ANNEXURE - I IMPORTANT DATES

ACTIVITY Self evaluation Raters Evaluation Reviewers Evaluation Sending of Signed Appraisal Forms to G.M.- HR & IR
CLOSING DATE

4th May 2009 8th May 2009 12th May 2009 15th May 2009

Purpose
This appraisal has three important objectives: 1. 2. 3. To provide feedback to the Appraisee and, thereby, help him/her to improve his/her performance. To serve as an input for compensation and reward decisions. To serve as one among various inputs for career development and help to establish performance objectives.

Who Should Appraise?

The Officer evaluating performance of his direct reports (Solid line reporting) is a Rater. Rater is the current superior of the Appraisee. In case of dual reporting, rating should first be done by the functional superior (Rater A) which will be an input for final rating by the Administrative Superior (Rater B). Reviewer is the Superior of the officer(s) evaluating the Appraisee.

Suggested Procedure for Evaluation

1. 2. 3. 4. 5. 6. Each Officer will receive an Annual Executive Appraisal Form through his/her superior. After filling up Part A-1 (Column2,3&4), 2,3,4,5 & the PDR Form, it is to be sent to the superior for evaluation. The Rater will fill up column 5 & 6 of PART- A, PART-B and PART-C of the Form. The Rater & the Reviewer is requested to schedule a private meeting with the Appraisee to discuss his/her performance with him. Put the Appraisee at ease and allow him/her to outline his/her performance. Listen attentively. Do not respond hurriedly. When you finally respond, mention what you agree or disagree with and why. If the Appraisees performance is below the standards, first explore the reasons. Do not prejudge Emphasize on improvement planning and mutual problem solving. Remember the purpose is to get the Appraisee to improve his/her performance and not merely judge it.

Guidelines for Raters & Reviewers

1. This appraisal will become an important part of the Appraisees record. You are, therefore, requested to give it as much attention and care, as you would like from those appraising you. 2. Please evaluate the Appraisee in relation to the requirements of his/her present position only. 3. Your rating should be as objective as possible. Please do not let personal prejudices influence your appraisal. Please do not start with a pre-determined performance index in your mind and evaluate. 4. Please evaluate the Appraisee on his/her performance during the entire appraisal period, and not upon isolated incidents. 5. Consider each dimension independently, uninfluenced by the rating you give to other factors. 6. Please record all responses only in handwriting in ink. Corrections, if any, should always be countersigned. 7. Desired proficiency requirement across Management Levels are described separately and please access the Appraisee in Part B based on those proficiency requirement applicable to his/her level.

INSTRUCTIONS:
A. Please be judicious in using the upper and lower end of the scale. In general, Exceptional (6) = Surpasses expectations/goals (125%), Advanced (5) = slightly exceeds/meets goals (100%), Competent (4) = Meets expectations /goals upto (75%), Improvement needed (3) =Meets expectations/goals upto (50%), Major Improvement needed (2) = Does not meet expectations/goals or Put on a Performance Improvement Plan for 3-6 month Unsatisfactory Performance (1) = Not at all satisfactory and plan for Exit. If you are unable to scale the Appraisee on any dimensions, please draw a straight line across the corresponding six Columns. The denominator will be adjusted accordingly while calculating the averages under.

B.

C. If the space of Part A is not sufficient, please fill up on a separate sheet and attach to the Appraisal Form.

PART A
1.

PERFORMANCE EXPECTATIONS AND GOALS (Please give values as %age of the Target Achieved)

AREA
FINANCE
1 2 3 4

KRAs'/KEY Deliverables & Targets

Target Date Evidence to support Target Achieved

Annual Rated & reviewed By Weightage By By (in %) Rater A Rater B Reviewer

CUSTOMER INTERNAL BUSINESS PROCESS LEARNING & GROWTH

Special Achievemen ts (if any)

1 2 3 4 1 2 3 4 1 2 3 4

1. Date of Appraisal: Annual:

(Appraisee's Signature)

(Rater's Signature)

(Reviewer's Signature)

Contd...PART A
2. Please list factors, if any, that may have restricted your performance:

3. Please list factors, if any, that may have favoured your performance:

4. Awards/Rewards received during the period of Assessment (i.e. from April 08 to March 09):

5. Do you wish to continue in your existing assignment: (If NO, please specify)

4. What self-development measures did you take during the review period?

5. Which type of training do you consider necessary for your professional & personal development?

(Appraisees Signature) Date:

PERSONAL DEVELOPMENT REVIEW (PDR) FORM Name: _________________ Division:________________ Please indicate () your feelings about the following: Favorable Job Assignment Progress in the job Salary/Wages Supervision/Management Fellow Workers Promotional Opportunities Employee Benefits General Working Conditions Safety/Environment Training Received Employee Communications Ryerson as a place to work Satisfactory Unsatisfactory Designation:___________ Unit : ____________

If you would like to make additional comments regarding any of the above topics, please mention in the space below for the purpose:

(Appraisees Signature) Date:

PART- B APPRAISAL BY SUPERIORS

Rater A (Functional Superior)

Unsatisfactory Unsatisfactory

Rater B (Administrative Superior)

Outstanding

Performance/ Potential Dimensions

(Please refer to Note and proficiency requirement of the Appraisee at his/her levels)
1. Drive for Results 2. Timely Decision Making 3. Customer Focus 4. Innovation Management 5. Managing Vision & Purpose 6. Strategic Capability 7. Dealing With Ambiguity 8. Business Acumen 9. Functional Excellence 10.Taking Ownership 11.People Development 12. Interpersonal Effectiveness 13.Withstanding Pressure 14.Building Effective Teams
Unsatisfactory

Reviewer (Superior of Rater)

Outstanding

Outstanding

Marginal

Marginal

Marginal

Superior

Superior

6 Dimensions

Superior

Good

Good

Good

Fair

Fair

Fair

TOTAL

(Signature of Rater A)

(Signature of Rater B)

(Signature of Reviewer)

PART- C
(a) What are the appraisees main strengths at work?

Rater A 1. 2. 1. 2.

Rater B 1. 2.

Reviewer

3.

3.

3.

(b) In which area does the appraisee need to make improvements?

Rater A 1. 1.

Rater B 1.

Reviewer

2.

2.

2.

3.

3.

3.

(c) What type of training do you recommend for the appraisee?

Rater A 1. 1.

Rater B 1.

Reviewer

2. 3.

2. 3.

2. 3.

(d) Recommendations if any: Recommend lateral move into different functions Recommend move up to (In what type of job? In what period?) (e)To be filled in by the Reviewer (Tick one block only) Overall Performance-Potential Summary:
Very High Potential High Potential

POTENTIAL

Competent Improvement Needed Yet to Demonstrate Inadequate Potential

Major Unsatisfactory Improvement Performance Needed Improvement Needed Competent Advanced Exceptional

PERFORMANCE
Rater A Name Personal No. Designation Any additional comments Signature Rater B Reviewer

Appraisees comments:

Appraisees signature
Please return this completed form to General Manager - HR & IR

NOTE ON PERFORMANCE/POTENTIAL DIMENSIONS

1. Drive For Results: (1) Demonstrating extraordinary levels of energy and effort (2) Getting things done without delay (3) Establishing high performance goals and standards 2. Timely Decision Making: (1) Giving people a clear cut decision when they need one (2) Solving immediate problems without sacrificing long term Results (3) Focusing time and energy on priority issues 3. Customer Focus: (1) Making decisions based on what is best for the customer (2) Spending time with customers or those who have direct contact with customers (3) Actively looking for ways to increase value and satisfaction for the customers 4. Innovation Management: (1) Rewarding people for trying new things rather than penalizing them for mistakes. (2) Having a clear idea of what works in the Market Place (3) Encouraging people to challenge the status quo and seek alternate solutions 5. Managing Vision and Purpose: (1) Communicating an exciting vision of the future for the Business (2) Establishing clear, specific performance goals and standards (3) Helping people understand how their Jobs contribute to the overall success of the Business. 6. Strategic Capability: (1) Developing strategies and plans that are responsive to the long-term needs of the Business. (2) Understanding the strategic implications of decisions (3) Being aware of Competitors strengths and weaknesses. 7. Dealing with Ambiguity: (1) Managing change in a thoughtful and well planned rather than a reactive manner. (2) Dealing effectively with multiple demands and priorities. 8. Business Acumen: (1) Understanding the critical leverage points of the business (2) Demonstrating awareness of changing industry and market conditions. 9. Functional Excellence: (1) Keeping up to date with leading edge developments in ones field or function. (2) Demonstrating a high level of skill in the field/functional area. 10. Taking Ownership: (1) Accepting responsibility for the consequences of ones decisions and actions (2) Following through on commitments that one makes (3) Confronting conflict situations in an honest and direct manner (4) Consistently demonstrating high levels of integrity in ones daily contacts & always observing the Tata Ryerson Code of Conduct 11. People Development: (1) Being genuinely concerned about peoples developments. (2) Challenging people to stretch themselves.(3) Giving people candid, even-handed feedback on how they are performing on their Jobs (4) Being supportive and helpful in ones daily contacts with others. (5) Working with others to continuously improve their personal performance. (6) Providing ongoing feedback on Career Development 12. Interpersonal Effectiveness: (1) Establishing a climate of openness and trust. (2) Empowering people at lower levels to take decisions. (3) Going to bat for direct reports when one feels they are right. (4) Being open and candid with people rather than being vague or indirect. 13. Withstanding Pressure: (1) Handling pressure smoothly and effectively. (2) Being willing to speak out on issues even when ones views are unpopular (3) Responding in a non-defensive manner when others disagree with oneself. 14. Building Effective Teams: (1) Establishing team or group goals as well as individual. (2) Demonstrating a balance between the individual and the team: performing as a good team player. (3) Encouraging people to collaborate with others in the Group. (4) Conducting team meetings in a way that builds trust and mutual respect. (5) Encouraging an open exchange of ideas

Desired proficiency requirement across Management Levels are described in next page

Desired proficiency requirement across Management Levels

Junior
(Executive/Dy.Manage r /Manager)

Middle
(Sr. Manager/ Div. Manager) Creates high performance work systems built on best practice to deliver business goals Intervenes to optimize systems Explores and satisfies market demands Leads and improves business operations

Senior
(Head/Chief) Leverages organizational capability to deliver results Crystallizes strategic choice Senses new business opportunities Capitalizes on business growth opportunities Steers the vision Creates breakthrough strategies Pioneers through uncertainty Creates new value Learns and uses knowledge for business innovation

Senior Leadership
(GM & above) Develops the global business capability to satisfy stakeholder demands Commits to strategic pathways Stimulates New Market demands Champions and steers business innovation

Results
Drive For Results Plans, controls and reviews the work & team activities to deliver goals Defines and resolves problems Collaborates with customers to add value Evaluates and improves service to customers Aligns goals Plans contingencies Judges probabilities Plans to add value Learns & uses knowledge for improving practice

Timely Decision Making Customer Focus

Innovation Management

Business
Managing Vision and Purpose Strategic Capabilities Dealing with Ambiguity Business Acumen Functional Excellence Sets priorities for success Imagines best practice Explores options Optimizes value Learns and uses knowledge for operational excellence Accountable for integrity systems Stimulates and supports a learning culture Creates an empowering climate Handles demands of complex systems Creates inter-team synergy Creates vision and purpose Scopes strategic intent Leaps into the future Senses opportunities for new value Learns and uses knowledge for creating strategy

People
Takes Ownership People Development Accountable for professional judgment Grows and develops others Accountable for coherence of strategic choice Reviews organizational capability and fosters talent Projects an inspiring presence Handles demands of innovation and change Commissions patterns of teamwork Accountable for wisdom of policies Builds future capability

Interpersonal Effectiveness Withstands Pressure Building Effective Teams

Engages and influences others Handles demands of operational conflict Motivates and represents the team

Fosters a network of collaborators Handles demands of complex and adverse world Unifies the enterprise