Your Performance Scorecard
Personal Details
Emp. Code Location
Appraisee's Name Appraisee's Designation Appraisee's Division Department
ISPAT
Appraiser's Name Appraiser's Designation Appraiser's Division Department
Reviewer's Name Reviewer's Designation Reviewer 's Division Department Parivartan
Key Dates
Performance Cycle - MMYY - Performance Planning - MMYY - MMYY Q1 Appraisal - MMYY - MMYY Q2 Appraisal Q3 Appraisal Q4 Appraisal
MMYY
Process Tracker
Performance and Development Planning Target Setting Monthly Reviews Appraisals
Sign When Complete Sign When Complete Sign When Complete Sign When Complete
KRA Section Filled (Appraisee) Q1 (Appraiser & Appraisee) Months 1, 2 & 3(Appraiser & Appraisee) Self Appraisal (Appraisee) [Q1, Q2, Q3 & Q4]
Routine Responsibilities Filled (Appraisee) Q2 (Appraiser & Appraisee) Months 4, 5 & 6(Appraiser & Appraisee) Performance Discussion (Appraiser) [Q1, Q2, Q3 & Q4]
Competency Section Filled (Appraisee) Q3 (Appraiser & Appraisee) Months 7, 8 & 9(Appraiser & Appraisee) Feedback (Appraiser) [Q1, Q2, Q3 & Q4]
Performance & Development Plan Approved Q4 (Appraiser & Appraisee) Months 10, 11 & 12(Appraiser & Appraisee) Final Score Calculated (Appraiser & Reviewer) [Q1, Q2, Q3 & Q4]
(Appraiser & Reviewer)
Overall Score Calculated (Appraiser & Reviewer) [Q4]
Instruction Sheet
Instruction Sheet
Choosing 1. A maximum of 8 KRAs can be chosen for an Appraisee for a particular performance period.
KRAs
2. At least one KRA should be chosen in each of the 4 perspectives of the Balanced Scorecard, viz., Financial, Customer, Internal Process and Learning & Growth
3. Chose the applicable perspective letter: F for Financial, C for Customer, IP for Internal Process and
L&G for Learning & Growth from the drop-down list by clicking on the grey box.
For 1. Instructions within various sections of the form are highlighted
Appraisee
2. Use the process tracker on Page 1 to keep record of various activities within a phase of the performance cycle
3. Sign on every box designated for you in the process tracker to keep a record of various activities within a phase of the Performance Cycle
4. Each section of the Performance & Development Plan is mandatory - to be filled at the appropriate time [As mentioned in the instructions alongwith the form sections]
5. Evaluate your own performance at the end of each quarter on the KRAs and on the Routine Responsibilities and Competencies at the end of the fourth quarter
6. Final scores [end of each quarter] and Overall Scores [End of the fourth quarter] do not have to be calculated by you.
They will get calculated automatically by the system. Hence it is advisable to fill the form online and not on a hard copy
For 1. Sign on every box designated for you in the process tracker on Page 1 after completing the appropriate step.
Appraiser
2. Provide feedback and comments on every performance parameter of your Appraisee. This must be recorded on the form itself.
3. Validate the Performance & Development Plan created by your Appraisee before finalizing it.
4. Use the rating scales provided at the bottom of the scoring sections to rate your Appraisee.
5. For more details, refer to the Parivartan Handbook or the Ready Reckoner.
6. Final scores [end of each quarter] and Overall Scores [End of the fourth quarter] do not have to be calculated by you. Hence, plese ensure that the forms are filled online
Support Divisions (For. e.g., CRG, Finance etc.) Non-Support Divisions [For e.g., HSM, SIP, BF)
Weightages KRAs Routine Responsibilities KRAs Routine Responsibilities
Top Management 50% ### Top Management 70% 30%
Middle Management 40% ### Middle Management 60% 40%
Junior Management 30% ### Junior Management 50% 50%
KRAs [To be filled in by the Appraisee, Appraiser & Rater on a Quarterly Basis for Appraisals & Monthly Basis for Reviews] ISPAT
With the help of your Appraiser, pick out KRAs [Maximum 8] from your Department Scorecard
which you think are imporatnt for the current performance year.
Please refer to the "Choosing KRAs" section in the instruction sheet for appropriate selection of KRAs
* Targets changed during monthly reviews can be used to overwrite targets for the existing quarter
Click on the relevant box to give any rating between 1 and 5; based on the scale mentioned below
KRA Type KRAs Action Plans Targets Rating by Appraisee Rating by Appraiser
[Click on the grey box to choose applicable type]
F 1 Q1 3 2
Q2 2 1
Q3 4 3
Q4 1 1
F 2
Q1 4 3
Q2 2 1
Q3 4 3
Q4 2 2
F 3
Q1 5 4
Q2 2 1
Q3 4 3
Q4 3 3
F 4 Q1
Q2
Q3
Q4
Self Appraisal and Comments
Appraiser's Feedback and Comments
Reviewer's Feedback and Comments
*Scale: 1: Significantly below expectatio 2: Moderately below expectations 3: Meets expectations 4: Moderately above expectations 5: Significantly above expectations
KRAs [To be filled in by the Appraisee, Appraiser & Rater on a Quarterly Basis for Appraisals & Monthly Basis for Reviews] ISPAT
KRAs
With the help of your Appraiser, pick out KRAs [Maximum 8] from your Department Scorecard
which you think are imporatnt for the current performance year.
Please refer to the "Choosing KRAs" section in the instruction sheet for appropriate selection of KRAs
* Targets changed during monthly reviews can be used to overwrite targets for the existing quarter
Click on the relevant box to give any rating between 1 and 5; based on the scale mentioned below
KRA Type KRAs Action Plans Targets Rating by Appraisee Rating by Appraiser
[Click on the grey box to choose applicable type]
C 5 Q1
Q2
Q3
Q4
IP 6
Q1
Q2
Q3
Q4
L&G 7
Q1
Q2
Q3
Q4
L&G 8 Q1
Q2
Q3
Q4
Self Appraisal and Comments
Appraiser's Feedback and Comments
Reviewer's Feedback and Comments
*Scale: 1: Significantly below expectatio 2: Moderately below expectations 3: Meets expectations 4: Moderately above expectations 5: Significantly above expectations
Routine [To be filled in by the employee in consultation with the manager] ISPAT
Responsibilities
Based on your manager's and your understanding of your role, list down four/ five tasks that you perform on a daily basis.
You would be evaluated by your manager on your performance on these daily tasks using the five-point scale used earlier.
Routine Responsibilities Action Plans Self Appraisal Rating by Appraiser
1 3 4
2
4 5
3
2 3
Self Appraisal and Comments
Appraiser's Feedback and Comments
Reviewer's Feedback and Comments
*Scale: 1: Significantly below expectatio 2: Moderately below expectations 3: Meets expectations 4: Moderately above expectations 5: Significantly above expectations
Competencies [To be filled in by the employee in consultation with the manager on an annual basis] ISPAT
Based on your manager's and your understanding of your role, list down expected proficiency levels
for the competencies from the competencies master and mark Competencies [Max 3] as
D which you feel need to be developed
Competencies Expected Proficiency Level Appraisee to mark as "D" [Max 3] Rating by Appraiser
10
11
Self Appraisal and Comments
Appraiser's Feedback and Comments
Reviewer's Feedback and Comments
*Scale: 1: Learner 2: Development Area 3: Capable 4: Strength 5: Role Model
Development Plan [To be filled in by the Appraisee in consultation with the Appraiser on an annual basis] ISPAT
Training Needs Based on the competencies marked by the appraisee as "D", articulate an action plan to bridge competency gaps
Competencies Action Plan
Training Needs Identify and enumerate other technical or behavioural skills which need to be acquired by the you
Other Development Areas Action Plan
Self Appraisal and Comments
Appraiser's Feedback and Comments
Reviewer's Feedback and Comments
HR's Feedback and Comments
Development Plan [To be filled in by the appraiser in consultation with the appraisee on an annual basis] ISPAT
Career Aspirations Does the appraisee desire t move to a new position within the next 6-12 months? If yes, specify position(s)desired
and indicate your assessment of individual's readiness for the position
Position Readiness/ Position*
Rating
High This individual can advance well above (one or two levels above) current position.
Moderate This individual shows potential for taking on greater responsibility or moving to next management/technical level over a period of 6-12 months
Limited This individual can continue to contribute significantly in his/her current
position, but may have limited upward growth opportunities. A lateral move may be an appropriate growth opportunity for this individual.
Key Resource This individual is a key resource in his/her current position. This vital
knowledge precludes movement at this time, but development opportunities should continue to be identified
Too New This individual has been in his/her current position less than six months and is too new to evaluate
Appraiser's Comments
Reviewer's Feedback and Comments
HR's Feedback and Comments
Annual ISPAT
Performance
Summary
Employee Level Division Type
Choose the Applicable level by clicking on the grey box. Choose the Applicable Type by clicking on the grey box.
Choose "Top Management" for "Division Heads & Above", "Middle Management" Choose 1 for "Support" and 2 for "Non Support"
for "Department Heads" and "Section Heads" and "Junior Management" for others
Junior Management 2
Performance Scores on KRAs By the Appraiser By the Appraisee By the Reviewer*
* To be filled separately
only in cases of disagreement
Average of individual KRA Scores Q1 3 4 3 0
Q2 1 2 3 0
Q3 3 4 3 0
Q4 2 2 3 0
Overall Performance Score
Averageof KRA Scores for all the quarters 2.25 3 0
KRA Section Weightage [Instruction Sheet] 0.5
KRA Section Score 1.1 1.5 0
Average of Routine Responsibility Scores 4 3 3 0
Routine Responsibility Section Weightage [Instruction Sheet] 0.5
Routine Responsibility Section Score 2 1.5 0
Overall Score 3.1
Modified Overall Score [In cases of rater bias or disagreement between the Appraiser and Appraisee] 0
Attestations ISPAT
By the Appraisee Do you agree with the evaluation of your performance? If no, please state your reasons below.
By the Appraiser In case the employee has indicated disagreement in the above para, please explain the causes and add your comments.
By the Reviewer In case the employee has indicated disagreement in the above para, assess the need for a re-review.
To re-review or to make any changes in the evaluation, you will need to
have an open discussion with the employee and his manager.
