CONFIDENTIAL

SUCCESS THROUGH EFFECTIVE PERFORMANCE (STEP)

ID NUMBER REVIEW DATE FROM:

NAME TO:
ASSESSMENT OF LAST YEAR
JOB TITLE
NOs OF INCREMENTS
GRADE
PROMOTION
DEPARTMENT
PRESENT SALARY
DIVISION
LOCATION RECOMMENDATION FOR CURRENT YEAR
COST CENTRE NO. OF INCREMENTS
DATE OF JOINING PROMOTION TO
DATE OF CONFIRMATION GRADE
LENGTH OF SERVICE SALARY

1. PERFORMANCE OBJECTIVES REVIEW

1.1 ACHIEVEMENT AGAINST AGREED OBJECTIVES

KEY RESULT AREAS PERFORMANCE ACHIEVEMENTS RATING
(Task and Personal Objectives) Achievements against agreed KRA/KPI

1.

2.

3.

4.

5.

6.

(Please continue on separate sheet if needed)

1.2 SPECIAL FACTORS TO BE TAKEN INTO ACCOUNT

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1.3 RATING ON OVERALL PERFORMANCE ACHIEVED AGAINST KRAs (Tick relevant box)
100%+ 90-100% 76-89% 60-75% <60%

EXCEPTIONAL ABOVE TARGET ON TARGET NEARLY THERE POOR

Exceeded performance Exceeded performance in Achieved all objectives/ Achieved all objectives/ Under achieved in a
in most objectives/ KRAs more than one objectives/ KRAs or has exceeded KRAs except one number of
KRAs and has not target in two critical critical area under objectives/KRAs
produced results less than KRAs with one less critical achieved
target area under achieved

2. COMPETENCE REVIEW

2.1 COMPETENCE PROFILE IN CURRENT JOB (TO BE COMPLETED BY APPRAISER)

RATING
Definition ( Please also refer to Beacon Competency framework)
[ 1 – 5]
Can see the big picture and understands alignment of their own role for
1. ORGANISATIONAL organisational success. Is keen about achieving the company’s vision, mission, values
UNDERSTANDING and business goals by achieving excellence in their own roles.
2. DRIVE FOR RESULTS Is focused, action-oriented, quality driven, uses initiative to get things done.

Makes sound decisions. Considers all information, identifies options and makes
3. DECISION MAKING
timely decisions.
Communicates clearly, persuasively, and is successful in influencing others.
4. COMMUNICATION Encourages ideas and works with others, communicating widely, to achieve the best
results for all.
5. RESOURCE Is efficient, productive and realistic in utilising organisational resources. Understands
MANAGEMENT resources are not unlimited thereby tries to maximize the return/output.
6. PROBLEM SOLVING Tackles problems with a logical and systematic approach. Can think creatively from
/CREATIVITY out side the box to find solutions.
Accepts and promotes change constructively. Implements and manages change
7. MANAGE CHANGE effectively by building commitment within the team.
Creates an environment of ‘winning as one’ thinking, mutual respect, and team
spirit . Recognises contribution of team in Success. Shows commitment towards
8. TEAM WORK
cross departmental /functional relationship and helps others to achieve their
objective for greater success of the organisation.
9. PEOPLE LEADERSHIP Leads people by setting personal example. Creates a positive environment where
(Manage Others)/ talent and team potential are realised. Engages in active coaching and performance
PLANING & ORGANIZING management. Those with potential are recognised and further developed.
(Manage self) Proactively shares learnings.
10. CONTINUAL
Continually looks to improve their skills, knowledge and the way they work
IMPROVEMENT
11. ETHICAL PRACTICE & Displays high and uncompromising level of ethical consideration. Follows company’s
COMPLIANCE rules, policies and compliance initiatives with utmost dedication
AVERAGE TOTAL
Note: Please consult guide on Beacon competency framework for detail positive and contra indicators against the competencies

5 4 3 2 1

EXCELLENT HIGH AVERAGE MARGINAL LOW

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 Always demonstrated this Consistently demonstrated Consistently demonstrated Inconsistently Did not demonstrate
competency at a superior this competency at a high this competency at the demonstrated this this competency at the
level . Perceived by many level. Clearly stood out expected level with out competency at the expected level.
as a role model. among the peers. assistance or direction expected level .
from others. Sometimes required
assistance or direction
from others.

2.2 AS SHOWN IN CURRENT ROLE AND INDICATED IN ABOVE MATRIX

MANAGEMENT SKILLS- STRENGTHS FUNCTIONAL SKILLS - STRENGTHS

MANAGEMENT SKILLS - AREAS FOR IMPROVEMENT FUNCTIONAL SKILLS - AREAS FOR IMPROVEMENT

2.3 DEVELOPMENT PLAN (to be completed jointly by appraiser & appraisee)

MANAGEMENT SKILLS DEADLINE FOR FUNCTIONAL SKILLS DEADLINE FOR

COMPLETION COMPLETION

2.4 CAREER ASPIRATION ( To be completed by appraisee and discussed with the appraiser)

3. OVERALL RATING FOR THE YEAR BASED ON PERFORMANCE ACHIEVEMENT /COMPETENCY PROFILE

PERFORMANCE OBJECTIVES

RATING EXCEPTIONAL ABOVE TARGET ON TARGET NEARLY THERE POOR

MANAGEME

5
NT

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 C
O 3
M
P 2
E
T
E
N 1
CI
E
S

1. Overall Rating : 1. EXCEPTIONAL 2. EXCELLENT 3. VERY GOOD 4. GOOD 5. Average 6. NEARLY THERE 7. POOR
2. Nearly There and Poor on any side = Nearly There /Poor

4. OBJECTIVES FOR NEXT YEAR (to be completed by appraiser & appraisee)

KEY RESULT AREAS COMPLETION KEY PERFORMANCE INDICATORS WEIGHTING

(Task and Personal Objectives) DEADLINE (Determine how KRA's to be measured) (%)

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1.

2.

3.

4.

5.

6.

Please add additional sheet if needed

5. OVERALL SUMMARY (to be completed by appraiser)

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Signed: Date:

6. APPRAISEE'S COMMENTS FOLLOWING THE REVIEW

Signed: Date:

7. COMMENTS BY APPRAISER’S Manager

Signed: Date:

__________________ ___________________ ________________________

HEAD OF DIVISION HEAD OF HR MANAGING DIRECTOR

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