INTRODUCTION

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ABOUT BANK ALFALAH

  

It was BCCI HBEC Abu Dhabi Group

Warid Telecom Wateen UBL

  

3 360 Branches in 12 years 400 by the year 2011 end 5th largest bank

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BANK ALFALAH HR
     

HR Recruitment & Selection HR Operations HR Payroll HR Relationship Management HR Strategic Management Quality Assurance

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2008 & 2009

  

Bank was restructured HR was restructured Rahila Narejo a famous consultant designed Performance Management System of Bank Alfalah

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Defining the What & How

WHAT:


What business objectives must we accomplish?

Competencies

Behaviors

WHAT

EFFECTIVE OUTCOMES

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Defining the What & How

HOW:
How do successful people behave to achieve these objectives? Competencies lead to successful performance Core competencies are defined across the organization
Competencies

HOW
Behaviors

EFFECTIVE OUTCOMES

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Bank

falah

PERFORMANCE MANAGEMENT CYCLE

Y ar-Round ollaborat

rocess

Year-Round ollaborat e rocess

1. Setting S ART oals (Jan Feb)

4. ink to Compensation (Jan Feb)

2. Continuous eedback & id-year Review (June-July)

3. ull-year Review (December)

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: erformance
Name of Employee Ti le Review Period

lann n (

) To be submitted to HR at start of Performance Management Cycle

Employee No. Grade Group Location

a e

of

Supervisor Signature: Employee Signature:

Ident f

to 7

oals for this erformance

anagement

cle

(min

TOTAL

100%
Date:

Initial Performance Planning Discussion

Date:

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SMART Goal

Wei

ting

%)

rom :

o:

Name of upervi or

RESOURCE REQUIREMENTS
(training, equipment requirement etc., necessary for achievement of goals)

C: Core Behavioural Competencies Model

    $
Core Behavioural Competency efinition artially erforming erforming xcelling

1.

Communication C

Demonstrates the ability to convey thoughts, concepts, and ideas effectively through speech and in writing, using correct and appropriate grammar, organization and structure; attends to and fully comprehends what others are saying.

Demonstrates a lack of being able to express facts and ideas clearly and logically both orally and in writing. Considerable time spent on guidance and editing of work.

Expresses facts and ideas orally or in writing in a clear and logical manner. Needs minimal guidance and editing.

Demonstrates an exceptional ability to express facts and ideas clearly and logically both orally and in writing. Requires virtually no guidance and editing.

3.

Planning and Organizing PO

4.

Results Focus RF

6.

Teamwork Ability TA

5.

Taking Initiative/Responsibility TIR

$ #

$ #

$ #

2.

Drive/Motivation DM

" !

Consistently maintains sustained energy and determination even in the face of obstacles ; understands what needs to be done and stretches self to deliver results effectively.

Often lacks enthusiasm for the job and generally gives up at the first obstacle. Seeks excuses rather than a way forward.

Maintains personal energy and commitment to achievement of routine and developmental goals. Finds solutions to obstacles with minimum guidance.

Strives continuously to set and achieve stretch personal goals for achievement that raise the bar. Demonstrates energetic can do behaviour even in the face of great obstacles. Demonstrates an exceptional ability to scope length and difficulty of projects. Clear sequencing of events/activities/ process steps. Work plans exceptionally well thought through and expressed. Achieves results on time and with required quality.

Establishes a systematic course of action for oneself or others to ensure accomplishment of a specific objective. Determines priorities and allocates time and resources effectively.

Generally inadequate which results in fruitless expenditure in terms of energy, time, human resources, equipment and finances. Lacks ability to scope length and difficulty of project. No clear breakdown of the process steps. Development of work plans weak.

Demonstrates ability effectively and efficiently. Demonstrates the ability to scope length and difficulty of project. Clear breakdown of the process steps. Well thought out work plans.

Demonstrates the ability to stay on track to achieve personal, team and corporate objectives and takes personal responsibility for their achievement.

Fails to execute functions as instructed and within agreed upon time frames. Loses track of objective/goal/deliverable.

Seldom needs enquiring about progress of a task. Shows commitment to work. Stays on track of objective/goal/ deliverable.

Far exceeds normal expectations. Handles greater responsibility independently.

Evaluates, selects and acts on various methods and strategies for solving problems and meeting objectives before being asked or required to do so.

Demonstrates little or no initiative at work, seeking out repetitive or routine work. Consequently requires extra amount of supervision and instruction. Has to be chased for completion of job. Lack of initiative is detrimental to the workgroup.

Works out own methods/ approaches to overcome problems and competently performs to expectations. Requires normal level of supervision and guidance.

Constantly shows a high level of initiative. Always volunteers for additional responsibilities. Normally no guidance necessary.

Willingly cooperates and works collaboratively toward solutions that generally benefit all involved parties and accomplish group objectives.

Unwilling or unable to co-operate with others. Demonstrates lack of commitment and negates teamwork. Work of team adversely affected.

Cooperates and gets on well with colleagues. Able to influence and communicate well as part of a team. Works to achieve team objectives. Requires normal level of supervision and guidance.

Demonstrates exceptional abilities working as member of a team. High level of cooperation communication skills and ability to influence and motivate others to achieve targets. Coaches other team members to better results. Little or no guidance ever required.

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D: Performance Log (STAR EVIDEN

Name of mployee Title Review eriod

Employee No. &

roup & ocation

From :

To :

Name of Supervisor

The STAR approach Situation, Action, and Result is a useful way to document performance for both employees and supervisors. Supervisors are recommended to maintain this form for each of their employees, and employees are encouraged to maintain this form for their own performance. Individual activities pertaining to SMART Goals and Core Behavioural Competencies achievement may be recorded as evidence throughout the appraisal period and referred to during the mid-year and final appraisal reviews.
(Out th tt wh h p f / h v ur w rv , . . Wh w v v ? Wh t t k t ?) (D ribe the pecific pproach or actions taken ) (Describe or quantif the outcome of the actions, i.e. What was the impact/affect? What was the earning?)

8 65 B

5 @D 5 @ D5D55 4 6B B D5 4@ C @ @ 5 3 D5 5 @ 68B2 43463B7B4 55C6558 4B5A49@ 95 6C 3 3 3 32

DATE

Situation

Action

'

' 1

E)
rade

) &

Result
Evidence for which SMART Goal or Core Behavioural Competency?

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o be completed b emplo ee and/or super isor prior to 1:1 session

Potential Areas of Discussion

Discussion Item

Action Plan / Suggestions / Status on Performance

Person Responsi le and Due Date

One-to-One
Supervisor Signature: Employee Signature: Date:

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Date:

y y y y y

y y y y y

r r p

ollo -up on action items from last meeting. larification of ork expectations roblems/ bstacles Indi idual training needs uccess and achie ements

ersonal concerns pecific management concerns/requests uggestions for impro ement Information sharing rogress to ard job goals

his form is not for disciplinar issues, but rather for emplo ee or super isor initiated feedback as part of the erformance cle. his tool positions the super isor in a listening and supporti e role.

Review Period Employee No. Grade Group Location Name of Supervisor

rom :

Name of Employee Title

Y
o: anagement

or oaching and

entoring

ne-to- ne 1:1

S c

G W

r t p s q i h

orm
pportunities

U Q V cg a

. er ormance m ro emen
Name of Employee

lan (
y

)
Employee No. Grade Group Location

he er ormance m ro emen lan orm be com le ed when an em lo ee receives a ra ing o Par ially Per orming on any Goal or Core Behavioural Com e ency during a MidYear Review or Final Appraisal. This form will be a ached with the employees Performance Agreement at the end of the Performance Management Cycle.

Performance mprovement Areas

(Be sure to indicate the Goals and/or Core Behavioural Competencies that relate to the deficiency and whether they are currently meeting expectations.

Action Plan and Timescales

Identify specific corrective action to be implemented by the employee and steps taken by the supervisor. Also include conse uences for failure to meet specified actions.

Evaluation
Describe how performance improvement will be measured.

Performance mprovement Plan (P P)

Supervisor Signature: Employee Signature:

Date: Date:

Date(s) for a follow-up discussion: 2. If NO, what further actions will be/have been taken?

P P Follow Up 1. Did the employee implement corrective action? ___Yes ___ No

_____________________________ Employee Signature/Date

______________________________ Supervisor Signature/Date

_______________________________ Manager Signature/Date

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Title Review Period

rom

Name of Supervisor

G: Self Evaluation Form

Name of Employee Title Review Period
From : To :

Employee No. Grade Group Location Name of Supervisor

To be completed by Employee, prior to assessment. (If the space provided is insufficient, the comments can be ncluded in an attachment). i Use the GDD Frame or (Good, Difficult, Different).

1. GOOD: My major accomplishments as they related to my Performance Agreement were:

2. D FF CULT: I was less successful in the following areas for the reasons stated:

3. D FFERENT: What I will change or do differently to further improve my performance is:

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: SMART Goals Worksheet

Employee No. Group Location

Title Review Period

From :

To:

Name of Supervisor

Use this worksheet to get started in writing SMART Goals.

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jh

jh

( at ill you do isualize t e action and outcome.

(Ho

ill you measure t e results

(Is it realistic Are any resources re uired to ma e it more attainable

( ic de artment, business objecti e or Core Be a ioural Com etency does it lin or contribute to

( en ill t e goal be com lete oes t e goal need to be bro en do n into incremental timeframes

jh g l f oh m f g fe

h l j nf m m f fe

k h

f gg

j f i g fe

Goal #

Specific

Measurable

Attainable

Name of Employee

Grade

Relevant

Timed

Review eriod

From :

To :

Name of Supervisor

PURPOSE: To enable the supervisor and employee to identify skill development requirements that are relevant to employees core job content and as a result agree on steps to be taken to address these development gaps.

Area Identified for Development

e.g. Computer Literacy

Objective of Development
To evelop technical s ills for the effective elivery of core functions

Type of Development
(short course, on -the-job training, rotation, expansion of job role, etc)

Short course offered by XYZ

We, (Employee and Supervisor) agree that the above mentioned areas for development and the type of intervention suggested would be engaged in to achieve the required objective for development. We also understand that operational and budget constraints will govern the type of intervention stated and/or within the quarter of the year as stated. There is also an understanding between ourselves that areas for development could be identified throughout the year and that this may change the order of priority and type of intervention as stated in the PDP.
PDP
Supervisor Signature: Employee Signature: Date: Date:

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Name of Employee Title

I: Personal Development Plan (PDP) Over

ext One Year

Employee No. Grade Group Location

page 1 of 1

Quarter Targeted
Third quarter

Comments
SMART Goals
Initial Work Planning Discussion
Employee Comments: Employee Comments:

Core Behavioural Competencies Assessment

Initial Work Planning Discussion

Supervisor Comments:

Supervisor Comments:

Interim Review
Employee Comments: Employee Comments:

Interim Review

Supervisor Comments:

Supervisor Comments:

Final Review
Employee Comments: Employee Comments:

Final Review

Supervisor Comments:

Supervisor Comments:

Initial Work Planning Di scussion Initials

Supv: Emp: Date: Supv:

Mid-Year Review Initials

Emp: Date: Supv:

Final Review Initials

Emp:

Date:

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ei h ting

1. ommunication ( )

Supv :

mp:

t :

Supv :

mp:

t :

Supv :

mp:

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 ~}

Initial W rk Planning iscussion Initials

Mid-Y ar R view Initials

| {

ility ( ) 6. eam ork Willingly cooperates and works collaboratively toward solutions that generally benefit all involved parties and accomplish group objectives.

5. aking Initiative/ e sponsi ility ( I ) Evaluates, selects and acts on various methods and strategies for solving problems and meeting objectives before being asked or required to do so.

4. e sults ocus ( F) Demonstrates the ability to stay on track to achieve personal, team and corporate objectives and takes personal responsibility for their achievement.

3. lanning and Organizing ( O) Establishes a systematic course of action for oneself or others to ensure accomplishment of a specific objective. Determines priorities and allocates time and resources effectively.

2. rive/ otivation (DM) Consist ntly int ins s st ined ener y nd deter ination even in t e face of obstacles; nderstands at needs to be done and stretches self to deliver res lts effectively.

Demonstrates the ability to convey thoughts, concepts, and ideas effectively through speech and in writing, using correct and appropriate grammar, organization and structure; attends to and fully comprehends what others are saying.

inal Review Initials

t :

l s

l s

100%

ctual chievement
i st t y iti

ating

ctual chievement
i st t y iti

rr t

r ss

i r l

1 2 E( )

rr t

r ss

i r l

re ehavi ural mpetency lease also refer to three level ehavior indicators of the competencies nnexure

I -YE

EVIE

rf rm m t r l r vi ur l

mpetencies
EVIE

 ~}

ating

(1) (2) E( )

MID- EAR REVIEW min 10

Identify 5 to

Goals for this Performance Management Cycle

Initial Wor
Supv:

lanning Di cussion Initials

Date: Supv:

Mi - ear e iew Initials

Emp: Date: Supv:

Final e iew Initials

Emp:

Emp:

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TOTAL

100

Date:

SMART

oals

Weighting

Actual Achievement
Narrate progress against Goal

Rating
PP (1) P(2) E(3)

Actual Achievement
Narrate progress against Goal

Performance Management Work Plan SMART

oals
INAL REVIEW Rating
PP 1 P2 E3

B: Performance Agreement (PA)

Name of Employee Title Review Period
From : To :

Employee No. & Grade Group & Location Name of Supervisor nitial Performance Planning Discussion
Date: Date:

Supervisor Signature: Employee Signature:

Supervisor Signature: Employee Signature:

Calculating Overall Performance Rating

To de ermine Overall Per ormance Ra ing: (1 trans er the Su ervisors ratings (1 2, 3) for each SMART Goal and Core Behavioural Com etency to the chart belo ; (2) record the a ro riate Combined Weighted Ratings; and (3) use these two combined ratings to determine the Overall Performance Rating Additional instructions can be found in the Performance Management noteboo s received in the mandatory Managing Quality Performance Training )
Rating Category Description SMART Goal # 1 2 3 (a) Weighting (b) Supervisor Rating Weighted Rating (a) x (b) Core Behavioural Competency # 1 2 3 4 5 6 (c) Weighting 20% 10% 10% 20% 20% 20%

Partially Performing

Jobholder did not consistently meet all expectations for SMART Goals and Core Behavioural Competencies .

Performing

Jobholder has achieved as minimum effective results against ALL SMART Goals and Core Behavioral Competencies, and has occasionally exceeded some expectations.

7 TOTAL Core Behavioural Competency Rating (30%) 2.60 3. 00 1.50 2.59 Up to 1.49 Excelling Performing Partially Performing

TOTAL SMART Goal Rating 3 E celling Jobholder has consistently exceeded all expectations for SMART Goals and Core Behavioural Competencies (70%) OVERALL PERFORMANCE RAT NG (100%)

Final Performance Review

Supervisor Signature: Employee Signature: Manager Signature: Date: Date: Date:

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Mid-Year Review
Date: Date:

(d) Supervisor Rating

Weighted Rating (c) x (d)

Calculating Overall Performance Rating

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PMS - GAPS
   

HRMS support Bell Curve How part Transfers/Change of Assignment

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PMS - GAPS
    

Financial Performance Targets Operational Performance Targets Promotions Post Grievance Handling Mechanism Head Office functions

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