE SUMMARY

ANNUAL APPRAISAL COMPLETE

Overall Manager's / Team Lead's Cumulative Average Rating
on KRA's & Performance Characteristic
{OVERALL_OTHERS_RATING}
Overall Employee Self-Performance Rating
{OVERALL_SELF_RATING}

OVERALL PERFORMANCE RATING

Employee Signature

Manager / Team Leader Signature

Date