• Key Concept

    Two Key Concepts are introduced here:
    • The importance of performance review
    • How to run a performance review

    The intent of the performance review is to provide a formal feedback and document achievements, gaps, development and action plans.

    Feedback
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  • Benefits of Performance Review

    The information derived from performance review can then be used for decision-making purposes regarding employee performance:
    • Is there a need for performance improvement?
    • Is performance satisfactory?
    • Is the employee ready for promotion to a new role?
    • Is the employee efforts aligned with the performance expectations?
    • Is there a need for realigning the efforts to achieve the desired performance?
    • Is there a need to review the performance goal?
    • What support and resources can be provided to ensure employees achieve their goals and objectives.

    Read More

  • Rating of Goals (S.M.A.R.T)

    Well-set goals are SMART and can objectively be evaluated for achievement in terms of a pre-determined measurement.

    They are stated in terms of quantity, quality, timeliness and cost as follows:
    • Quantitative Number, Percentage, time, cost, and/or speed
    • Qualitative Yes/No, Complete/Incomplete, Proceed/Abort

    Each goal can then be objectively assessed using the following performance scales. Make sure to click on "Read More" below to view more details about the descriptions of each category.
    Rating Category for All Staff (excluding Fresh Graduates)
    Superior
    Strong Performer
    Performer
    Partially Meets Expectations
    Does Not Meet Expectations
    Rating Category for Fresh Graduates
    Exceeds Peer Average
    Meets Standards
    Needs Improvement
    Read More

  • {CLIENT} Score Card

    Current Score Card Weight
    Category Front Office Back / Middle Office Front Office Back / Middle Office
    Financial Margin, cost of credit, volume (assets + liabilities), net income, return on assets, spend smart savings, cross sell ration Budget discipline, head count, financial loss or cost of credit, outsourcing & consulting costs 50% 25%
    Customer Customer satisfaction, customer acquisition, customer attrition, active customers Turnaround time / responsiveness, solution oriented, attitude, initiatives 20% 40%
    People Staffing strength, staff training, Emiratization, staff goals, collaboration, knowledge acquisition and sharing, self-development, sharing of resources 10% 10%
    Governance & Controls Audit, regulatory reporting, business letters, policy & procedures, control, compliance, productivity improvement, discipline, quality, success transfer 20% 25%
    Total Weight 100% 100%

  • Exercise

    To demonstrate how the formula works for calculating Performance based on the 4-point rating scale, we will conduct a brief exercise where you will be put in a situation in which you have to set goals and then rate one of your employee's performance.

    Please complete the first step of this exercise by adding goals for your employee, and assigning a weight to each goal

    # Goal Weight
    1
    2
    3
    Total

    Please complete the second step of this exercise by giving a rating (between 1 to 4) for each goal for one of your employees

    # Goal Rating
    1
    2
    3
    Total Performance Rating

  • Introduction to Mid-Year Review

    The mid-year performance review is an important part of the overall employee performance management process. Conducting helpful and productive mid-year review discussions is a fundamental way in which managers can support a culture of on-going feedback and recognition, not to mention achieve better business results. One of the primary goals in preparing for a performance appraisal is to move you from an evaluation approach that was based on feelings, opinion and belief, to an appraisal that is based on fact and backed up by meaningful data.

    The mid-year performance review should have two main objectives:

    • Review the progress and performance demonstrated to date
    • Create plan required for the remainder of the year

    Expanding on these objectives, the midyear review allows supervisors a formal opportunity to check in with their employees for a few more purposes, including the following:

    • Provide positive feedback on work to date or accomplishments and constructive feedback on areas where performance may be lacking.
    • Discover and eliminate possible roadblocks that may hinder employee performance or prevent the employee from achieving the set goals.
    • Adjust goals if organizational or departmental needs have changed.
    • Provide time for manager/employee exchange of ideas.

  • Exercise

    Choose the correct benefits for a Mid-Year Performance Review from the following list:

    1. It ensures you will give meaningful feedback
    2. It's a clear check-in point to ensure your employees’ objectives are still on track
    3. It ensures that you will confront difficult issues that you otherwise might ignore
    4. It makes year-end evaluations a great deal easier
    5. It can improve employee engagement (if done candidly, fairly and constructively)
    6. Helps in setting yearly target
    7. You can provide end-year performance rating

  • Introduction to End-Year Review

    Below is the order of Providing an End-Year Review
    • Plan Ahead
    • Ask employees to plan ahead
    • Describe behaviors and actions
    • Be honest in your feedback and strive for balance
    • Agree on action plans
    • Provide Rating
    There are a few steps that you as a manager need to make sure of before starting an appraisal for one of your employees, these steps include:
    • Making sure that achievements and appraisal of the whole year are documented (facts & figures)
    • Making sure to mentally prepare themselves for the meeting & discuss expectations for the next year
    • Making sure to have a constructive meeting
    • Making sure that the meeting is for them so they should be positive, transparent and constructive

  • Appraisal Preparations

    The difference between Appraiser (Manager) and Appraisee (Employee) is that an appraiser is one who performs appraisals while appraisee is one who is appraised; one undergoing an appraisal.

    Preparations by the Appraiser (Manager)
    • Plan a date well in advance for the Performance Appraisal meeting
    • Inform the appraisee formally
    • Book a meeting room accordingly
    • Consider physical & interpersonal settings
    • Send a calendar invite to the appraisee
    • Give the appraisee a copy of Performance Review formats & forms at least 15 days before and explain your expectations
    • Take in to consideration the performance of the whole year of the appraisee
    • Your preparation must be documented and based on facts (not feelings)
    • Your preparation must be done for the full year - No recency effect (not only for recent tasks)
    • A good preparation equals a constructive meeting
    Preparations by the Appraisee (Employee)
    • Review the Job Description
    • Review their Goals, if appropriate
    • Review documentation from the performance period (including customer comments, notes, letters of commendation, etc.).
    • Review their previous performance evaluation. Where have they made improvements? What have been their major achievements? Where could they continue to improve?
    • Identify areas of excellence and note examples to discuss.
    • Identify areas for improvement and develop specific suggestions to discuss with their supervisor.
    • Reflect on their training and growth needs. Develop a list of suggested activities.
    • Ask for feedback from their supervisor on what they are doing particularly well, and what they might improve upon.
    • Make their supervisor aware of any issues or roadblocks they are facing as it relates to their goals and discuss how they might be overcome.
    • Make a list of what they need from their supervisor during the remainder of the year to be successful.

  • Exercise

    Based on the information presented previously, try to sort the following items to reflect the correct order of a proper Performance Review process:

      1. Employee forwards self-appraisal to manager
      2. Performance Review is documented on system
      3. Employee self-assess his/her performance
      4. Manager provides feedback and guides towards future direction
      Return

    1
    2
    3
    4
    5
    6
    7
    8

    The performance review provides an opportunity to develop goals for the coming year and to discuss career advancement issues to ensure the employee's development and growth. In addition to an annual review, a mid-year review can help to partially review the performance half way through and realign the efforts of employees, if needed, to achieve the set goals and objectives. It can help to ensure the employees are able to achieve the desired performance that was planned, to detect and handle performance issues early on, and to keep motivation high.
    The mid-year performance review can be seen as a checkpoint in the full performance period, where formal assessment of the employee performance is done (similar to year-end review), but instead of planning new goals and objectives for the next period, here employee efforts, resources, and support activities are planned to ensure the current objectives are met.

    Performance review involves the objective and subjective consideration of how to measure and evaluate employee performance results. Objective indicators of performance can include measures such as dollar volume of sales, profitability or amount of product produced.

    Subjective indicators typically involve collecting information about employees' accomplishments and assessing the impact of these contributions.

    A measurement scale (in {CLIENT}'S case, a four-point rating scale starting from "does not meet expectations to exceeds expectations") is used to capture employee performance results. The rating scale provides a sufficient number of rating levels to differentiate performance among employees.

    Evaluating performance includes consideration of the full array of factors associated with employee performance success. These address competencies possessed by the employee as they are related to the technical and behavioral requirements of the role in question.

    In addition, employee performance is evaluated based on the level of achievement of the goals set during the planning process. Clear goals are key in performance management because they provide managers with a way to measure performance that is objective and clear. Well set and clear goals can objectively be evaluated on whether or not the goal has been reached. Poorly set goals are not clear and can’t necessarily tell what it will look like once the goal has been achieved. The result is frustration and lack of effectiveness.

    The Managers should focus on developing employee performance in areas that are rated low and identify the root causes of the performance problems and issues. After identification of performance problems, the manager should put in place an improvement plan and identify resources, support etc. to ensure the employee is able to achieve their goals and objectives by the end of the performance period.

    Rating Category Definition
    Superior Sets an excellent example to others in all aspects of work and achievement. Outstanding performance that results in exceptional accomplishments with significant contributions to goals of the Organization, Department, and/or Senior Management area.
    Strong Performer Quality and quantity of work is routinely per expectations. Performance reflects high degree of initiative and commitment to excellence. All job requirements are met, goals and objectives are achieved per standards.
    Performer Employee meets performance expectations. Employee demonstrates understanding of all job functions and expected standards.
    Partially Meets Expectations Employee missed some targeted metrics (e.g. deadlines, quality, commitments). Employee requires close supervision and does not consistently demonstrate the ability to perform job functions at expected level of proficiency. Overall objectives are not achieved.
    Does Not Meet Expectations Employee fails to meet expectations. Performance is well below the job requirements.