CHAPTER 12: PERFORMANCE MANAGEMENT SYSTEM –Managing for Excellence.

12.1. Policy12.1.1. Enhance and improve service delivery.

12.1.2. Promote professionalism, competency, meritocracy,productivity and morale.

12.1.3. Enhance fairness and transparency in career progression,reward and recognition, and promote differentiation ofperformers.

12.1.4. Strengthen accountability and alignment to organizationaland national objectives.

12.1.5. Enhance both organizational and individual development.

12.2. Strategy12.2.1. Institute a culture of Individual Work Planning aligned to

organization’s objectives.

12.2.2. Promote performance and merit -based culture.

12.2.3. Institute result based performance management systemboth at organisation and individual level.

12.2.4. Cascade down Agency objectives and targets to Divisions,Sections, Services and individuals for greater ownership andaccountability.

12.2.5. Institute periodic monitoring and review system forstrengthened performance management.

12.3. Managing for Excellence (MaX)12.3.1. Objective

MaX is a Performance Management System that aims to:12.3.1.1. Enhance productivity by aligning employee job

responsibility to the organizational objectives;

12.3.1.2. Ensure organizational effectiveness by cascadinginstitutional accountability to the various levelsof the organization’s hierarchy; and

12.3.1.3. Enhance agency’s overall performance bydifferentiating performer from non-performer.

12.3.2. ScopeThe MaX shall cover all civil servants.

12.4. General Provision12.4.1. The Agency shall set annual performance target and

conduct periodic review of annual performance, viz-a-vistheir targets.

12.4.2. The Agency shall annually appraise the achievement of theprevious year’s annual performance targets and setreasonably ambitious performance targets for the followingyear.

12.4.3. The Agency shall promote and maintain conduciveorganizational culture through appropriate motivationalmeasures.

12.4.4. The Agency shall promote a high performance culturethrough coaching, mentoring, training, guidance and othermethods of cooperation and support between managementand staff.

12.4.5. The RCSC and the respective Agency’s HRD shall provideprofessional support for human resource development.

12.4.6. TrainingAppropriate training programmes shall be made available bythe Agencies to develop the competence required for effectiveperformance management. These shall include:12.4.6.1. Understanding performance management

policies;12.4.6.2. Individual work planning, review and evaluation;12.4.6.3. Managing and coaching staff;12.4.6.4. Giving and receiving feedback; and12.4.6.5. Motivation and rewards.

12.4.7. Performance Culture Survey

12.4.7.1. The performance of each Agency may bereviewed every three to five years through aperformance culture survey covering staff andcitizen satisfaction; and

12.4.7.2. The RCSC shall coordinate and monitor theperformance culture survey.

12.4.8. All Civil Servants shall familiarize themselves with MaX. TheHuman Resource Divisions /Services shall provide supportand clarifications on MaX, and all new employees shall beprovided with this information through an inductionprogramme.

12.4.9. All civil servants are required to submit the AnnualPerformance appraisal (IWP) through MaX online system.

12.4.10. The respective supervisor shall study the overallperformance trends of his employees and make provisionsfor improvement, provide feedback and coaching, ifrequired.

12.4.11. Performance Appraisal Cycle shall be as follows;i. January – December: for schools following academic

year; andii. July – June: for rest of the civil servants.

12.4.12. The performance rating shall be entered in the MaX/CSISwithin the prescribed duration. The HR Division / Servicesshall be responsible for managing this information.

12.4.13. In case where an employee has been transferred under anew supervisor, irrespective of the duration served, theemployee should be rated by the new supervisor in closeconsultation with the earlier supervisor(s) on the plannedactivities and targets set by the employee for the formeragency.

12.4.14. Agencies listed under Schedule A of the MaX manual shallbe exempted from moderation exercise;

12.4.15. Civil Servants on secondmentand Long term study will begiven default performance rating of “Good”. However, based

on moderation committee’s assessment, such civil servantsmay be put to other performer categories.

12.4.16. For civil servants serving administrative penalty pertainingto promotion, irrespective of their performance rating, theywill have to serve their penalty.

12.4.17. For civil servant on probation:12.4.17.1. Civil servants following Financial year, the

performance appraisal form for the period fromJanuary to December of that probation periodshall be filled in hard copy for the purpose offulfilling probation appraisal requirement asper Section 4.8.2 In the MaX online system,they shall fill out their first performanceappraisal form for the period from July of thefirst year to June of the following year andperformance will be moderated accordingly.

12.4.17.2. Civil servants following Academic Year, theperformance appraisal form shall be submittedthrough MaX online and will be subject to theModeration Exercise.

12.5. Appraisal and Assignment of Performance ratings12.5.1. Performance Appraisal and performance ratings for Head of

the Agencies, Departments, Divisions, and Sectors.

The performance of the Head of the Agencies, Departments,Divisions, and Sectors shall be appraised through theAnnual Agency Performance Review System . Based on thereview, the proxy rating for the Head of the Agencies,Departments, Divisions, and Sectors shall be assigned asper the MaX Manual.

Performance Appraisal and performance ratings for civilservants in PMC and SSC.There are two steps in the process as follows:

12.5.1.1. Performance Appraisal Form shall consists ofIndividual Work Plan and CompetencyBehaviour (Schedule 12 (a) for PMC, andSchedule 12 (b) for SSC). This Performance

Appraisal Formshall be used by the supervisorand employee to determine Division outputsand annual work activities and targets as wellas identify Competency Behaviors.a) The Individual Work Plan shall be rated as

per the following scalesLevel 4: 3.00 - 4.00Level 3: 2.00 - 2.99Level 2: 1.00– 1.99Level 1: 0.00– 0.99

12.5.1.2. Moderation Exercise (ModEx)a) Civil Servants shall be moderated into four

categories namely Outstanding, Very Good,Good and Need Improvement duringModeration Exercise based on Agency’sannual performance scores. The AgencyCategorization Framework, which categorisesagencies based on Agency’s annualperformance scores, shall be used todetermine the distribution curve of employeesfor moderation.

b) In case, the Annual Performance Reviewscores are not available for moderation, RCSCshall prescribe the rating procedures forModeration Committee members and thedistribution curve of employees formoderation.

c) The formation of the Moderation Committeeshall be in accordance with the MaX Manual.

d) The decision of the Moderation Committeeshall be submitted to HRC for informationonly.

12.5.1.3. The performance rating by the immediatesupervisor is not the final rating. It is aninput to the Moderation Exercise. Theresult of the Moderation Exercise is thefinal performance rating of the employees.

12.5.1.4. For agencies without moderation whichare reflected under Schedule Aof MaXmanual, the performance ratings of theimmediate supervisor on PerformanceAppraisal Form shall be the final rating ofan employee.

12.5.2. Appraisal for Operational CategoryThe performance of civil servants in Operational Categoryshall be appraised based on the identified corecompetencies only, in accordance with Schedule 12 (c).

12.6. Leadership Feedback (LFS) for P1 (Management)12.6.1. It is mandatory for all civil servants holding managerial

positions at P1A and above to have feedback based on theLeadership Feedback System. The RCSC shall:12.6.1.1. Use the LFS score as a reference for HR actions,

including promotion;12.6.1.2. Communicate LFS scores to the civil servant

and Supervisor concerned, if required;12.6.1.3. Ensure confidentiality and proper

documentation of LFS.

12.6.2. HRD/Services of an Agency shall facilitate and ensuretimely execution of the LFS to the RCSC within threemonths from the end of appraisal cycle.

12.6.3. The protocol on providing feedback through LFS online shallbe as follows:12.6.3.1. Ministries

Sl.No Feedback Provider Feedback Receiver

1 Secretary DGs/Directors

2 DG/Director Secretary,

DG/Director, Chief

of Divisions under

his Department only

3 Chief of Division DG/Director, Chief

of Divisions under

his Department only

4 Civil Servants S5-SS4,

P5-P1(S), ES3-ES1

DG/Director of his

department only,

Chief of Divisions of

his Division only

12.6.3.2. Dzongkhag

Sl.No

Feedback Provider Feedback Receiver

1 Dzongdag Dzongrab, Drungpa

and Sector head

2 Dzongrab, Drungpa and

Sector head

Dzongdag,

Dzongrab, Drungpa

and Sector head

3 Civil Servants S5-SS4,

P5-P1(S), ES3-ES1

Dzongdag,

Dzongrab, Drungpa

and Sector head

To respective

manager only

12.6.3.3. Autonomous agencies

Sl.No

Feedback Provider Feedback Receiver

1 Head of the

Agency

Chief of Division

2 Chief of Division Head of the

Agency, Chief of

Division

3 Civil Servants S5-SS4,

P5-P1(S), ES3-ES1

Head of the

Agency, Chief of

Division

12.6.3.4. All civil servants will have option to providefeedback to the head of the agency, however,this is optional exception to second tier in theagency.

12.7. Use of Performance Appraisal ratings.The Performance Appraisal rating shall be used to:12.7.1. Recognize good performers and provide appropriate

incentives and rewards;12.7.2. Assess potential of a candidate to be promoted to the next

higher level position;12.7.3. Identify and address development needs of employees;12.7.4. Assess potential of a candidate for HRD investment;12.7.5. Take other HR actions inter alia, transfer, confirmation of

services for the probationers and assigning special tasks;12.7.6. Identify poor performers; and12.7.7. All HR actions linked to performance under the Max shall be

as per the MaX Manual.

12.8. Managing Poor Performance;Where employees are not performing satisfactorily, a number ofstrategies shall be utilised as follows:12.8.1. Training of managers/supervisors in performance

management; 12.8.2. Support to employees in the form of training, counseling

and coaching, and development and implementation ofPerformance Improvement Plan;

12.8.3. Review of current work responsibilities against the jobdescriptions and annual work plan with the intention tomatch his competency/skills with the job;

12.8.4. Improvement of job environment;

12.8.5. Transfer and/or reassignment;12.8.6. Disciplinary actions, including reassignment and

termination; and12.8.7. For specific performance linked HR actions refer to MaX

Manual 2017.

12.9. Role of Human Resource Officer in the HR Division/HR Servicesof the Agencies12.9.1. Ensure timely development and keying of the IWP by

employees in the MaX Online System.

12.9.2. Ensure timely conduct of appraisal, ModEx and any otherprocedures of MaX as per schedule 12 (d).

12.9.3. Ensure proper documentation of the ModEx discussion andthe results while ensuring confidentiality of all discussions.

12.9.4. Ensure timely update of ModEx results online.

12.9.5. Facilitate performance feedback and monitoring between theSupervisor and Employee.

12.9.6. Facilitate appeals by employees, if any as per the MaXManual 2017.

12.10. Accountability12.10.1. The HR Committee shall be held accountable for ensuring

effective implementation of the MaX by providing necessaryguidance and support.

12.10.2. The immediate Supervisor shall be responsible for:

12.10.2.1. Guiding and facilitating their employees to fillin the forms as per the requirements of theIWP. Identifying the activities and establishingthe performance targets and Competencybehaviors at the beginning of the MaX Cycle;

12.10.2.2. Regularly monitoring the employee’sperformance during the Appraisal Cycle andproviding feedback on performance andachievements to employees;and

12.10.2.3. Identify relevant output, verify performancetargets, review and appraise performance ofemployees online and ensure timelysubmission as per MaX cycle schedules.

12.10.3. Every employee shall ensure that his performance isplanned, monitored and rated as per the requirements anddefinition of the levels in the MaX.

12.10.4. Precautionary measures shall be taken at all levels tomaintain confidentiality of information throughout theprocess. Breach of confidentiality shall be considered anoffence and shall result in appropriate disciplinary action.

12.10.5. The Agency/RCSC shall be accountable for closemonitoring and implementation of the MaX.

12.11. Appeal on the result of the Moderation Exercise12.11.1. If an employee is not satisfied with the decision of the

Moderation Committee, he/she shall appeal within 10working days from the date of decision to the HRC of theagency. For the detail of the procedural aspect of theappeal, refer MaX Manual 2017.

12.11.2. The highest appellate authority shall be the RCSC.

Schedule 12 (a)

Performance Appraisal Form for Professional and Management, and Specialist Services Group

Section A: Employee Details

APPRAISAL PERIOD:EMPLOYEE ID No.NAME OF THE EMPLOYEE:POSITION TITLE: POSITION LEVEL:DIVISION: DEPARTMENT/AGENCY:

Assurance on Accuracy of CV: I have verified my CV in CSIS and hereby declare that the information is correctas of…..date…………………………….SECTION B: Performance Assessment (Individual Work Plan) (70%)

DivisionOutput

Targets Values TargetAchievedspecified

byindividu

al

Employee’sFeedback/comment/justificati

on

Final Scoreby

Supervisor[1]

ActivitiesLevel

4=[3.00-4.00]

Level3

=[2.00-2.99]

Level2

=[1.00 -

1.99]

Level 1[<=0.99

]

1 1. 1………

1.2. ……..

2

2.1……………2.2……………

FinalScore B.Total/No. ofactivities=…………

SECTION C: Competency Behavior (30%)

PotentialAssessmentArea

Quality &Description

[3.00-4.00] [2.00-2.99] [1.00-1.99] [<=.99] FinalRatingwith

Evidenceof

Behavior

Level 4 Level 3 Level 2 Level 1

1. Analyticaland

IntellectualCapacity

1.1. Sense ofPerspective

·Thinks ahead toanticipate issues,identifiesopportunities andappreciatesimplications

Takes strategicsteps and waysto achieve andenhance theachievement ofthe target

Need guidancein identifying theopportunitiesand solutions tosolve worktowards

Is hasty informattingopinions andjudgment takingaction beforeassessing

Demonstratesintellectualflexibility,imaginationand sociopoliticalsensitivity indeveloping aholisticappreciation ofthe situationand ingeneratinginnovativeideas andsolutions thatbring practicalbenefit

·Exerciseimaginations andcreativity togenerate a rangeof alternativesolutions

achieving thetarget

implicationsand Focuses onday to dayproblems at theexpense oflonger ternplanning

·Takes strategicperspective whenformulatingproposals andrecommendations

1.2 Analysisand Judgment

·Analysessituations andproblems in asystematic andlogical manner toidentify keyissues

·Proposes strongjudgmentalrecommendationtowards overallissues for arealisticachievement

·Limited tosupervisorydirectives intackling theproblems andissues and doesprovide any

·Makesassumptionbased onsuperficialanalysis

Demonstratespower ofanalysis and asense of realityin the context ofcomplex issuesand solutions

·Makes soundjudgment basedon rigorous,independentthinking

strongjudgmentalrecommendationto owns issues

·Spends too longon analysis anddeliberating atthe expense ofresponding in atimely fashion·Makes good use

of backgroundknowledge

2. Influence&

Collaboration

2.1.Influencingand Inspiring

·Put team'ssuccess ahead ofpersonal success

·Maintains widenetwork of goodworkingrelationship withpeers,subordinates,supervisor,customer andclients. Makesconsistentefforts togenerate trustand co-operationto foster positiveand productiveteam spirit.

·Stick to goodworkingrelationship withmost of thepeers,subordinates,supervisor andthe clients.Initiatesencouragementof trust andcooperationamong others.

·Blame othersfor mistakesand/or setbacksthat negativelyaffect teamresults.

Persuades,motivates andinspires others,developing asense ofpurpose andunity

·Work to resolveconflict amongteam members byshowing respectfor others'opinions andworking towardmutuallyagreeablesolutions.

2.2Collaboration &Engagement

·Help to keepteamperformance andmorale high evenduring periods of

·Demonstrate towork in a teamand fostersharing ofworkloads while

·confines tohis/her ownassigned taskand does notextend and

·Work only toserve self-interests andmeet personalgoals

intense pressureor heavyworkload.

he/she is notutilized.

seeks support tocollaborate andengage in ateam.

Takes lead incommunicationandconsultation,engaging with awide range ofsupervisors,peers andstakeholdersacross division,department,and agencies.

·Actively seeksdevelopmentopportunities forteam

·Blame othersfor mistakesand/or setbacksthat negativelyaffect teamresults.

3. Motivationfor

Excellence

3.1. AchievingResults

·Achieves alltargets set withinthe allocatedresources withoutcompromising onthe quality

·Always looktowardsachieving theresult with bestquality withinthe resources

·Hard workingtowardsachieving theresults butneeds extraresources to

·Do not deliveras per the settargets andbudget allocated

Strives hard toachieveagency’s fiveyear andannual targetsby focusing onnationalinterest toensureefficiency andhigh standardsof delivery.

·Minimizes wasteof his Agency andnation’sresources

under his/hercontrol

achieve it

·Wastes hisAgency andnation’sresources

3.2CommitmentandAccountability

·Upholds bothexplicit andimplicit termsandunderstandingshe has with theRoyalGovernment,public, family,agency,superiors, peers,subordinates andclients

·Demonstratestrong bondtowards theRoyalgovernment anduphold thebelongingness ofoneness amongthe publicfamily. Needsguidance to takethe initiatives

·Upholds theblondnesstowards onepublic family asand whenrequired onlyand resistanceto takeinitiatives

·Breach thenorms andvalues of thesociety

Demonstratespersonalintegrity andcommitment toservingBhutan’snationalinterest

·Ready andwilling to takeadditionalresponsibility byone’s owninitiatives

·Speak and actin a way that isnot inconformity tothe civil servicevalues ofintegrity,professionalism,honesty,impartiality,accountability,loyalty, andleadership.·Do notparticipate nany extraassignments

TOTAL Score / Number of Competency Behaviour

SECTION D: Final Performance Evaluation Score [Section B &C]

Particular Scorereceived

%Allocated

FinalScore

Supervisor’sComment,if any

MODERATIONEXERCISECATEGORY (OT,VG, G or NIcategory)

Head ofAgency’sComment ifany.

B. Performance 70%

C. Competency Behaviors 30%

Total

Employee’s Signature Supervisor’s SignatureDate: Date:

Overall Rating Table:

Performer category Definition Rating scale

1.Level 4 Achieved exceptionally high level of performance 3.00-4.00

2. Level 3 Performed at higher level than required 2.00-2.99

3. Level 2 Employee fulfilled requirement of the job 1.00-1.99

4. Level 1 Results/Behavior far below performance requirement <=0.99

Schedule 12 (b)

Performance Appraisal Form for Supervisory and Support Services Group

Section A: Employee DetailsAPPRAISAL PERIOD:

EMPLOYEE ID No.

NAME OF THE EMPLOYEE:

POSITION TITLE: POSITION LEVEL:

DIVISION: DEPARTMENT/AGENCY:

Assurance on Accuracy of CV: I have verified my CV in CSIS and hereby declare that the information is correct asof…..date…………………………….

SECTION B: Performance Assessment (Individual Work Plan) (70%)Targets Values Target

Achievedspecifiedbyindividual

Employee’sFeedback/comment/justification

Final ScorebySupervisor[1]

DivisionOutput

ActivitiesLevel4=[3.00-4.00]

Level3=[2.00-2.99]

Level2=[1.00 -1.99]

Level 1[<=0.99]

11. 1………1.2. ……..

2 2.1……………

2.2……………

Total

FinalScore B.Total/No. ofactivities=…………

SECTION C: Competency Behavior (30%)

CompetencyBehaviour Description

Levels FinalRatingwithEvidenceofBehaviour

[3.00-4.00] [2.00-2.99] [1.00-1.99] [<=0.99]

Level 4 Level 3 Level 2 Level 1

1.AnalyticalSkills

Demonstratessense ofunderstandingandappreciation ofone's work tomeetorganizationalobjectives andresults

·Makescriticaljudgment onher/hiscontributiontoorganizationbased onindependentthinking bymaking gooduse ofbackgroundknowledge

·Makes strongjudgementsbased on theworkexperiencesupon receivingthe guidancefrom supervisorto carry thework activities

·Makesjudgements byusing limitedwork knowledgeand timelysupervisionrequired to carrythe workactivities

·Carries outworkactivitieswithoutcriticaljudgementand notputting theworkknowledgein use

2. Planning &Organizing

Demonstratesability to planand organizework activitiesaroundorganization'sobjectivesmakingoptimum use ofresources andtime

·Every dayactivities areguided bymeticulouswork plansanddemonstratesgood timemanagementskills to meetagency’sobjectives byusingavailableresourcesoptimally tomeet work

·Systematicwork Planningon the workactivities aredrawn clearlyand needsminimumsupervisionand resourceand maintainquality of thework

·Work plan aremaintained butare not followedand requiresextra resourcesto carry theactivities andquality of workcompromised

·Does notfollow clearwork planand mostlyinvolved inad hocactivitiesand workare not upto theexpectedquality

activitieswithoutcompromisingthe quality ofthe workoutput

3.Decisiveness

Demonstratessoundjudgment toidentify andrecogniseproblems andsolutions, andescalate themto appropriateauthority

·Submitsproblems andrecommendedsolutionsbefore timeforsupervisoryintervention.

·Submitsproblems andrecommendedsolutions ontime forsupervisoryadvice

·Submitsproblemswithoutrecommendationon time

·Waits forsupervisoryinterventionto resolveissues

4.Leadership&InfluencingSkills

Demonstratesurgency andproactivelytakeslead in assignedwork activitiesandsolicitssupport.

·Initiatesassignedworksproactively,identifies andtries to solvebottlenecks inhis/her ownarea of work

·Work assignedare taken withstrongresponsibilityto be completed

·Any assignedwork are donebut requiring aminimumsupervision

·Initiatesassignedwork withreminderonly

5.InterpersonalSkill

Demonstratesability to workin teams andgarnersupports, builtrelationshipand developcongenial workenvironment

·Achievesindividualperformancetargets whilemaintainingfriendlyrelationshipwithin andoutsideagency

·Achievesindividualperformancewith goodrelationshipwithin butlimited level ofinterpersonalskills outsideagency

·Achievesindividualperformancewith limitedrelationshipwithin andoutside agency

·works onlyto serveself-interestand meetpersonalgoals

6.Oral/Writtencommunication

Demonstratesability toarticulate one'sideas, viewsand opinionsclearly andconcisely bothin oral and inwriting

·Articulatesinformationto others inlanguage thatis clear,concise andeasy tounderstand

·Articulatesinformation toother inlanguages thatisunderstandable

·Articulatesinformation toother in limitedlanguage limitedunto his/herlevel ofunderstanding

·Does notarticulateinformationthat is clearand concise

TOTAL SCORE/ Number of Competency Behaviour

SECTION D: Final Performance Evaluation Score [Section B &C]

Particular Scorereceived

%Allocated

FinalScore

Supervisor’sComment, ifany

MODERATION EXERCISECATEGORY (OT, VG, G orNI category)

Head ofAgency’sComment ifany.

B.Performance 70%

C. CompetencyBehaviors 30%

Total

Employee’s Signature:Date

Supervisor’s Signature:Date

Overall Rating Table:

Performer category Definition Rating scale

1.Level 4 Achieved exceptionally high level ofperformance

3.00-4.00

2. Level 3 Performed at higher level thanrequired

2.00-2.99

3. Level 2 Employee fulfilled requirement ofthe job

1.00-1.99

4. Level 1 Results/Behavior far belowperformance requirement

<=0.99

Annexure 3:

Schedule 12 (c)Performance Appraisal for O category

APPRAISAL PERIOD:

EMPLOYEE ID No.

NAME OF THE EMPLOYEE:

POSITION TITLE: POSITION LEVEL:

DIVISION: DEPARTMENT/AGENCY:

Assurance on Accuracy of CV: I have verified my CV in CSIS and hereby declare that the information is correct as ofdate…………………………….

CompetencyBehavior

Description Rating bySupervisor (0-4)

Comments

1.Ethics &Integrity

Earns others’ trust and respect throughconsistent honesty and professionalism in allinteractions

2.Communication Skills

The ability to convey information to anothereffectively and efficiently

3.Service Values and delivers quality service to all

Focus

4.Team Work Promotes cooperation and commitment withina team

5.SelfManagement

Manages own time, priorities, and resourcesto provide quality services

6.SafetyFocus

Adheres to all workplace and work safetylaws, regulations, standards, and practices

Total Rating

Average Rating = Total Rating/6

(Signature of Employee) (Name and Signature of Supervisor)

Overall Rating Table:

Performercategory

Definition Rating scale

1.Outstanding Achieved exceptionally high level ofperformance

3.00-4.00

2. Very Good Performed at higher level than required 2.00-2.99

3. Good Employee fulfilled requirement of the job 1.00-1.99

4.NeedsImprovement

Results/Behavior far below performancerequirement

<=0.99

[1] Note below concrete results achieved during the year that were agreed and rate them in the scale indicated in the target values.

Schedule 12 (d)

MaX Calendar for Civil Servants following Fiscal Year (July-June)Sl.No Activities Responsible Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

1

Develop IWPs and corecompetencies. SubmitAppraisal Form online.Online system will beclosed by August 31

Supervisor andconcerned Civilservants

2 Mid Year Review ofAppraisal form

Supervisor andconcerned Civilservants

3 Evaluation ofAppraisal form Supervisor

4Moderation Exercise forthe evaluation of theprevious year

ModerationCommittee

5 Update Score of ME onMaX/CSIS System HRD By 15th

November

6 Performance linked HRactions HRD

MaX Calendar for Civil Servants in Schools following Calendar Year (January-December)

Sl.No Activities Responsible Jan Feb Mar Apr May June Jul Aug Sept Oct Nov Dec

1

Develop IWPs andcore competenciesSubmit AppraisalForm online

Supervisor andconcerned Civilservants

2 Mid-Year Review ofAppraisal form

Supervisor andconcerned Civilservants

3 Evaluation ofAppraisal form Supervisor

4Moderation Exercisefor the evaluation ofthe previous year

ModerationCommittee

By 15th

May

5Update Score of MEon MaX/CSISSystem

HRD By 15th

May

6 Performance linkedHR actions HRD