apa guide

Annual Performance Appraisal System

Contents Chapter 1 NSGB Policy Chapter 2 APA for Executive Grades 1 Step by step procedure 2 Factor Definition Booklet 3 APA Form Chapter 3 APA for Clerical Grades 1 Step by step procedure 2 Factor Definition Booklet 3 APA Form Chapter 4 APA for Non-Clerical Grades

Chapter 1

NSGB Policy

1. NSGB Policy Each NSGB employee will be subject to Annual Performance Appraisal (APA). Such reviews examine job performance, productivity and general conduct in order to produce an objective and accurate assessment of the employee's performance. Each employee is rated on factors from 5 to 1 (5: Exceptional to 1: Unacceptable) by his Department Head / Branch Manager. Based on the overall rating the annual increment and bonus are determined. The Appraisal Interviews, which will be conducted in the last quarter of each year, will provide an opportunity for the Branch Management to review their employee's performance, establish areas for improvement and set targets for the following year. APA Interview Purpose The Annual Performance Appraisal Interview is an assessment of the employees performance and is conducted over the preceding twelve months. The APA Form is used as a basis for determining each employee's annual salary increase and bonus, and is also referred to for an indication of the employee's potential. The Objectives of Annual Performance Appraisal are: 1. To provide tools to determine fair bonus and increments in terms of salary increases

within the NSGB Grade/Salary structure. 2. To discover those employees who are suitable for promotion and development. 3. To encourage all supervisors to take interest in the people they control, to point out

shortcomings which can be corrected and to acknowledge good performance. 4. To establish a standard of increment/bonus throughout the NSGB Network. Other Benefits of the APA interview process: 1. Provide feedback to employees and obtain their views. 2. Provide greater recognition to good performers, help poor performers to improve. 3. Improve the relationship between supervisors and subordinates by providing a channel of communication. 4. Identification of training needs. 5. Reinforce the importance of teamwork. 6. Each employee (together with his supervisor) sets goals/targets for the coming year.

Policy Outline 1. Annual Performance Appraisal Form

There are 3 Annual Performance Appraisal Forms. a) Non-Clerical Grades A simple 5 factor form for Non-clerical junior staff i.e. Office Boys and Guards Refer to Chapter 4 for further details. b) Clerical Grades: 15 factor APA for staff Clerical Grades Refer to Chapter 3 for further details. c) Executive Grades: 20 factor APA for staff in Ecevutive Grades, as follows:

a) Measurement and realization of objectives/targets during the past year. b) Goals and objectives for the coming year

Refer to Chapter 2 for further details. 2. APA SCORE Policy

Each factor should be assigned from 5 to 1 as follows; and on the basis of these ratings, an overall rating is derived. The employee's annual increment and bonus is based on the Overall Rating on the APA.

Scale Description Explanation

5 Exceptional When a staff member has consistenly exceeded expectations throughout the year and is has demonstrated abilities beyond requirements.

4 Above Target When a staff member has frequently exceeded expectations throughout the year and has fully demonstrated abilities to requirements.

3 On Target When a staff member fully met expectations throughout the year and has achieved an acceptable level of requirements.

2 Need Improvement When a staff member needs to improve their ability to perform expected requirements or more effort is needed to meet requirements as they have displayed limited contributions.

1 Unacceptable When a staff members has been below accepted limits and as such has not met the minimum requirements.

Overall Rating : '5' - Exceptional An overall rating of '5' is for exceptional employees, who would usually be approximately 3% of total staff strength. Overall Rating : '4' - Above Target Employees falling in this category would be approximately 15 % of total staff strength. Overall Rating : '3' - On Target Employees falling in this category would usually account for approximately 80% of the total staff strength. Overall Rating : '2' - Need Improvement There is no increment and Bonus is minimal or nil for this category. Overall Rating : '1' - Unacceptable The staff is issued a written warning and given three months to improve his performance. A second APA is conducted in April (or 3 months following the APA) and if the Branch Management find no improvement in performance levels, the staff is dismissed.

Chapter 2

Annual Performance Appraisal for staff in Executive Grades

1. Step by Step Procedure 2. Factor Definition Booklet 3. APA Form

1. Step by Step Procedure

Step by Step Procedure (Refer to attached APA Form for Executive Grades)

1. Schedule October : A) You will receive a blank Annual Performance Appraisal (APA) form for each of your

staff. These forms will be labeled containing a brief summary of the staff's current status, Employment date, age etc.

B) Interviews with individual staff November: Return APA forms with Branch Managers recommendation and approval to H.O. Administration. 2. Arranging the Interview Allow half an hour for each interview. The Branch Administration or the Branch Manager's

Secretary will make the appointment and accordingly inform the staff through the "APA Interview Notification" with a copy to concerned Department Head.

3. The interview PROCESS Duration: Average duration would be half an hour, but interview should be kept brief for

majority of staff with "On Target" Performance. Spend more time on good/poor performers, with emphasis on their future development or improvement needs. Ensure that you are NOT interrupted during the interview.

3.1 The Appraiser

The appraisal for staff could be conducted by the Branch Manager, in the presence of the Department Head, when necessary.

3.2 Preparation

Make sure you have a clear picture of the duties and responsibilities assigned to the staff. Also keep the Staff's Personal File handy, for reference during the interview.

3.3 Beginning Give the Appraisee a warm welcome, making him/her feel at ease. Explain that the purpose of the Annual Performance appraisal is to review the performance

and assigning a rating on each factor, identifying strengths and weaknesses. 3.4 The Interview Rating Process:

When you rate the Appraisee, try to keep in mind a mental picture of what you consider to be "fully acceptable" for that job. Your marks should be a measure of the degree by which the person is higher, average or lower than the average for the job.

- Rate each person on the basis of his present job. - Give recognition for good performance, where it is due - Tactfully point out areas for improvement.

3.5 Some Do's and Don'ts

Do Don't Listen! Listen attentively and politely. Do all the talking yourself. Be calm and patient. Argue. Discuss the Appraisee's work in relation to job duties.

Compare with someone else.

Keep the discussion "on track" and firmly guide it.

Lose control of discussion.

Discuss best methods of avoiding future mistakes.

Dwell on weaknesses.

Permit the Appraisal to "Save face"; emphasize strong points.

Emphasize past failures.

Show that you are prepared to make recommendations, without firm commitment.

Promise anything over your authority e.g. annual increment.

Be fair and honest in the assessment. Overmark or praise without justification.

Show what should be done to improve and establish job targets.

Let an Appraisee leave with doubts as to what should be done to improve.

3.6 Closing

• Give the Appraisee a chance to express his/her own views on any matters relating to his/her work or future development. • Inform the Appraisee of any improvement expected of him/her and assure him/her of your confidence in his/her ability and willingness to do better. • Summarize and agree on some plans for improvement

• Do not promise what you cannot deliver

• Finally thank him/her for his/her time.

4. The APA FORM: The APA form is divided into six sections, as follows:

4.1 Section I : LABEL This contains a brief summary of the staff's current status, grade, date of joining, age, etc… 4.2 Section II : FACTORS

The APA form is based on factors that you have to evaluate and give a rating from 5 to 1 to the employee. A detailed explanation of each factor follows. Use the "Comments" section following each statement to explain why the assigned rating is given and be as specific as possible. Comments must be included for all sections where the assigned rating is other than 'On Target' (3). Salary increases will not be processed unless all portions of the form are completed.

4.3 RATING SCALE Scale Description Explanation






The "3" rating reflects the need for a mid-point category to describe the performance of most

executives, who are performing as expected in their job. For ratings other than "3" specific reasons have to be given. Each factor on the form should be considered in isolation. For example an employee may be

graded as 4 (Above Target) for Quality of work but his pace of work could be slow and he could be 2 (Need Improvement) for the Quantity of work.

It should be emphasised that a 2 or 1 (Need Improvement or Unacceptable) ratings are not necessarily a criticism but is solely a reflection on a person's performance or particular quality or characteristic during the past year which can be used to boost and guide the appraisee's to improve themselves. Each factor ratings should be discussed with the staff prior to completion of the form (Refer to the attached FACTOR DEFINITION BOOKLET)

4.4 Section III : GOAL SETTING This section measures the realisation of the past years Objectives and Targets. Give a rating

from 5 to 1.

Measurement and realisation of Objectives, targets and projects during the past year.

4.5 Section IV: 1) OBJECTIVES FOR NEXT YEAR

The purpose of formulating work objectives is to clearly communicate expected performance and to build a system for judging the quality of each persons performance on a regular basis. So long as the objectives are clear, measurable and linked to a time frame, they will be very useful tools for all parties involved.

The Appraisees have to complete this section on their own, however, as their Appraiser you will have to guide them. In order for this section of the APA to be most beneficial, your staff will have to take some time to consider the quality and quantity of work they would like to produce in the coming year – whether that be new procedures, problems to be solved, skills that they would like to learn or improve upon. Following are some guidelines:

Aim High: Try to upgrade the task chosen by the staff. Inform him/her that next year he/she will be rated not only to measure his/her task realization but also the challenge and difficulty of the task. AREAS for Improvements: Look at the factors where the staff has scored 2 or 1 rating, these are areas where he/she needs to improve and can be made into goals for the next APA. Potential: You would be aware of your staff's potential. Suggest he/she should further develop these skills.

Once they have done this, they will need to list them clearly and concisely in order to be able to insure that their objectives for next year cover the following important points:

S PECIFIC M EASURABLE A CHIEVABLE R ELEVANT T IME-SCALE

On the template provided: A. OBJECTIVE: Write in the job duty B. HOW: For each objective, describe how the duty will be handled to accomplish this goal. What steps need to be taken into consideration?

C. RESULT: Determine what the results will look like when they are completed.

2) OVERALL RATING This is an average of Section II - Factors and Section III - Goals and Targets Remember that the overall rating is an assessment of actual performance and input to the bank and does not take account of an individual's potential or lack of it.

4.6 Section V: APPRAISER'S COMMENTS The appraiser, the Head of Department or Branch Manager will complete items 1 to 3 and sign the form. These comments should be discussed/informed to the staff/Appraisee -

1. Additional Comments A) Strengths / Positive characteristics B) Areas for improvements 2. Do you consider that the person is fully and properly employed in the work they are doing? 3. Do you wish to retain this employee among your staff?

4.7 Section VI: APPRAISEE'S COMMENTS The appraisee may accept or not accept his overall rating and sign the APA form. If the Appraisee does not accept the rating If he/she disagrees, the reasons should be written in the space provided. The Branch Manager

would then interview the Appraisee in the presence of the appraiser (the Department Head) and a representative of Management Head Office.

4.8 Section VII: BRANCH MANAGER'S COMMENTS

On conclusion of the APA Interview, if the appraiser is other than the Branch Manager, the APA form is sent to the Branch Manager for his additional comments.

5. EXCEPTIONS TO THE APA PROCESS:

CHANGE IN STATUS - Transfer If an employee has undergone a change in status after the 1st of July, his appraisal will be conducted by his previous Head of Department / Branch Manager, as his current Department Head would not be fully able to judge/appraise his/her performance in less than three months.

NEW JOINERS

No APA interviews are needed for Executives on probation.

2. FACTOR DEFINITION Booklet for Executive Grades

FACTORS JOB KNOWLEDGE

1. Job skills / knowledge of work

Consider the depth of knowledge and skills the Officer/Executive has in all aspects of his/her work. Degree of comprehension of all technical aspects of the professional field.

5/ Exceptional Is extremely well-informed and knowledgeable in current role. Able to give clear advice and direction on his job to others. Has a very thorough comprehension of all technical aspects of his profession. Can provide guidance on almost every aspect.

4/ Above Target Has a broad knowledge and experience. Is fully conversant but not really at the "expert" level. Has a sound working knowledge of all aspects of his profession.

3/ On Target Is fully familiar with all aspects of his/her work, procedures, forms, system, policies, etc. Has enough up-to-date and relevant technical competence to do a satisfactory job. Does not require much supervision.

2/ Need Improvement Needs help, has limited knowledge and could only perform adequately in certain selected areas. Requires fairly careful supervision.

1/ Unacceptable Has basic knowledge and weak grasping power. Displays serious gaps, weakness and limitation in practical knowledge resulting in delays and/or errors.

OPERATIONAL COMPETENCE

2. Quality and Accuracy of work Consider standard of work and attention to job. Also accuracy, judgment shown, reliability and dependability.

5/ Exceptional Consistently produces extremely high standard of work. Note: It is not necessarily

positive to score 5 in this factor, as the Executive is putting more than the required effort.

4/ Above Target Can be depended upon to produce high quality work and on time. 3/ On Target Assigned work is satisfactorily and executed efficiently, with accuracy. 2/ Need Improvement

Frequent errors, careless output. Needs supervision to meet acceptable standards. Rather unreliable.

1/ Unacceptable Gives an impression of being careless. Requires close supervision in order to produce the required standard of output.

3. Sense of responsibility and judgment

Ability to sum up people and situations correctly and maintain a sense of perspective and objectivity.

5/ Exceptional Makes consistently sound and objective judgments, has exceptional perception. Assumes responsibility naturally.

4/ Above Target Can be relied upon to give calm, realistic and objective judgments. Willing to take additional responsibility. 3/ On Target Displays caution in making judgments. Accepts responsibility. 2/ Need Improvement

Tends to be inconsistent and erratic. Lacks perceptiveness of other's view and reactions. does not accept responsibility for results.

1/ Unacceptable Cannot be depended upon to make sensible judgments. More often wrong than right. Reluctant to accept responsibilities.

4. Problem solving capability

Consider the ability to define problems clearly and analytically, presents logical, practical and acceptable solutions.

5/ Exceptional Able to get to the root of a problem quickly and handle a wide range of problems

effectively. 4/ Above Target Handles unusual problems well and can be relied upon to produce realistic solutions. 3/ On Target Usually copes with the normal range of problems and is able to offer realistic solutions. 2/ Need Improvement

Needs considerable help in defining problems and producing reasonable solutions.

1/ Unacceptable Seldom sees below the surface of a problem and presents illogical or impractical solutions.

5. Ability to take decisions Willingness and ability to make decisions and ensure appropriate action. Also shows a sense of urgency. Decide the solutions/action plan and ensure implementation.

5/ Exceptional Can always be relied upon to make prompt and accurate decisions and follow them up with appropriate action. 4/ Above Target Willing and able to make decisions and invariably takes the appropriate follow up action. 3/ On Target Prepared to take decision within guidelines laid down by superiors. In normal circumstances will act on decisions taken. 2/ Need Improvement Finds it hard to make decision without referring to other supervisors. Does not always support the decisions with action. 1/ Unacceptable Indecisive and unwilling to commit themselves. Seldom follows up decisions with appropriate action.

6. Initiative / Enterprise

Effort outside of laid down requirements. Looks beyond present system and tries to make improvements/suggestions etc. Which have positive results. This is a measure of their creativity and ingenuity.

5/ Exceptional Is very creative, constantly seeking solutions to problems and avenues to improve

current methods and procedures, which result in significant improvements/benefits to NSGB services and procedures.

4/ Above Target Often identifies novel ways for solving problems. Contributes suggestions for productivity improvements, which are accepted and implemented.

3/ On Target Often shows initiative with suggestions to improve procedures and services, and take additional assignments.

2/ Need Improvement No suggestions/contributions. 1/ Unacceptable Has a negative attitude. No desire to improve existing procedures.

7. PC Literacy

Ability and willingness to make optimum usage of automation. Familiarization with different PC Software packages.

5/ Exceptional Has above target PC skills. Some knowledge of programming and analysis on the PC.

Can be referred to assist others with various packages. Makes optimum usage of the PC.

4/ Above Target Familiar with many PC Software packages. Uses the PC extensively as a tool to assist in work. Keen to learn new packages.

3/ On Target Completely at ease with PC's. Has a good knowledge of standard software. 2/ Need Improvement Finds it difficult to use the PC. Not keen to learn new PC skills. 1/ Unacceptable Cannot use a PC. Demonstrates reluctance to learn.

8. Awareness / follow up of procedures

Extent to which the individual follows instructions, practices and regulations. Is aware of the potential areas of risk (security) in the Bank.

5/ Exceptional Has full knowledge of operating manuals and security requirements. Audit comments

are minimal, non existent or if reported are appropriately processed. 4/ Above Target Can be relied upon to always ensure procedures and regulations are followed.

Implements new procedures when required. Follows up on Audit recommendations and ensures they are not repeated.

3/ On Target Works conscientiously within laid down procedures and regulations. Has a thorough knowledge of the operating manuals and procedures.

2/ Need Improvement Does not follow manuals/procedures/regulations. Does not demonstrate an awareness of the importance of implementing audit recommendations. 1/ Unacceptable Cannot be depended upon to follow instructions or follow the laid down guidelines and

procedures.

9. Planning / Time Management

Sense of urgency. Ability to meet targets and plan work schedules. 5/ Exceptional Exceptionally fast and effective worker. Adapts to additional demands with ease.

Always plans and organizes ahead. 4/ Above Target An effective planner who always achieves targets that are set. 3/ On Target Produces high standard to work on schedule. Able to adapt to changing work

requirements. Has the ability to prioritize and plan ahead. 2/ Need Improvement Finds it difficult to plan and prioritize and often misses deadlines. 1/ Unacceptable Has difficulty in meeting work requirements. Lacks a sense of urgency, adopts a

casual approach. Disorganized.

LEADERSHIP AND MOTIVATION OF STAFF

10. Leadership Skills

Consider the individual's effectiveness in training people and directing their work. Consider their ability to motivate and drive his staff, effectively delegate, give instructions, management decisions, and effectively supervise/guide staff.

5/ Exceptional Extremely effective in all areas of staff management. Commands respect from subordinates. Can inspire others to exceed their normal expectations. Is fair and objective in representing the views of management and staff to one another.

4/ Above Target Highly effective supervisor, inspires optimum effort from his/her staff. Is good at teaching new skills and procedures to staff, checking, control and administration.

3/ On Target Is effective in supervising/directing his subordinates. Inspires teamwork. Communicates their staff's viewpoint to management and vice versa.

2/ Need Improvement Unable to supervise or give clear instructions to subordinates. 1/ Unacceptable Is unable to effectively supervise/train/manage/administer/motivate their staff.

11. Personal Ambition / Motivation An overriding ambition and willingness to get the job done and to overcome difficulties.

5/ Exceptional Highly motivated/ambitious. Makes an effort to improve the current circumstances, is very keen to move up. Always puts in maximum effort to get the job ahead of schedule, whatever the personal inconvenience arises.

4/ Above Target Is constantly seeking avenues to better his/her performance in order to grow further in the organization. He/she is also motivated and enthusiastic. Leads by example and is prepared to apply extra effort when required.

3/ On Target Motivated individual who gets the job done on time with little difficulty. Has an enthusiastic approach to his/her work and willing to constantly improve his/her performance.

2/ Need Improvement Complacent in his current job situation with no desire to progress. 1/ Unacceptable Has a negative attitude towards work. Not prepared to put in any extra effort - low

standard of personal motivation. 12. Ability of Generate Team Spirit / Motivate staff

Effectiveness in inspiring team effort amongst subordinates. Ability to organize work to motivate subordinates to be more productive.

5/ Exceptional Always able to inspire staff and produce outstanding results. Generates high morale,

cooperation and participation in others. 4/ Above Target Capable of generating and sustaining team effort. Motivates staff to contribute high

levels of performance. 3/ On Target Effective teambuilder. Able to organize staff to achieve better results and generate

confidence amongst them. 2/ Need Improvement Ineffective in organization. Low morale and team work spirit amongst subordinates. 1/ Unacceptable Subordinates display lack of motivation and team spirit. Finds it difficult to organize

work amongst subordinates.

13. Checking and Controlling Subordinates

Effectiveness in monitoring work and controlling staff output. Ability to produce results efficiently and on time.

5/ Exceptional Ensures output is consistently of a high standard and usually ahead of required

schedules. 4/ Above Target Maintains a close control on workflow. Ensures completion on schedules. 3/ On Target Output is controlled effectively. Does regular checking. 2/ Need Improvement Needs to exert firmer control to ensure output is maintained at required levels. 1/ Unacceptable No control over subordinates. Lack discipline and delays in work completion

schedules/output is below standard.

14. Ability to Delegate Effectively & conduct Permanent Supervision Is aware of the importance of effective delegation for managing people. Has the ability to use these skills effectively.

5/ Exceptional Effectively delegates activities/tasks to their staff. Provides full support and constantly

trains staff in new skills in order to delegate more activities to his subordinates. Supervises closely to maintain control.

4/ Above Target Is aware of the importance of delegation. Distributes workload/delegates effectively. 3/ On Target Recognizes the need to distribute workload /delegation of tasks to subordinates and

makes an effort to do so. 2/ Need Improvement Fails to delegate or realize the benefit of effective delegation to subordinates. 1/ Unacceptable Tries to do most tasks himself. Does not trust staff or train them in new tasks. As a

result he is overworked and staff are underworked. CUSTOMER RELATIONS

15. Customer Relations Skills Dealing with customers, professional contacts, other banks, government and business community.

5/ Exceptional Exceptional rapport at all levels. Is always sincere, sensitive and tactful in his external

relationship. Earns regular letters of commendation for standard of service given. 4/ Above Target Is tactful and considerate but firm. Has good external relationships and has attracted

favorable responses from customers. Makes an additional effort to establish/improve relations with customers.

3/ On Target Satisfactory relations with customers. Handles contacts with ease. 2/ Need Improvement Needs to improve people handling skills. Generally gets on well with contacts but can be

insensitive to their needs. Occasionally has difficulty in handling situations of his own making.

1/ Unacceptable Lacking tact or patience. Shows lack of concern for others. Cannot cope effectively and had difficult relationship with customers and other contacts resulting in complaints.

16. Marketing / Selling Skills

Knowledge of NSGB products and services. Ability to ascertain customers needs and cash in on sales opportunities to sell NSGB products and services.

5/ Exceptional Has an outstanding knowledge of NSGB products and services and has an inherent ability to sell with ease and confidence.

4/ Above Target Has wide product knowledge. Sensitive to customer needs and able to identify opportunities. Sells very effectively.

3/ On Target Has a good knowledge of the products. Earnest and skillful in promoting and/or selling NSGB products/services.

2/ Need Improvement Has basic knowledge, but is hesitant to approach customers to ascertain their

requirements or sell products/services. 1/ Unacceptable Lacks basic product knowledge. Cannot promote NSGB convincingly.

17. Projects a professional Image Professionalism displayed, maintenance of high personal standards for general grooming, keeping in mind the image of the organization.

5/ Exceptional Never fails to earn respect and confidence from customers and colleagues. Always

acts in a highly efficient and reliable manner which is extremely beneficial to the image of the organization.

4/ Above Target Conveys a very professional image. The level of personal conduct is always high and is well respected by customers and colleagues.

3/ On Target Presents a creditable image of the organization. Generally handles customers and colleagues alike, in a confident manner.

2/ Need Improvement At times does not project a professional image or sufficient degree of confidence.

1/ Unacceptable This executive could convey a negative image (of inefficiency and unprofessionalism) to customers.

INTERPERSONAL SKILLS

18. Cooperation Dealings with staff within the bank at all levels.

5/ Exceptional Has excellent staff relationship and is extremely tactful and sensitive. Generate high degrees of cooperation and participation in others.

4/ Above Target Gets on very well with all staff. Is always prepared to put himself out for other and encourages participation.

3/ On Target Readily cooperates with and gets cooperation from his/her colleagues and subordinates. Is generally regarded as helpful and friendly. Participates in events when asked.

2/ Need Improvement Has difficulty in getting cooperation or does not readily cooperate with others. Sometimes

offends his colleagues or may be over anxious to please others. 1/ Unacceptable Has no cooperation with his colleagues. Tends to be remote and unapproachable. Is

not at ease with others and does not join in team activities.

19. Communications Skills - Verbal

Assess his/her standard of verbal communications with customers and colleagues. Consider how he/she listens, understands, expresses opinions and his/her standard of language.

5/ Exceptional An extremely on target communicator. He/she would have very accomplished people

skills. Speaks clear and concise presentations, has effective negotiation skills. 4/ Above Target Very effective communicator - with visible results in relationships with Customers and

colleagues. Strong persuasive verbal style. 3/ On Target Effective verbal communication. He/she is articulate, clear and precise in his/her

presentation and is a good listener. 2/ Need Improvement Not able to communicate effectively. May need language training. 1/ Unacceptable Has great difficulty in communicating with frequent incidences of miscommunication. 20. Communications Skills - Written

Assess his/her standard of written communications with customers and colleagues. Consider how he/she reads, understand and expresses opinions in writing and his/her standard of language.

5/ Exceptional An extremely on target communicator. Writes clear and concise reports / procedures. Has effective report writing skills. 4/ Above Target Very effective communicator - has the ability to convey opinions in writing, has a strong persuasive writing style. 3/ On Target Effective written communication. 2/ Need Improvement Not able to communicate effectively. Requires assistance to produce written work of an acceptable standard. 1/ Unacceptable Unable to produce written work of acceptable standards.

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NSGB Annual Performance Appraisal for Executive Grade

وى اإلداريتقييم األداء السنوي للمست

SECTION I الجزء األول

Name: «employee_name» االسم:

Grade: «grade» الدرجه الوظيفيه :

Branch: «branch» الفرع:

Department: «department» اإلدارة:

Employment date: «employment_date» تاريخ االلتحاق:

Employee No.: «employee_num» رقم ملف الموظف:

Age: «age_year»Y «age_month»M السن:

SECTION II: Factors العوامل: الجزء الثاني

1- Job Skills / knowledge of work مهارات و معرفة طبيعة العمل -١

Comments:

:تعليق

2- Operational Competence

آفاءات عملية -٢

Comments:

:تعليق

3- Sense of responsibility and judgment

روح المسئولية و الحكم على األمور -٣

Comments:

:تعليق

4- Problem solving capacity

القدرة على حل المشاآل -٤

Comments:

:تعليق

5- Ability to take decisions

القدرة على اتخاذ القرارات -٥

Comments:

:تعليق

6- Initiative / Enterprise األعمالالمبادرة و المشارآة في -٦

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Comments:

:تعليق

7- PC Literacy

القدرة على استخدام الحاسب اآللي -٧

Comments:

:تعليق

8- Awareness / Follow-up procedures

متابعة مسار العمل -٨

Comments:

:تعليق

9- Planning / Time Management

ت /تخطيط -٩ إدارة الوقت

Comments:

:تعليق

LEADERSHIP AND MOTIVATION OF STAFF قيادة و تحفيز الموظفين

10- Leadership Skills

مهارات قيادية -١٠

Comments:

:تعليق

11- Personal Ambition / Motivation

الحماس الشخصي و التحفيز -١١

Comments:

:تعليق

12-Ability to generate team spirit / motivate staff

القدرة على نشر روح الفريق و تحفيز الموظفين -١٢

Comments:

:تعليق

13- Checking and controlling subordinates

أشراف و متابعة المرؤوسين -١٣

Comments:

:تعليق

14- Ability to delegate effectively & conducting Permanent Supervision

القدرة على توزيع المسئوليات بكفاءة و األشراف -١٤على العمل

Comments:

:تعليق

CUSTOMER RELATIONS العالقة مع العمالء

15- Customer Relations Skills

قة مع العمالءمهارات العال -١٥

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Comments:

:تعليق

16- Marketing / Selling Skills

مهارات التسويق و البيع -١٦

Comments:

:تعليق

17- Projects a professional image

القدرة على تقديم صورة مشرفة للعمل -١٧

Comments:

:تعليق

INTERPERSONAL SKILLS عالقات اإلنسانيةمهارات التواصل و ال

18- Cooperation with colleagues

التعاون مع الزمالء -١٨

Comments:

:تعليق

19- Verbal Communication Skills

مهارات التواصل اللفظية -١٩

Comments:

:تعليق

20- Written Communications Skills

مهارات التواصل الكتابية -٢٠

Comments:

:تعليق

Rating for Section II (Average of items 1 to 20)

)٢٠ : ١من ( متوسط درجات عوامل الجزء الثاني

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SECTION III الجزء الثالث

Measurement / realization of Objectives / Targets from last year Consider the achievement of the goals / objectives mentioned in the previous years APA as provided by HR.

األهدافمقاييس تحقيق - فى العام الماضى

المذآور في تقييم األداء المرسل من العام الماضيتحقيق أهداف مع مراعاة إدارة الموارد البشرية

Rating for Section III متوسط درجات الجزء الثالث

OVERALL RATING (Average of Section II and Section III)

)متوسط درجات الجزء الثانى و الثالث(التقييم الكلى

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SECTION IV الجزء الرابع

Objectives for the coming year This section to be completed by the employee

الجزء األولة الموظفبمعرف الجزء يمألهذا

What improvements I will attempt to achieve or what goals / objectives I hope to achieve before my next APA Please use the following template to complete this section:

ما هي أوجه التحسن التي سأعمل على تحقيقها؟التقييم المقبل؟ما هي األهداف التي أبغي تحقيقها قبل

برجاء استخدام النموزج التالى الستكمال هذا الجزء

Remind your staff to think SMART when instructing them on the completion of this section

S PECIFIC M EASURABLEA CHIEVABLE R ELEVANT T IME-SCALE

Objective 1: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________ Objective 2: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________ Objective 3: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________

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SECTION V الجزء الخامس

This section is to be completed by the appraiser (i.e. the supervisor)

هذا الجزء يمأل بمعرفة المقيم

1. Additional Comments ملحوظات إضافية-١ A) Strengths / positive characteristics: خصائص إيجابية/ نقاط القوى . أ

B) Areas of improvement: أوجه التحسن . ب

1. Do you consider that the person is fully and properly employed in the work they are doing? If not, give reasons:

هل تعتقد أن الموظف مناسب تماما لطبيعة العمل الذي يقوم .١ به؟

فما هي األسباب؟-الإذا آانت اإلجابة

2. Do you wish to retain this employee among your staff? If No, why and what are your recommendations?

هل ترغب أن يبقى الموظف في عمله؟ .٣ هي توصياتك؟لماذا و ما – الإذا آانت اإلجابة

Appraiser’s Name : Job Title : Signature : Date :

:المقيم

:يفيةالدرجة الوظ

:التوقيع

:التاريخ

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SECTION VI الجزء السادس

Appraisee’s Comment Appraisal accepted Yes No

تعليق الموظفالتقييم مقبول

نعم

ال

If No, please give reasons: Staff's Signature : Date:

:إمضاء الموظف

:التاريخ

SECTION VII السابعالجزء

Branch Manager's Comments : تعليقات مدير الفرع:

Branch Manager's Signature : Date:

:إمضاء مدير الفرع

:التاريخ

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Training and Development Please find below a list of compentencies / skills that the employee might need in or to improve the general performance. You will find a discription for each. Please check (�) next to those needed.

ريالتدريب و التطو

التى يحتاجها الموظف لتحسين االداءالكفاءات / آما يلى قائمة بالمهارات أمام المهارة التى يلزم تنميتها للموظف من أجل ) �(برجاء وضع عالمة .تحسين األداء العام

Banking Operation Awareness of the different job duties he/she is performing.

العمليات المصرفية تدريب العامل على القيام بمهام وظيفته المختلفة بالكفاءة المطلوبة-

Business Planning Aware of the strategy of the bank and understands the operational plans that are necessary to support this strategy. Translates this into local plans for own area of work.

تخطيط العمل تدريب العامل على ادراك استراتيجية العمل وفهم الخطط العملية الالزمة

لدعم تلك االستراتيجية ، ثم تحويلها الى خطط محلية داخل اطار العمل الخاص به

Change Agent Acceptance and implementation of changes by; encouraging others to think outside the box, promoting innovative approaches and reducing resistance to change.

عامل التغير تدريب العامل على قبول التغير وتنفيذه من خالل تشجيع االخرين على

.التفكير خارج االطار التقليدي وتشجيع طرق االبتكار وخفض مقاومة التغير

Communication Skills Proper communication properly with clients,

collegues, and superiors either by developing: * Presentations skills * Report Writing * Dealing with others

مهارات اإلتصال لتطوير مهارات العامل فى اإلتصال مع العمالء والزمالء والرؤساء عن -

:ر المهارات اآلتيةطريق تطوي مهارات العرض* آتابة التقارير الفعالة* آيف تتعامل مع اآلخرين*

Contract Management Manages contracts relating to the business of the bank. Ensures they are drawn up to meet the needs of the bank and that they are fulfilled by contractors. Is able to deal with contractors who do not meet the terms of the contract.

ادارة العقود تدريب العامل على ادارة العقود المتعلقة بأعمال البنك وضمان صياغتها

والتدريب . بشكل يتماشى مع احتياجات البنك وتنفيذها من قبل المتعاقدين. ببنود العقدعلى التعامل مع غير الملتزمين

Cooperation Proactively develops cooperative relationships with colleagues, superiors, clients or suppliers, in order to achieve objectives.

التعاون االستعداد لتطوير العالقات التعاونية مع الزمالء والرؤساء والعمالء -

افوالممولين تحقيقًا لالهد

Delivering Results Organises own activity and team’s work to meet results expected by the organisation while respecting the timeframe and the objectives.

تحقيق النتائج تنظيم العمل الخاص والعمل الجماعي ليتماشى مع النتائج المتوقعة من قبل -

.حتفاظ باالطار الزمني و االهدافاإلدارة مع اال

Developing Others Providing guidance and feedback to help team members strengthen the knowledge and skills needed to accomplish a task or solve a problem.

تطوير اآلخرين ة معارفه ومهاراته امداد فريق العمل باالرشاد الالزم لمساعدته على تقوي

.الالزمة النجاز المهام وحل المشكالت

Financial Forcasting Is able to anticipate future financial risks and opportunities for own area of work and develop budget(s) on this basis.

التوقعات المالية المالية المستقبلية وانتهاز تدريب العامل على القدرة على توقع المخاطر

.الفرص في مجال العمل الخاص به مع تطوير الميزانية طبقًا لذلك

Financial Management Manages a budget for a team, project or department. He/she fully understands the detail of the budget, operates within that budget and makes appropriate adjustments to reflect ongoing changes.

االدارة الماليه تدريب العامل على تنظيم الميزانية الخاصة بفريق العمل في المشروع أو القطاع، والفهم التام لتفاصيل الميزانية، والعمل في اطار هذه الميزانية

.والقيام بالتعديالت المناسبة التي تعكس التغير المستمر

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Initiative Reacting quickly to situations, demonstrating flexibility, independently taking appropriate action and surpassing expectations by proposing new approaches.

المبادرة االستجابة السريعة للمواقف واظهار مرونة والمبادرة باتخاذ المواقف

.اتوقعات من خالل اقتراح توجهات جديدةالمناسبة وتجاوز

Interviewing Has experience of interviewing potential new staff (or existing staff who are aiming for a promotion).

اجراء مقابالت العمل أو (تدريب العامل على اآتساب خبرة الجراء مقابالت للعاملين الجدد

)ين بهدف ترقيتهمللعاملين الحاليLanguages Skills - Please write "E" for English or "F" for French in the box.

اللغات لللغة الفرنسية" F"لللغة اإلنجليزية أو " E"برجاء آتابة

Assertiveness Demonstrates a strong – and justified – awareness of own skills and competencies (i.e. own assets, own value, own professionalism) i.e. Holding up under pressure, acting independently, conflict resolution, etc…

الحزم األصول والقيم ( تدريب العامل على اظار مهاراته الخاصه وآفاءاته

لية و آالقدرة على ضبط النفس تحت الضغط ، التصرف باستقال) والحرفية فض المنازعات

Managing Time Able to organise meetings, setting the agenda and acting as chair to ensure; all material is covered within a set timeframe, decisions are recorded and actions delegated as necessary.

ادارة الوقت الجتماعات ووضع جدول االعمال والتصرف تدريب العامل على تنظيم ا

بشكل اداري يضمن تغطية آافة النقاط في االطار الزمني المحدد وتسجيل .آافة القرارات مفوضه بالشكل الالزم

Marketing Skills Analysis of current situation of bank activities in

regard to with competitors and identifing potential opportunities.

مهارات التسويق من خالل المنافسين للبنكتدريب العامل على تحليل المرآز التسويقى -

المحيطين وآذا إآتشاف فرص بيعية جديدة

Decision–Making Identifing and understanding issues, problems and opportunities; comparing data from different sources to draw conclusions; uses effective approaches for choosing a course of action or developing appropriate solutions.

صنع القرار تدريب العامل على تحديد وفهم الموضوعات والمشكالت والفرص المتاحة، ام ومقارنة المعلومات الواردة من مختلف المصادر للوصول للنتائج، واستخد

.الطرق الفعالة الختيار مسار العمل أو لتطوير الحلول المالئمة

PC Skills - please check in front of the proper software:

مهارات الحاسب أمام البرنامج المراد التدريب عليه" �"برجاء وضع عالمة

- MS Word معالجة النصوص- MS Excel الجداول االلكترونية- MS PowerPoint طرق عرض البايانات- Others (please specify): برجاء تحديدها ( برامج أخرى(

Team Leadership Developing skills such as – Delegation, cohesive team building, etc…

قيادة فريق العمل حم تدريب العامل على تطوير مهاراته آالتفويض وبناء فريق عمل متال

.الخ....

Time Management Has a good understanding of his/her calendar and commitments, establishing key tasks and priorities and allocating appropriate timescales for successful delivery.

ادارة الوقت صة به وتحديد تدريب العامل على تنظيم جدول اعماله وااللتزامات الخا

المهام األساسية واألولويات وتقسيم الجدول الزمني المناسب الذي يحقق .االداء الناجح

OthersPlease specify other trainings that might be needed as well as your comments.

أخرى . قد تحتاجون اليهابرجاء ذآر أى برامج أخرى أو مقترحات

*** Please note that the above recommendations are subject for further study by the Training Unit to ensure that the recommended training is suitable

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Chapter 3

Annual Performance Appraisal for staff in Clerical Grades

1. Step by step procedure 2. Factor Definition Booklet 3. APA Form

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1. Step by step procedure

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Step by step procedure

(Refer to attached APA Form)

1. Schedule October : A) You will receive a blank Annual Performance Appraisal (APA) form for each of your

staff. These forms will be labeled containing a brief summary of the staff's current status, Employment date, age etc.

B) Interviews with individual staff November: Return APA forms with Branch Managers recommendation and approval to H.O. Administration.

2. Arranging the Interview Allow half an hour for each Interview. The Branch Administrator or the Branch Manager's Secretary will make the appointment and accordingly inform the staff through the "APA Interview Notification" with a copy to concerned Department Head.

3. The interview PROCESS Duration: Average duration would be half an hour, but interview should be kept brief for majority of staff with "Satisfactory" Performance. Spend more time on good/poor performers, with emphasis on their future development or improvement needs. Ensure that you are NOT interrupted during the interview. 3.1 The Appraiser The appraisal for in Clerical grades could be conducted by their Department Head. The Branch Manager may decide to attend the interview. 3.2 Preparation

Make sure you have a clear picture of the duties and responsibilities assigned to the staff (a copy of the Job Description). Also keep a copy of the Appraisee's Personal File handy for reference.

3.3 Beginning Give the Appraisee a warm welcome, making him/her feel at ease. Explain that the purpose of the Annual Performance appraisal is to review the performance and assigning a rating on each factor, identifying strengths and weaknesses. 3.4 The Interview Rating Process: When you mark a person try to keep in mind a mental picture of what you consider to be "fully acceptable" for that job. Your marks should be a measure of the degree by which the person is higher, average or lower than the average for the job. - Rate each person on the basis of his present job. - Give recognition for good performance, where it is due - Tactfully point out areas for improvement.

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3.5 Some Do's and Don'ts

Do Don't Listen! Listen attentively and politely. Do all the talking yourself. Be calm and patient. Argue. Discuss the Appraisee's work in relation to job duties.

Compare with someone else.

Keep the discussion "on track" and firmly guide it.

Lose control of discussion.

Discuss best methods of avoiding future mistakes.

Dwell on weaknesses.

Permit the Appraisal to "Save face"; emphasize strong points.

Emphasize past failures.

Show that you are prepared to make recommendations, without firm commitment.

Promise anything over your authority e.g. annual increment.

Be fair and honest in the assessment. Overmark or praise without justification.

Show what should be done to improve and establish job targets.

Let an Appraisee leave with doubts as to what should be done to improve.

3.6 Closing - Give the Appraisee a chance to express his/her own views on any matters relating to his/her work or future development. - Inform the Appraisee of any improvement expected of him/her and assure him/her of your confidence in his/her ability and willingness to do better. - Summarize and agree on some plans for improvement - Do not promise what you cannot deliver - Finally thank them for their time.

4. The APA FORM: The APA form is divided into six sections, as follows: 4.1 Section I : LABEL This contains a brief summary of the staff's current status, grade, date of joining, age etc… 4.2 Section II : FACTORS The APA form is based on factors that you have to evaluate and give a rating from 5 to 1 to the employee. A detailed explanation of each factor follows. Use the "Comments" section following each statement to explain why the assigned rating is given and be as specific as possible. Comments must be included for all sections where the assigned rating is other than 'On Target' (3). Salary increases will not be processed unless all portions of the form are completed.

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OVERALL RATING This is an average of Section II - Factors (15 Factors) Remember that the overall rating is an assessment of actual performance and input to the bank and does not take account of an individual's potential or lack of this.

4.3 RATING SCALE Scale Description Explanation






The "3" rating reflects the need for a mid-point category to describe the performance of most staff, who are performing as expected in their job. For ratings other than "3" specific reasons have to be given. Each factor on the form should be considered in isolation. For example an employee may be graded as 4 (Above Target) for Quality of work but his pace of work could be slow and he could be 2 (Need Improvement) for the quantity of work.

It should be emphasised that a 2 or 1 (Need Improvement or Unacceptable) rating on a Factor is not necessarily a criticism but is solely a reflection on a person's performance or particular quality or characteristic during the past year which can be used to boost and guide the appraisee's to better themselves. Each factor ratings should be discussed with the staff, prior to completion of the form. Refer to the FACTOR DEFINITION BOOKLET.

4.4 Section III : OBJECTIVES FOR NEXT YEAR

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The purpose of formulating work objectives is to clearly communicate expected performance and to build a system for judging the quality of each persons performance on a regular basis. So long as the objectives are clear, measurable and linked to a time frame, they will be very useful tools for all parties involved.

The Appraisees have to complete this section on their own, however, as their Appraisee you will have to guide them. In order for this section of the APA to be most beneficial, your staff will have to take some time to consider the quality and quantity of work they would like to produce in the coming year – whether that be new procedures, problems to be solved, skills that they would like to learn or improve upon. Following are some guidelines:

Aim High: Try to upgrade the task chosen by the staff. Inform him/her that next year he/she will be rated not only to measure his/her task realization but also the challenge and difficulty of the task. AREAS for Improvements: Look at the factors where the staff has scored 2 or 1 rating, these are areas where he/she needs to improve and can be made into goals for the next APA. Potential: You would be aware of your staff's potential. Suggest he/she should further develop these skills.



On the template provided: A. OBJECTIVE: Write in the job duty B. HOW: For each objective, describe how the duty will be handled to accomplish this goal. What steps need to be taken into consideration?

C. RESULT: Determine what the results will look like when they are completed.

4.5 Section IV: APPRAISER'S COMMENTS

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The appraiser, the Head of Department or Branch Manager will complete items 1 to 3 and sign the form. These comments should be discussed/informed to the staff/Appraisee - 1. Additional Comments

A) Strengths / Positive characteristics B) Areas for improvements 2. Do you consider that the person is fully and properly employed in the work they are doing? 3. Do you wish to retain this employee among your staff?

4.6 Section V: APPRAISEE'S COMMENTS The employee may accept or not accept his overall rating and sign the APA form. If the Appraisee does not accept the rating

If he/she disagrees, the reasons should be written in the space provided. The Branch Manager would then interview the Appraisee in the presence of the appraiser (the employee's Department Head) and a representative of Management Head Office.

4.7 Section VI: BRANCH MANAGER'S COMMENTS

On conclusion of the APA Interview, if the appraisee is other then the Branch Manager, the APA form is sent to the Branch Manager for his additional comments.

5. EXCEPTIONS TO THE APA PROCESS:

CHANGE IN STATUS - Transfer If an employee has undergone a change in status after 1st of July, his appraisal will be conducted by his previous Head of Department / Branch Manager, as his current Department Head would not be fully able to judge/appraise is performance in less than three months.

NEW JOINERS No APA interviews are required for staff on probation.

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2. FACTOR DEFINITION Booklet for Clerical Grades

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FACTORS

1. Quantity of work

Measure the output level. Consider the efficiency (speed and pace) and the total output. 5/ Exceptional Exceptional output, staff completes double of the required assignments/tasks. (If you

rate your staff as 5 - please give specific examples or incidences) 4/ Above Target Is able to absorb frequent additional workload assignments without affecting completion

of allocated assignments. 3/ On Target Is able to complete their assignment on schedule. 2/ Need Improvement Has to struggle to complete the required workload in the available time and frequents

works late to finish their assignments/requires assistance to complete the days tasks. 1/ Unacceptable Performs half of an average staff's output. Often cannot complete the days workload. 2. Quality of work

Consider standard of work, skill, accuracy, judgment shown by the staff in executing his/her assignments. 5/ Exceptional Extremely high standard of work. His/her assignments have zero error rate and highly

efficient. Note: it is not necessarily positive to score 5 in this factor, as the staff is putting more than the required effort.

4/ Above Target The quality of work is much higher than the required standard. 3/ On Target Assigned work is satisfactory, executed efficiently, with skill and accuracy. 2/ Need Improvement Frequent errors, careless output. 1/ Unacceptable Too many errors and mistakes. Takes a large amount of supervisor's resources and

time to check and correct this staff.

3. Job skills / knowledge of work Consider the depth of knowledge and skills the staff has in all aspects of his/her work and the extent to which the individual makes use of his/her skills and knowledge.

5/ Exceptional This staff is thorough in all the procedures for his/her area of operations. He/she is also

very experienced and has been exposed to all kinds of situations and problems concerning this area.

4/ Above Target Knowledge and skills of all aspects of his area are above average and requirement. 3/ On Target Is fully familiar with all aspects of their work. The procedures, forms, system, policies

etc. 2/ Need Improvement Often requires assistance from colleagues or supervisor in terms of procedures,

operational issues. 1/ Unacceptable Has not been able to familiarize self with the skills and procedures. This leads to delay

and errors and hinders other staff and colleagues.

4. Dependability

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Extend to which the individual follows instructions, practices and regulations. 5/ Exceptional Once given instructions and guidelines, the staff will not require any supervision or

checking from supervisors 4/ Above Target Can be relied upon to always execute all instructions as per the regulations. 3/ On Target Works within laid down procedures and guidelines. 2/ Need Improvement Does not follow instructions correctly. Has to be frequently checked and guided by his

supervisors. Sometimes bypasses standard instructions. 1/ Unacceptable Cannot be depended upon to follow instructions or follow the laid down guideline.

5. Responsibility Consider the staff's willingness to accept and take responsibility or his ability to cope with the responsibility assigned to him/her by the management.

5/ Exceptional Takes their tasks/assignments. He/she has vast potential to absorb and handle increases accountabilities - assumes responsibility naturally. 4/ Above Target Assumes complete responsibility for his tasks and those affected by it. Has potential to handle more responsibility/accountability. 3/ On Target Is able to handle responsibility that is given or cope effectively with responsibility for staff/services/operations processed by him/her. 2/ Need Improvement Does not cope well with responsibility - will often shift the blame to others, would rather do routine - riskless functions, that do not require decision making or assuming responsibility for/of. 1/ Unacceptable Not able to handle tasks with responsibility or decision making.

6. Cooperation

Consider how effectively the individual cooperates with others and/or gets cooperation from colleagues.

5/ Exceptional Extremely cooperative. 4/ Above Target Above average. 3/ On Target Readily cooperates with and gets cooperation from his/her colleagues/supervisors

and/or subordinates. 2/ Need Improvement Has difficulty in getting cooperation or does not easily cooperate with others. 1/ Unacceptable Has no cooperation with his colleagues.

7. Public / Customer Relations How well does the staff deal with customers, people other than colleague. Consider his/her - tact, patience, cooperation and disposition. 5/ Exceptional Exceptional rapport, can effectively handle irate/unsatisfied customers. 4/ Above Target Puts an additional effort to establish/improve good relations with customers. 3/ On Target Satisfactory relations with customers. 2/ Need Improvement Needs to improve people handling skills. Customers complain or not satisfied with the

staff's manner. 1/ Unacceptable Lacking tact or patience, many customer complaints regarding the staff's handling.

8. Security

Consider compliance with security policies and procedures.

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5/ Exceptional Staff has identified areas and incidences of lapses in security and brought these to

management attention. 4/ Above Target Staff is very aware of the security requirements in Banking procedures. He/she follows

and promotes NSGB security policies and procedures. 3/ On Target No incidences of breach of NSGB Security regulations/requirement. 2/ Need Improvement One or two incidences of breach of security by the staff. 1/ Unacceptable More than two incidences or Security breach. Staff would be better deployed away

from high security risk operation areas. 9. Leadership Skills Consider the individual's effectiveness in training people and directing their work. Does he/she show any marked degree of leadership or possess the ability to influence others? Does he/she inspire confidence and respect from his/her peers and/or subordinates. (*This factor is applicable for staff in supervisory + capacity only). 5/ Exceptional Extremely effective in all areas of staff management. 4/ Above Target Highly effective supervising/directing his subordinates. 3/ On Target Is effective in supervising/directing his subordinates. 2/ Need Improvement One or two incidences of staff insubordination or not giving clear instructions or not

checking in-correct procedures followed or errors made by subordinates. 1/ Unacceptable More than two incidences of the type mentioned above. He/she is unable to effectively

supervise/train/manage/administer his/her staff.

10. Communication Skills Assess his/her standard of written and verbal communications with customers and colleagues. Consider how he/she listens, understands, expresses opinions and his/her standard of language. Consider how skillfully the individual conveys and receives verbal and written communication. 5/ Exceptional An ideal communicator. He/she would have very high results in relationships with

customers and colleagues. 4/ Above Target Very effective communicator - with visible results in relationships with customers and

colleagues. 3/ On Target Effective verbal and written communication. He/she is articulate, clear and precise in

his/her presentation (verbal or written) and is a good listener. 2/ Need Improvement One or two incidences of misunderstanding due to miscommunication, where the staff

could not get his/her point across or did not listen carefully. 1/ Unacceptable Has great difficulty in communicating with more than two incidences of

miscommunication resulting in delays/errors etc.

11. Initiative / Enterprise

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Effort outside of laid down requirements. Positive input made on staff's own initiative e.g. improvements/suggestions etc. which have positive results. This is a measure of their creativity and ingenuity.

5/ Exceptional Suggestions made by the staff result in significant improvements/benefit to NSGB

services or procedures. 4/ Above Target Contributes more than two suggestions for productivity improvements during the year,

which are accepted and implemented by management. 3/ On Target Often shows initiative with suggestions to improve procedures and services, and take

additional assignments. 2/ Need Improvement No suggestions/contributions 1/ Unacceptable Has a negative attitude.

12. Attendance / Punctuality Measure the punctuality and regularity to work of the individual – consider late comings, late return from leave, etc.

5/ Exceptional Consistently top rate attendance record and punctuality. 4/ Above Target Above average 3/ On Target Fully acceptable attendance record and punctuality. 2/ Need Improvement More than two incidences of serious irregularities in attendance record. 1/ Unacceptable Habitual late coming, frequent unauthorized absence, late return from leave.

13. Personal appearance / Turn-out Consider the extent of attention paid by the individual to his general grooming, behavior and turn-out on duty.

5/ Exceptional This staff can be a model for the rest of the branch staff for the effort he/she makes to

his/her general grooming, behavior and turn-out at work. 4/ Above Target Stands out for his/her appearance. Conveys a very professional and neat image of an

ideal NSGB employee. 3/ On Target Neat and presentable appearance. Staff makes an effort to present a professional and

pleasant appearance to customers and colleagues. 2/ Need Improvement Many incidences of untidy and unprofessional appearance at work. 1/ Unacceptable Self explanatory - this staff could convey a negative image (of inefficiency and

unprofessionalism) to customers.

14. Ambition / Motivation

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Consider enthusiasm and motivation shown while completing his/her task and in completion of additional tasks.

5/ Exceptional Ambitious - makes an effort to improve the current circumstances, is very keen to move up. Very motivated pleasant personality with a positive influence on other staff.

4/ Above Target Staff is constantly learning new skills and seeking avenues to better his/her performance in order to grow further in the organization. He/she is also motivated and enthusiastic.

3/ On Target Staff member has an enthusiastic approach to his/her work and is motivated to constantly improve his/her performance.

2/ Need Improvement Complacent in his current job situation with no desire to move/grow. 1/ Unacceptable Has a negative attitude towards work, this is affecting the staff around him.

15. Measurement / realization of Section III Consider the achievement of the goals/objective or improvements mentioned in the previous year's APA. Also consider the difficulty of the task the staff had set for themself.

5/ Exceptional The task/s was very challenging and difficult and the staff completed it/them and

achieved his/her target. 4/ Above Target The task/s the staff set for themself were quite challenging and he successfully

accomplished his/her objective/s. 3/ On Target The staff set a good level of objective for themself and they successfully achieved their

target. 2/ Need Improvement The goals targeted were partially achieved. 1/ Unacceptable No goals or improvement were set by the staff or the staff did not realize or complete

his task. SECTION III : Objectives for next year

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The purpose of formulating work objectives is to clearly communicate expected performance and to build a system for judging the quality of each persons performance on a regular basis. So long as the objectives are clear, measurable and linked to a time frame, they will be very useful tools for all parties involved. The Appraisees have to complete this section on their own, however, as their Appraiser you will have to guide them. In order for this section of the APA to be most beneficial, your staff will have to take some time to consider the quality and quantity of work they would like to produce in the coming year – whether that be new procedures, problems to be solved, skills that they would like to learn or improve upon. Following are some guidelines: Aim High: Try to upgrade the task chosen by the staff. Inform him that next year he/she will be rated not only to measure his/her task realization but also the challenge and difficulty of the task. AREAS for Improvements: Look at the factors where the staff has scored 2 or 1 rating, these are areas where he/she needs to improve and can be made into goals for the next APA. Potential: You would be aware of your staff's potential. Suggest he/she should further develop these skills.



On the template provided: A. OBJECTIVE: Write in the job duty B. HOW: For each objective, describe how the duty will be handled to accomplished this goal. What steps need to be taken into consideration? C. RESULT: Determine what the results will look like when they are completed.

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NSGB Annual Performance Appraisal for Clerical Grades تقييم األداء السنوي للموظفين بدرجات مصرفي

SECTION I

الجزء األولName: «employee_name» االسم:








1. Quantity of work ( Measure of output level)

آم العمل .١)قياس الكمية اإلنتاجية(

Comments: : تعليق

2. Quality of work (Consider standard of work)

جودة العمل .٢)ر الموضوعة لقياس العمليقياس جودة العمل مع األخذ في االعتبار المعاي(


3. Job skills (Extent to which the individual makes use of his skills and knowledge)

مهارات العمل .٣ )فرد لمهاراته و معارفهمدى استخدام ال(


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4. Dependability (Extent to which the individual follows instructions and procedures)

مدى القدرة على االعتماد عليه .٤ )مدى اتباعه لتعليمات و خطوات العمل(


5. Responsibility (Ability to cope with responsibility assigned)

المسئولية .٥)القدرة على التكيف مع المسئولية المستندة إلية(


6. Cooperation (Consider how effectively the individual cooperates with others and/or gets cooperation from colleagues)

التعاون .٦)القدرة على التعاون مع اآلخرين(


7. Public / Customer Relations (Consider effectiveness in dealing with customers)

العالقات مع الجمهور و العمالء .٧)الكفاءه عند التعامل مع العمالءمراعاة (

Comments: :ق تعلي

8. Security (Consider awareness of and adherence to security regulations and policies)

ناألم .٨ مدى معرفته و التزامه بالتعليمات األمنية و السرية(

)و اللوائح


9. Leadership Skills* (Consider the individuals effectiveness in training people & directing their work) * Certain jobs may call for appraisal in this area, i.e. this factor is for staff who are supervising 1 + staff

مهارات قيادية .٩ )آفاءة في تدريب األفراد و إدارة عملهم (

موظف فأآثر – ذلك ينطبق على الموظفين الذين يقومون بأعمال إشرافية


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10. Communication skills (Consider how skillfully the individual conveys and receives verbal and written information)

مهارات االتصال .١٠ )مدى مهارة الفرد في توصيل و استقبال المعلومات لفظيا و آتابيا(


11. Initiative (Measure the degree of initiative taken / shown)

المبادرة .١١) المبادرةاخذ / اظهار مدى القدرة على(


12. Attendance / Punctuality (Measure the punctuality and regularity to work of the individual - consider late comings, late return from leave, etc.)

مدى االلتزام بمواعيد العمل .١٢ التأخر في الحضور – التأخير في الحضور إلي العمل –مدى االلتزام بمواعيد العمل (

)بعد اإلجازات


13. Personal Appearance / Turn-out (Measure the extent of attention paid by the individual to his general grooming, behavior, and turn-out on duty)

المظهر العام .١٣)ر اإلدارة التي يعمل بها مدى اهتمام الفرد بمظهره عامة و بمظه(


14. Ambition / Motivation حوافز / طموحات .١٤


15. Measurement / realization of section III from last year Consider the achievement of the goals / objectives mentioned in the previous years APA as provided by HR.

دى تحقيق األهدافم .١٥ ) الفقرة األولى –انظر الجزء الثالث (

المرسل من المذآور فى تقييم االداءالعام الماضياهداف تحقيق مع مراعاة إدارة الموارد البشرية


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Overall Rating التقييم النهائى

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SECTION III

الثااثالجزء

Objectives for the coming year This section to be completed by the appraise i.e. the staff

أهداف العام المقبل بمعرفة الموظف جزء يمألالهذا

What improvements I will attempt to achieve or what goals / objectives I hope to achieve before my next APA Please use the following template to complete this section:

ما هي أوجه التحسن التي سأعمل على تحقيقها؟ ي تحقيقها قبل التقييم المقبل؟ما هي األهداف التي أبغ

برجاء استخدام النموذج التالى الستكمال هذا الجزء

Remind your staff to think SMART when instructing them on the completion of this section S PECIFIC M EASURABLEA CHIEVABLE R ELEVANT T IME-SCALE

Objective 1: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________ Objective 2: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________

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Objective 3: Objective: Starting ________________, I will ___________________________________________________________ _________________________________________________________________________________________________ How: ____________________________________________________________________________________________ _________________________________________________________________________________________________ Result & Due Date: ________________________________________________________________________________

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This section is to be completed by the appraiser (i.e. the supervisor)

هذا الجزء يمأل بمعرفة المقيم

1. Additional Comments ملحوظات إضافية-١ A) Strengths / positive characteristics: خصائص إيجابية/ نقاط القوى . ت

B) Areas of improvement: أوجه التحسن . ث 2. Do you consider that the person is fully and properly employed in the work they are doing? If not, give reasons:

هل تعتقد أن الموظف مناسب تماما لطبيعة العمل الذي يقوم به؟ .٢ فما هي األسباب؟-الإذا آانت اإلجابة

3. Do you wish to retain this employee among your staff? If No, why and what are your recommendations?

هل ترغب أن يبقى الموظف في عمله؟ .٣ هي توصياتك؟لماذا و ما – الإذا آانت اإلجابة


:المقيم

:الدرجة الوظيفية

:التوقيع

:التاريخ

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SECTION V الجزء الخامس


تعليق الموظف موافقة الموظف

عمن

ال



:التاريخ

SECTION VI الجزء السادس




:التاريخ

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Training and Development Please find below a list of compentencies / skills that the employee might need in or to improve the general performance. You will find a discription for each. Please check (�) next to those needed.

ريالتدريب و التطو الكقاءات التى يحتاجها المموظف لتحسين االداء/آما يلى قائمة بالمهارات

أمام المهارة التى يلزم تنميتها للموظف من أجل تحسين ) �(برجاء وضع عالمة .األداء العام

Banking Operation Awareness of the different job duties he/she is performing.

العمليات المصرفية القيام بمهام وظيفته المختلفة بالكفاءة المطلوبةتدريب العامل على -

Communication Skills Proper communication properly with clients, collegues,

and superiors either by developing:

* Presentations skills * Report Writing * Dealing with others

مهارات اإلتصال لتطوير مهارات العامل فى اإلتصال مع العمالء والزمالء والرؤساء عن طريق -

:تطوير المهارات اآلتية مهارات العرض* آتابة التقارير الفعالة* آيف تتعامل مع اآلخرين*

Cooperation Proactively develops cooperative relationships with colleagues, superiors, clients or suppliers, in order to achieve objectives.

التعاون االستعداد لتطوير العالقات التعاونية مع الزمالء والرؤساء والعمالء -

والممولين تحقيقًا لالهداف

Delivering Results Organises own activity and team’s work to meet results expected by the organisation while respecting the timeframe and the objectives.

تحقيق النتائج ليتماشى مع النتائج المتوقعة من تنظيم العمل الخاص والعمل الجماعي -

.قبل اإلدارة مع االحتفاظ باالطار الزمني و االهداف

Initiative Reacting quickly to situations, demonstrating flexibility, independently taking appropriate action and surpassing expectations by proposing new approaches.

المبادرة ر مرونة والمبادرة باتخاذ المواقفاالستجابة السريعة للمواقف واظها

.دةجديتوجهات المناسبة وتجاوز اتوقعات من خالل اقتراح

Languages Skills - Please write "E" for English or "F" for French in the box

اللغات لللغة الفرنسية" F"لللغة اإلنجليزية أو " E"برجاء آتابة

Assertiveness Demonstrates a strong – and justified – awareness of own skills and competencies (i.e. own assets, own value, own professionalism) i.e. Holding up under pressure, acting independently, conflict resolution, etc…

الحزم األصول والقيم ( ه وآفاءاته الخاصهتدريب العامل على اظار مهارات

آالقدرة على ضبط النفس تحت الضغط ، التصرف باستقاللية) والحرفية .ازعاتو فض المن

Marketing Skills Analysis of current situation of bank activities in regard to with competitors and identifing potential opportunities.

التسويقمهارات من خالل المنافسين للبنكتدريب العامل على تحليل المرآز التسويقى -

فرص بيعية جديدةالمحيطين وآذا إآتشاف

Decision–Making Identifing and understanding issues, problems and opportunities; comparing data from different sources to draw conclusions; uses effective approaches for choosing a course of action or developing appropriate solutions.

القرارصنع تدريب العامل على تحديد وفهم الموضوعات والمشكالت والفرص

من مختلف المصادر للوصول الواردة ومقارنة المعلوماتالمتاحة، واستخدام الطرق الفعالة الختيار مسار العمل أو لتطوير الحلول ،للنتائج

.الئمةمال

PC Skills - please check in front of the proper software:

مهارات الحاسب أمام البرنامج المراد التدريب عليه" �"برجاء وضع عالمة

- MS Word معالجة النصوص- MS Excel الجداول االلكترونية- MS PowerPoint طرق عرض البايانات- Others (please specify): برجاء تحديدها ( برامج أخرى(

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Teamwork Working as part of a group in which there is a shared goal and to achieve this different members of the team take on different roles

العمل الجماعي تتدريب العامل على ممارسة العمل آعضو في مجموعة ذات اهداف

.مشترآة يقوم آل عضو فيها بدور مختلف تحقيقًا لتلك األهداف

Time Management Has a good understanding of his/her calendar and commitments, establishing key tasks and priorities and allocating appropriate timescales for successful delivery.

ادارة الوقت تدريب العامل على تنظيم جدول اعماله وااللتزامات الخاصة به وتحديد

اسية واألولويات وتقسيم الجدول الزمني المناسب الذي يحقق المهام األس.االداء الناجح

Othersplease specify other trainings that might be needed as well as your comments.

أخرى .برجاء ذآر أى برامج أخرى أو مقترحات قد تحتاجون اليها

*** Please note that the above recommendations are subject for further study by the Training Unit to ensure that the recommended training is suitable

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Chapter 4

Annual Performance Appraisal for Non-Clerical Staff

1. APA Form

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NSGB Annual Performance Appraisal – Non-Clerical Grades تقييم األداء الخاص بالخدمات المعاونة

SECTION I الجزء األول

Name: «employee_name» االسم:








1- Quality of work (Consider standard of work-telephone techniques, dealing with staff and customers, other general duties)

عملجودة ال -١ االسلوب التليفونى، التعامل مع الزمالء و العمالء و –مستوى العمل (

)المهام االخرى


2- Dependability (Extent to which the individual follows instructions and procedures)

القدرة على االعتماد عليه مدى-٢ )مدى اتباعه لتعليمات و خطوات العمل(


3- Security (Consider awareness of and adherence to Security regulations and policies)

ناألم -٣ مدى معرفته و التزامه بالتعليمات األمنية(

)و اللوائح


4- Attendance/Punctuality ( Measure punctuality and regularity of the individual-consider late comings, late return from leave (general discipline) )

االتزام بالمواعيد/الحضور -٤ – التأخير في الحضور إلي العمل –مدى االلتزام بمواعيد العمل (

)التأخر في الحضور بعد اإلجازات


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5- Personal Appearance/Turn out(Behavior, general grooming and turn-out for duty)

المظهر العام -٥)مدى اهتمام الفرد بمظهره عامة و بمظهر اإلدارة التي يعمل بها (


Overall rating

النهائى التقييم

SECTION III الجزء الثالث

A . Additional Comments (Any special achievement, areas for

improvement)

مالحظات إضافية ) أ)اية انجازات خاصه ، مناطق لتنميتها(


B . Training and Development (Consider potential for development, any training requirement)

التدريب و التطور) بو ما هي البرامج و الدورات التي يحتاجها.تدريبات يحتاجها الفردمراعاة أي


C. Do you consider that he is fully and properly employed in the work he is doing?

هل تعتقد أن الموظف مناسب تماما لطبيعة العمل الذي يقوم به؟) ج


D. Do you wish to retain this employee among your staff? If No, why and what are your recommendations?

هل ترغب أن يبقى الموظف في عمله؟) د فما هي توصياتك؟–إذا آانت اإلجابة بال




:المقيم

:الدرجة الوظيفية

:التوقيع

:التاريخ

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تعليق الموظف موافقة الموظف

نعم

ال



:التاريخ

SECTION V الخامسالجزء




:التاريخ

apa guide

Documents

employees performance

factor apa

staff clerical grades

good performance

employees annual increment

job performance

performance levels

employees annual salary