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THE AKOLA URBAN COOPERATIVE BANK

LTD., AKOLA

Performance & Development Appraisal


(For Officers Grade 1 to 7)

Purpose of the Appraisal


Appraise Individual
Performance
Check Development of Staff

Time Table:
March & April: Formal Appraisal
On-going: Intermediate reviews

Recipients:
Employee: Copy of Form
Superior: Copy of Form
HR Department : Original

Performance
appraisal
Year
201_ - 1_

Personal Particulars
Employee Id No.
Grade
Date of Joining:
Current Position

Appraisal for the year 201_-1_


Name
Since Date in Grade
As (Position) in Bank
________________
Since__________

Name of Supervisor

Branch / Department
Supervisor Grade

Overall Appraisal Score:


Does not meet
objectives

Partially Meets
objectives

Meets
Objectives

Exceeds
Objectives

Far Exceeds
Objectives

0-39

40-54

55-69

70-84

85-100

Overall Appraisal in words (including particular strengths and/or weaknesses)


Strengths:
Weaknessess:

Counselling Report: (Pl. write a few words on the employees participation and reaction to
the appraisal)

Employees Comments: (Employee may comment on the appraisal process or the rating or
the objectives if he wishes)

Employees Signature and Date


Supervisors Signature and Date
Next higher authority to the
Supervisors Signature and Date

Dy. CEO (HR) / CEO / Board ( as the


case may be) Signature and Date

Agree / Disagree (with


comments and revised
rating)
Agree / Disagree (with
comments and revised
rating)

A. Day to Day work Performance


1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

<1

1-10

10-20

Quantity of Work
Quality of Work
Customer Service Attitude
Team working attitude
Attendance and Punctuality
Accuracy and Reliability
Cares of and Develop subordinates
Initiatives and creativity
Supervisory ability
Conduct and obedience to
Supervisors

OVERALL DAY TO DAY PERFORMANCE SCORE

21-30
A=

31-40

Rating:
0= Does not Meet objectives; 1= Partially meets objectives; 2= Meets objectives;
3= Exceeds objectives; 4= Far exceeds objectives
Comments: (Please provide justification of Far Exceeds objectives and Partially meets objectives and
below including any external factors influencing the performance)

B. BUSINESS OBJECTIVES PERFORMANCE


Area of Objectives
Deposit Development
CASA Deposit Development
Credit Management New
Credit Management Monitoring
Credit Management Review /
Renewal
NPA Recovery Management
Insurance Business
Customer Service

Weight

Justification

Overall
40
Agreement of Business Objectives Performance:

Employees Signature____________________
Date:

Score

B=

Supervisors Signature _____________________


Date:

C. ASSESSMENT OF CURRENT COMPETENCE


Area of
Competence

Professional

Occupational

Business

Managerial /
supervisory

Professional
Qualifications

Level
Required
for
Position

Competence
Good Work Attitude
Initiative
Reliable
Adaptable
Creative
Banking Knowledge
Credit Knowledge
Financial Procedure
PC Skill
AUCB Product knowledge
Customer Care Skills
Commercial Awareness
Writing/Drafting skills
Leadership
Planning & Organising
Communication skill
Staff care
JAIIB
CAIIB
MBA/CA/ICWA/CS / LLB
Or PG Dip in Mgmt

Achievement of
Individual
1

Comments

Yes / No
Yes / No
Yes / No

Overall Marks for Competence: C = _____ out of 20


Rating:
1=None or Very Little; 2= Some but not yet competent; 3= Normally competent
4= Advanced; 5= Expert
Development Plans: (Self development that is required by the employee including any
steps to be taken by the Bank)

Signature of Employee: ________________ Signature of Supervisor: _______________________


Date:

Date:

HELP on Evaluating Performance

PERFORMANCE LEVEL RATINGS.


1.

These ratings are to be treated seriously.

2.

Guidelines for ratings.

Does Not Meet objectives (Poor)

Partially meets objectives (Fair)

Consistent poor performance. Work,


attendance or some other aspect is
very sub-standard. Cannot afford to
let the situation continue action
must be taken.

Some important aspect of work or


behaviour is below standard.
Cannot rely on staff to perform
satisfactorily. Situation is workable
but should be corrected.

Meets
Good)

objectives

(Satisfactory/

Overall performance is up to
standard. Does a solid job with
acceptable results. No important
aspect of work or behaviour is below
standard. No action required.

Exceeds objectives (Very Good)

Far Exceeds objectives (Excellent)

Performance in all aspects is clearly &


consistently very good. It is usually well above
average. Produces work of superior quality. Can
always be relied upon for a high standard job,
often can do extra or difficult work.

Performance is outstanding the best person! Work is top


quality. Handles position with confidence. Provides added
value. Can always be relied upon to master extra or difficult
work.

DAY-TO-DAY WORK PERFORMANCE

These performance indicators are intended to be similar to the expressions we use about staff in everyday talk. They
are not precise measures and are intended to be based on the managers observations and opinion. All that is
required is a common sense and fair approach. Supervisors should avoid marking on an all or nothing basis and
should bear in mind the performance over the whole of the period. The Satisfactory / Good level should be taken as
the minimum acceptable level and as the basic Akola Urban Banks standard. Higher levels should only be given for
clearly superior performance levels.

1. Quantity of Work: How productive is the staff


member compared to other employees and your
expectations.

6. Accuracy and Reliability: This is most


important. Can the person be relied upon to do
his job without having to be chased up? Will he
always make sure his supervisor knows if there
is, or could be a problem? Can he be trusted to
carry out his work in a consistent and accurate
manner?

2. Quality of Work: How is the standard of the work.


compared to the quality required by the job and the
quality of others work.

7. Cares for and Develops subordinates: Does


he make sure the staff under him are properly
trained and cross-trained? Does he ensure that
the staff receives the right experience? Does he
ensure his staff HR needs are taken care of.

3. Customer service Attitude: How the person deals


with those he interacts with. Consider how external
customers are treated and how he/she treats other
staff with whom he/she has to deal. Consider
cooperation, friendliness, promptness, accuracy etc.

8. Initiative & Creativity (value added): This is


related to reliability. Does the person try to
improve his work situation? Does he make good
suggestions? Does he do what needs doing
without always having to be told?

4. Team working Attitude: To what extent does the


person work with others? Does he put the objectives
and needs of the Bank and the Branch first or does
he look only to his own work and his own reputation.
Consider how well the person shares knowledge and
resources

9. Supervision: How well staff is supervised. Is


work delegated/assigned and is there good
follow-up. How well is the administrative work
done?

5. Attendance & punctuality: It is not enough to


arrive on time and attend the whole of every
working day. Higher levels of performance
require more commitment from the staff. An
extra effort would be the willingness to work
whenever required, or to work extra-mile etc.

10. Conduct & Obedience: THIS IS EVERYONES


CONCERN. This relates not only to follow the
reasonable orders of the superiors but also follow
the laid down procedures and best practices as
required by the Bank, RBI and other legal
requirements that are required for normal
banking requirements.

HELP ON SETTING OBJECTIVES AND EVALUATING COMPETENCY


OBJECTIVES.
a.

b.

c.

SMART objectives: are:


i. Specific
- says clearly (unambiguous/straight forward) what is to be done.
ii. Measurable
- the result can be seen and in some way measured reliably
iii. Achievable
- can be difficult or challenging, but must be able to be done.
iv. Relevant
- is useful and relevant to the targets/objectives of the
section/department etc.
v. Time bound
- has clear times or dates by which the tasks are to be completed.
Agreed competence self-development objectives.
i. The purpose is to develop the knowledge, skills or behaviour of the individual not job
tasks.
ii. When setting should be related to the Branch Plan (Targets).
iii. Try to set objectives that do not need formal training courses. It is often difficult to
arrange training within a specified period.
Agreed work objectives.
i. The purpose is to ensure key tasks are done and to give staff a chance to prove
themselves.
ii. Set no less than three and no more than five.
iii. In many cases they will be from the Job Description tasks make them specific and
set performance benchmarks. These benchmarks can be improved year to year.

COMPETENCIES
Level

Description

Guideline

1 None or Very Little

Has none or very little of the Behaviour, Skill or Knowledge required. Cannot carry out related
tasks at all.

2 Some but not yet competent

Has some of the behaviour or characteristic required. Can use skill or knowledge with guidance
from a competent person. Can work under direction.

3 Normally competent

Has the basic behavioural characteristic. Can use skill and knowledge without guidance in normal
circumstances. Can work without direction.

4 Advanced

Has the behavioural characteristic in above average form. Can use skill or knowledge in above
average manner. Can direct the work of others.

5 Expert

Has the behavioural characteristic in a very remarkable level. Is a master in the use of skill or
knowledge required. Can be considered an expert in the area.

GENERAL COMPETENCY SET


Good Work Attitude: Takes work seriously, puts work matters Product Knowledge: Has knowledge of all products of the Bank.
first, always tries to do a good job, and shows commitment.
Has an understanding of Banking business and related technology
even if not a specialist.
Initiative: Originating ideas or actions when these are seen to be Customer Care Skills: Has a positive attitude to serving and
beneficial.
assisting all customers-internal as well as external. Knows the
correct personal and telephone communication procedures. Is able
to deal with angry and difficult customers.
Reliable: Dependable, acts responsibly and promptly, exhibits Commercial Awareness: Understands and applies commercial
integrity and shows commitment to achieve goals.
and financial principles. Review issues in terms of costs, profits,
markets and added value.
Adaptable: Being willing and capable of changing ideas or Writing and Drafting Skills: Is able to communicate fluently in and
practices to meet new situations.
politely in both spoken and written form. Uses correct grammar and
vocabulary. An average native Marathi / English speaker is the
standard for Normally Competent.
Creative: Having original and new ideas to solve problems or to Leadership: Motivates, empowers and supervises others in order
improve current practices. Often associated with initiative.
to reach organizational goals.

Banking Knowledge: The skills, knowledge or behaviour Planning & Organizing: Organizes and schedules events, activities
associated with a particular occupation or speciality.
and resources, sets up and monitors time scales and plans.
Credit Knowledge: Uses the principles and tools of Credit Communication Skills: The ability to convey an intended message
Management to translate objectives into practical and achievable verbally or in writing to both individuals and groups and actively
action by prioritizing, planning, organizing and managing listen to the responses and encourage dialogue.
resources within and across functional boundaries.
Financial Procedures: Has knowledge of finance procedures at a Staff Care: Deals with subordinates in a constructive manner that
non-specialist level. Has an understanding of and uses budgeting balances the needs of the employee with those of the bank. Has
and cost-control as practiced in banking system for handling day to staff well-being and development at heart.
day functions.
PC Skills: The ability to use standard PC off-the-shelf software. Qualifications: The interest and efforts of the employee in
Does not include special programming other than that found in the enhancing the banking knowledge by pursuing professional courses
major office S/W suites. Includes keyboard skills.
those are relevant to Banking and bank management.

HELP on using the Performance Management Appraisal Forms


1. ANNUAL PERFORMANCE APPRAISAL (Gr. 1 & above)
i. Page 1 Summary Form, consisting of Performance rating and comments on overall appraisal. All required signatures present.
ii. Page 2 - Section A (Day-To-Day Work Performance),
iii. Page 3 Section B ( Business Objective Performance)
iv. Page 3 - Section C (Assessment of Current Competence) - assessed, justified and scored against objectives.
2.

REQUIRED SIGNATURES. Who should sign?

a.

Supervisor/Assessor
This should be the direct Supervisor under whom the concerned officer was required to perform his duties at the
Branch / Department. In case the concerned Officer is required to work under more than one Supervisor, the Head of
the Department / Branch should be the assessor.
Next Highest Supervisor.
The supervisors supervisor should sign. Where the Supervisor is at the Branch and reporting to the Branch Head or if
he is in the Department reporting to the Head of the Department, the Branch Head / HoD will be the next Highest
Supervisor.
Branch Heads / Head of Department
Respective Dy. CEO under whom the Branch / Department has been assigned shall be the assessor and the CEO shall
be the Next Highest Supervisor.
Dy. CEOs and Head of IT
CEO shall be the assessor and the Managing Director or the Director who has been assigned the HR function shall be
next Highest Supervisor.
Head of Internal Audit and Risk Management
CEO shall be the assessor and the Chairman of Audit and Risk Management Committee or its member as authorised
by the Committee shall be the next Highest Supervisor.
CEO
The Managing Director or the Director who has been assigned the HR function shall be the assessor and the Chairman
and/or the Vice Chairman shall be the next Highest Supervisor.

b.

c.

d.

e.

f.

3.

STAFF ON LEAVE.

Staff on planned leave/absence should be appraised and interviewed by the supervisor before
commencing leave/absence.

Staff on unplanned absence may be assessed while absent, but must be informed immediately on their
return.
4.

TRANSPERANCY

a. The entire process of appraisal should be held in one to one meeting by the assessor and the employee who
is being apprised.
b. It is expected that there should be free and frank dialogue while deciding the ratings on different
parameters and the views of the employee should be heard and addressed while undertaking appraisal.
c. Appraisal should be undertaken objectively purely based on the required performance and competence
specific to the job and responsibility and ensure that no other over-riding reasons affect objective appraisal.
d. In case the employee worked under more than two supervisors during the year under review, the supervisor
under whom the employee working at the time of appraisal (i.e., in March/April) shall be the assessor provided
that the assessor was his/her supervisor for at least 4 months or more. Otherwise, the supervisor under whom
he had worked earlier for major part of the year shall be the assessor. The Next highest Authority, in such
cases, will be based on the Assessor mentioned in (2) above.