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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 Compare with someone else.
to job duties.
Keep the discussion "on track" and firmly Lose control of discussion.
guide it.
Discuss best methods of avoiding future Dwell on weaknesses.
mistakes.
Permit the Appraisal to "Save face"; Emphasize past failures.
emphasize strong points.
Show that you are prepared to make Promise anything over your
recommendations, without firm authority e.g. annual increment.
commitment.
Be fair and honest in the assessment. Overmark or praise without
justification.
Show what should be done to improve Let an Appraisee leave with
and establish job targets. 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


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.

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.
NSGB Annual Performance Appraisal for Executive Grade
‫ﺗﻘﻴﻴﻢ اﻷداء اﻟﺴﻨﻮي ﻟﻠﻤﺴﺘﻮى اﻹداري‬

SECTION I
‫اﻟﺠﺰء اﻷول‬
Name: «employee_name» :‫اﻻﺳﻢ‬

Grade: «grade» ‫ اﻟﺪرﺟﻪ اﻟﻮﻇﻴﻔﻴﻪ‬:

Branch: «branch» :‫اﻟﻔﺮع‬

Department: «department» :‫اﻹدارة‬

Employment date: «employment_date» :‫ﺗﺎرﻳﺦ اﻻﻟﺘﺤﺎق‬

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 -١ ‫ﻣﻬﺎرات و ﻣﻌﺮﻓﺔ ﻃﺒﻴﻌﺔ اﻟﻌﻤﻞ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

2- Operational Competence -٢ ‫آﻔﺎءات ﻋﻤﻠﻴﺔ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

3- Sense of responsibility and -٣ ‫روح اﻟﻤﺴﺌﻮﻟﻴﺔ و اﻟﺤﻜﻢ ﻋﻠﻰ اﻷﻣﻮر‬


judgment

Comments: :‫ﺗﻌﻠﻴﻖ‬

4- Problem solving capacity -٤ ‫اﻟﻘﺪرة ﻋﻠﻰ ﺣﻞ اﻟﻤﺸﺎآﻞ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

5- Ability to take decisions -٥ ‫اﻟﻘﺪرة ﻋﻠﻰ اﺗﺨﺎذ اﻟﻘﺮارات‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

6- Initiative / Enterprise -٦ ‫اﻷﻋﻤﺎلاﻟﻤﺒﺎدرة و اﻟﻤﺸﺎرآﺔ ﻓﻲ‬

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Comments: :‫ﺗﻌﻠﻴﻖ‬

7- PC Literacy -٧ ‫اﻟﻘﺪرة ﻋﻠﻰ اﺳﺘﺨﺪام اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

8- Awareness / Follow-up -٨ ‫ﻣﺘﺎﺑﻌﺔ ﻣﺴﺎر اﻟﻌﻤﻞ‬


procedures

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 -١٠ ‫ﻣﻬﺎرات ﻗﻴﺎدﻳﺔ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

11- Personal Ambition / Motivation -١١ ‫اﻟﺤﻤﺎس اﻟﺸﺨﺼﻲ و اﻟﺘﺤﻔﻴﺰ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

12-Ability to generate team spirit / -١٢ ‫اﻟﻘﺪرة ﻋﻠﻰ ﻧﺸﺮ روح اﻟﻔﺮﻳﻖ و ﺗﺤﻔﻴﺰ اﻟﻤﻮﻇﻔﻴﻦ‬
motivate staff
Comments: :‫ﺗﻌﻠﻴﻖ‬

13- Checking and controlling -١٣ ‫أﺷﺮاف و ﻣﺘﺎﺑﻌﺔ اﻟﻤﺮؤوﺳﻴﻦ‬


subordinates
Comments: :‫ﺗﻌﻠﻴﻖ‬

14- Ability to delegate effectively & -١٤ ‫اﻟﻘﺪرة ﻋﻠﻰ ﺗﻮزﻳﻊ اﻟﻤﺴﺌﻮﻟﻴﺎت ﺑﻜﻔﺎءة و اﻷﺷﺮاف‬
conducting Permanent Supervision ‫ﻋﻠﻰ اﻟﻌﻤﻞ‬
Comments: :‫ﺗﻌﻠﻴﻖ‬

CUSTOMER RELATIONS
‫اﻟﻌﻼﻗﺔ ﻣﻊ اﻟﻌﻤﻼء‬
15- Customer Relations Skills -١٥ ‫ﻣﻬﺎرات اﻟﻌﻼﻗﺔ ﻣﻊ اﻟﻌﻤﻼء‬

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Comments: :‫ﺗﻌﻠﻴﻖ‬

16- Marketing / Selling Skills -١٦ ‫ﻣﻬﺎرات اﻟﺘﺴﻮﻳﻖ و اﻟﺒﻴﻊ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

17- Projects a professional image -١٧ ‫اﻟﻘﺪرة ﻋﻠﻰ ﺗﻘﺪﻳﻢ ﺻﻮرة ﻣﺸﺮﻓﺔ ﻟﻠﻌﻤﻞ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

INTERPERSONAL SKILLS
‫ﻣﻬﺎرات اﻟﺘﻮاﺻﻞ و اﻟﻌﻼﻗﺎت اﻹﻧﺴﺎﻧﻴﺔ‬
18- Cooperation with colleagues -١٨ ‫اﻟﺘﻌﺎون ﻣﻊ اﻟﺰﻣﻼء‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

19- Verbal Communication Skills -١٩ ‫ﻣﻬﺎرات اﻟﺘﻮاﺻﻞ اﻟﻠﻔﻈﻴﺔ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

20- Written Communications Skills -٢٠ ‫ﻣﻬﺎرات اﻟﺘﻮاﺻﻞ اﻟﻜﺘﺎﺑﻴﺔ‬

Comments: :‫ﺗﻌﻠﻴﻖ‬

Rating for Section II (Average of items 1 ‫ ( ﻣﺘﻮﺳﻂ درﺟﺎت ﻋﻮاﻣﻞ اﻟﺠﺰء اﻟﺜﺎﻧﻲ‬٢٠ : ١ ‫) ﻣﻦ‬
to 20)

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SECTION III
‫اﻟﺠﺰء اﻟﺜﺎﻟﺚ‬
Measurement / realization of Objectives / ‫ﻣﻘﺎﻳﻴﺲ ﺗﺤﻘﻴﻖ اﻷهﺪاف‬- ‫ﻓﻰ اﻟﻌﺎم اﻟﻤﺎﺿﻰ‬
Targets from last year

Consider the achievement of the goals / objectives ‫اﻟﻤﺬآﻮر ﻓﻲ ﺗﻘﻴﻴﻢ اﻷداء اﻟﻤﺮﺳﻞ ﻣﻦ اﻟﻌﺎم اﻟﻤﺎﺿﻲﺗﺤﻘﻴﻖ أهﺪاف ﻣﻊ ﻣﺮاﻋﺎة‬
mentioned in the previous years APA as provided ‫إدارة اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
by HR.

Rating for Section III ‫ﻣﺘﻮﺳﻂ درﺟﺎت اﻟﺠﺰء اﻟﺜﺎﻟﺚ‬

OVERALL RATING
(Average of Section II and (‫اﻟﺘﻘﻴﻴﻢ اﻟﻜﻠﻰ )ﻣﺘﻮﺳﻂ درﺟﺎت اﻟﺠﺰء اﻟﺜﺎﻧﻰ و اﻟﺜﺎﻟﺚ‬
Section III)

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SECTION IV
‫اﻟﺠﺰء اﻟﺮاﺑﻊ‬
Objectives for the coming year ‫اﻟﺠﺰء اﻷول‬
This section to be completed by the employee ‫هﺬا اﻟﺠﺰء ﻳﻤﻸ ﺑﻤﻌﺮﻓﺔ اﻟﻤﻮﻇﻒ‬
What improvements I will attempt to achieve or what ‫ﻣﺎ هﻲ أوﺟﻪ اﻟﺘﺤﺴﻦ اﻟﺘﻲ ﺳﺄﻋﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻘﻬﺎ؟‬
goals / objectives I hope to achieve before my next ‫ﻣﺎ هﻲ اﻷهﺪاف اﻟﺘﻲ أﺑﻐﻲ ﺗﺤﻘﻴﻘﻬﺎ ﻗﺒﻞ اﻟﺘﻘﻴﻴﻢ اﻟﻤﻘﺒﻞ؟‬
APA ‫ﺑﺮﺟﺎء اﺳﺘﺨﺪام اﻟﻨﻤﻮزج اﻟﺘﺎﻟﻰ ﻻﺳﺘﻜﻤﺎل هﺬا اﻟﺠﺰء‬
Please use the following template to complete this
section:

Remind your staff to think SMART when instructing them on the completion of this section
S PECIFIC
M EASURABLE
A 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 ‫هﺬا اﻟﺠﺰء ﻳﻤﻸ ﺑﻤﻌﺮﻓﺔ اﻟﻤﻘﻴﻢ‬


appraiser (i.e. the supervisor)
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 ‫هﻞ ﺗﻌﺘﻘﺪ أن اﻟﻤﻮﻇﻒ ﻣﻨﺎﺳﺐ ﺗﻤﺎﻣﺎ ﻟﻄﺒﻴﻌﺔ اﻟﻌﻤﻞ اﻟﺬي ﻳﻘﻮم‬ .١
properly employed in the work they are doing? ‫ﺑﻪ؟‬
If not, give reasons: ‫ ﻓﻤﺎ هﻲ اﻷﺳﺒﺎب؟‬- ‫إذا آﺎﻧﺖ اﻹﺟﺎﺑﺔ ﻻ‬

2. Do you wish to retain this employee among ‫هﻞ ﺗﺮﻏﺐ أن ﻳﺒﻘﻰ اﻟﻤﻮﻇﻒ ﻓﻲ ﻋﻤﻠﻪ؟‬ .٣
your staff? If No, why and what are your ‫إذا آﺎﻧﺖ اﻹﺟﺎﺑﺔ ﻻ – ﻟﻤﺎذا و ﻣﺎ هﻲ ﺗﻮﺻﻴﺎﺗﻚ؟‬
recommendations?

Appraiser’s Name : :‫اﻟﻤﻘﻴﻢ‬

:‫اﻟﺪرﺟﺔ اﻟﻮﻇﻴﻔﻴﺔ‬
Job Title :
: ‫اﻟﺘﻮﻗﻴﻊ‬
Signature :

Date : :‫اﻟﺘﺎرﻳﺦ‬

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SECTION VI
‫اﻟﺠﺰء اﻟﺴﺎدس‬
Appraisee’s Comment ‫ﺗﻌﻠﻴﻖ اﻟﻤﻮﻇﻒ‬
Appraisal accepted ‫اﻟﺘﻘﻴﻴﻢ ﻣﻘﺒﻮل‬
Yes ‫ﻧﻌﻢ‬

No ‫ﻻ‬
If No, please give reasons:

Staff's Signature : : ‫إﻣﻀﺎء اﻟﻤﻮﻇﻒ‬

Date:
:‫اﻟﺘﺎرﻳﺦ‬

SECTION VII
‫اﻟﺴﺎﺑﻊاﻟﺠﺰء‬

Branch Manager's Comments : : ‫ﺗﻌﻠﻴﻘﺎت ﻣﺪﻳﺮ اﻟﻔﺮع‬

Branch Manager's Signature : :‫إﻣﻀﺎء ﻣﺪﻳﺮ اﻟﻔﺮع‬

Date: :‫اﻟﺘﺎرﻳﺦ‬

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Training and Development ‫اﻟﺘﺪرﻳﺐ و اﻟﺘﻄﻮ ي ر‬
Please find below a list of compentencies / skills that
the employee might need in or to improve the general ‫ اﻟﻜﻔﺎءات اﻟﺘﻰ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻤﻮﻇﻒ ﻟﺘﺤﺴﻴﻦ اﻻداء‬/ ‫آﻤﺎ ﻳﻠﻰ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﻬﺎرات‬
performance. ‫ﺑﺮﺟﺎء وﺿﻊ ﻋﻼﻣﺔ ) ( أﻣﺎم اﻟﻤﻬﺎرة اﻟﺘﻰ ﻳﻠﺰم ﺗﻨﻤﻴﺘﻬﺎ ﻟﻠﻤﻮﻇﻒ ﻣﻦ أﺟﻞ‬
You will find a discription for each. Please check ( ) .‫ﺗﺤﺴﻴﻦ اﻷداء اﻟﻌﺎم‬
next to those needed.
Banking Operation ‫اﻟﻌﻤﻠﻴﺎت اﻟﻤﺼﺮﻓﻴﺔ‬
Awareness of the different job duties he/she is ‫ ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اﻟﻘﻴﺎم ﺑﻤﻬﺎم وﻇﻴﻔﺘﻪ اﻟﻤﺨﺘﻠﻔﺔ ﺑﺎﻟﻜﻔﺎءة اﻟﻤﻄﻠﻮﺑﺔ‬-
performing.
Business Planning ‫ﺗﺨﻄﻴﻂ اﻟﻌﻤﻞ‬
Aware of the strategy of the bank and understands ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ادراك اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﻤﻞ وﻓﻬﻢ اﻟﺨﻄﻂ اﻟﻌﻤﻠﻴﺔ اﻟﻼزﻣﺔ‬
the operational plans that are necessary to support ‫ ﺛﻢ ﺗﺤﻮﻳﻠﻬﺎ اﻟﻰ ﺧﻄﻂ ﻣﺤﻠﻴﺔ داﺧﻞ اﻃﺎر اﻟﻌﻤﻞ‬، ‫ﻟﺪﻋﻢ ﺗﻠﻚ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ‬
this strategy. Translates this into local plans for ‫اﻟﺨﺎص ﺑﻪ‬
own area of work.
Change Agent ‫ﻋﺎﻣﻞ اﻟﺘﻐﻴﺮ‬
Acceptance and implementation of changes by; ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﻗﺒﻮل اﻟﺘﻐﻴﺮ وﺗﻨﻔﻴﺬﻩ ﻣﻦ ﺧﻼل ﺗﺸﺠﻴﻊ اﻻﺧﺮﻳﻦ ﻋﻠﻰ‬
encouraging others to think outside the box, .‫اﻟﺘﻔﻜﻴﺮ ﺧﺎرج اﻻﻃﺎر اﻟﺘﻘﻠﻴﺪي وﺗﺸﺠﻴﻊ ﻃﺮق اﻻﺑﺘﻜﺎر وﺧﻔﺾ ﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﺮ‬
promoting innovative approaches and reducing
resistance to change.
Communication Skills ‫ﻣﻬﺎرات اﻹﺗﺼﺎل‬
Proper communication properly with clients, ‫ ﻟﺘﻄﻮﻳﺮ ﻣﻬﺎرات اﻟﻌﺎﻣﻞ ﻓﻰ اﻹﺗﺼﺎل ﻣﻊ اﻟﻌﻤﻼء واﻟﺰﻣﻼء واﻟﺮؤﺳﺎء ﻋﻦ‬-
collegues, and superiors either by developing: :‫ﻃﺮﻳﻖ ﺗﻄﻮﻳﺮ اﻟﻤﻬﺎرات اﻵﺗﻴﺔ‬
* Presentations skills ‫* ﻣﻬﺎرات اﻟﻌﺮض‬
* Report Writing ‫* آﺘﺎﺑﺔ اﻟﺘﻘﺎرﻳﺮ اﻟﻔﻌﺎﻟﺔ‬
* Dealing with others ‫* آﻴﻒ ﺗﺘﻌﺎﻣﻞ ﻣﻊ اﻵﺧﺮﻳﻦ‬
Contract Management ‫ادارة اﻟﻌﻘﻮد‬
Manages contracts relating to the business of the ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ادارة اﻟﻌﻘﻮد اﻟﻤﺘﻌﻠﻘﺔ ﺑﺄﻋﻤﺎل اﻟﺒﻨﻚ وﺿﻤﺎن ﺻﻴﺎﻏﺘﻬﺎ‬
bank. Ensures they are drawn up to meet the ‫ واﻟﺘﺪرﻳﺐ‬.‫ﺑﺸﻜﻞ ﻳﺘﻤﺎﺷﻰ ﻣﻊ اﺣﺘﻴﺎﺟﺎت اﻟﺒﻨﻚ وﺗﻨﻔﻴﺬهﺎ ﻣﻦ ﻗﺒﻞ اﻟﻤﺘﻌﺎﻗﺪﻳﻦ‬
needs of the bank and that they are fulfilled by .‫ﻋﻠﻰ اﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻏﻴﺮ اﻟﻤﻠﺘﺰﻣﻴﻦ ﺑﺒﻨﻮد اﻟﻌﻘﺪ‬
contractors. Is able to deal with contractors who
do not meet the terms of the contract.
Cooperation ‫اﻟﺘﻌﺎون‬
Proactively develops cooperative relationships with ‫ اﻻﺳﺘﻌﺪاد ﻟﺘﻄﻮﻳﺮ اﻟﻌﻼﻗﺎت اﻟﺘﻌﺎوﻧﻴﺔ ﻣﻊ اﻟﺰﻣﻼء واﻟﺮؤﺳﺎء واﻟﻌﻤﻼء‬-
colleagues, superiors, clients or suppliers, in order ‫واﻟﻤﻤﻮﻟﻴﻦ ﺗﺤﻘﻴﻘﺎً ﻟﻼهﺪاف‬
to achieve objectives.
Delivering Results ‫ﺗﺤﻘﻴﻖ اﻟﻨﺘﺎﺋﺞ‬
Organises own activity and team’s work to meet ‫ ﺗﻨﻈﻴﻢ اﻟﻌﻤﻞ اﻟﺨﺎص واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﻟﻴﺘﻤﺎﺷﻰ ﻣﻊ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺘﻮﻗﻌﺔ ﻣﻦ ﻗﺒﻞ‬-
results expected by the organisation while .‫اﻹدارة ﻣﻊ اﻻﺣﺘﻔﺎظ ﺑﺎﻻﻃﺎر اﻟﺰﻣﻨﻲ و اﻻهﺪاف‬
respecting the timeframe and the objectives.
Developing Others ‫ﺗﻄﻮﻳﺮ اﻵﺧﺮﻳﻦ‬
Providing guidance and feedback to help team ‫اﻣﺪاد ﻓﺮﻳﻖ اﻟﻌﻤﻞ ﺑﺎﻻرﺷﺎد اﻟﻼزم ﻟﻤﺴﺎﻋﺪﺗﻪ ﻋﻠﻰ ﺗﻘﻮﻳﺔ ﻣﻌﺎرﻓﻪ وﻣﻬﺎراﺗﻪ‬
members strengthen the knowledge and skills .‫اﻟﻼزﻣﺔ ﻻﻧﺠﺎز اﻟﻤﻬﺎم وﺣﻞ اﻟﻤﺸﻜﻼت‬
needed to accomplish a task or solve a problem.
Financial Forcasting ‫اﻟﺘﻮﻗﻌﺎت اﻟﻤﺎﻟﻴﺔ‬
Is able to anticipate future financial risks and ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اﻟﻘﺪرة ﻋﻠﻰ ﺗﻮﻗﻊ اﻟﻤﺨﺎﻃﺮ اﻟﻤﺎﻟﻴﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ واﻧﺘﻬﺎز‬
opportunities for own area of work and develop .‫اﻟﻔﺮص ﻓﻲ ﻣﺠﺎل اﻟﻌﻤﻞ اﻟﺨﺎص ﺑﻪ ﻣﻊ ﺗﻄﻮﻳﺮ اﻟﻤﻴﺰاﻧﻴﺔ ﻃﺒﻘًﺎ ﻟﺬﻟﻚ‬
budget(s) on this basis.
Financial Management ‫اﻻدارة اﻟﻤﺎﻟﻴﻪ‬
Manages a budget for a team, project or ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﻨﻈﻴﻢ اﻟﻤﻴﺰاﻧﻴﺔ اﻟﺨﺎﺻﺔ ﺑﻔﺮﻳﻖ اﻟﻌﻤﻞ ﻓﻲ اﻟﻤﺸﺮوع أو‬
department. He/she fully understands the detail of ‫ واﻟﻌﻤﻞ ﻓﻲ اﻃﺎر هﺬﻩ اﻟﻤﻴﺰاﻧﻴﺔ‬،‫ واﻟﻔﻬﻢ اﻟﺘﺎم ﻟﺘﻔﺎﺻﻴﻞ اﻟﻤﻴﺰاﻧﻴﺔ‬،‫اﻟﻘﻄﺎع‬
the budget, operates within that budget and makes .‫واﻟﻘﻴﺎم ﺑﺎﻟﺘﻌﺪﻳﻼت اﻟﻤﻨﺎﺳﺒﺔ اﻟﺘﻲ ﺗﻌﻜﺲ اﻟﺘﻐﻴﺮ اﻟﻤﺴﺘﻤﺮ‬
appropriate adjustments to reflect ongoing
changes.

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Initiative ‫اﻟﻤﺒﺎدرة‬
Reacting quickly to situations, demonstrating ‫اﻻﺳﺘﺠﺎﺑﺔ اﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻮاﻗﻒ واﻇﻬﺎر ﻣﺮوﻧﺔ واﻟﻤﺒﺎدرة ﺑﺎﺗﺨﺎذ اﻟﻤﻮاﻗﻒ‬
flexibility, independently taking appropriate action .‫اﻟﻤﻨﺎﺳﺒﺔ وﺗﺠﺎوز اﺗﻮﻗﻌﺎت ﻣﻦ ﺧﻼل اﻗﺘﺮاح ﺗﻮﺟﻬﺎت ﺟﺪﻳﺪة‬
and surpassing expectations by proposing new
approaches.
Interviewing ‫اﺟﺮاء ﻣﻘﺎﺑﻼت اﻟﻌﻤﻞ‬
Has experience of interviewing potential new staff ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اآﺘﺴﺎب ﺧﺒﺮة ﻻﺟﺮاء ﻣﻘﺎﺑﻼت ﻟﻠﻌﺎﻣﻠﻴﻦ اﻟﺠﺪد )أو‬
(or existing staff who are aiming for a promotion). (‫ﻟﻠﻌﺎﻣﻠﻴﻦ اﻟﺤﺎﻟﻴﻴﻦ ﺑﻬﺪف ﺗﺮﻗﻴﺘﻬﻢ‬
Languages Skills ‫اﻟﻠﻐﺎت‬
- Please write "E" for English or "F" for French in ‫ " ﻟﻠﻠﻐﺔ اﻟﻔﺮﻧﺴﻴﺔ‬F " ‫ " ﻟﻠﻠﻐﺔ اﻹﻧﺠﻠﻴﺰﻳﺔ أو‬E " ‫ﺑﺮﺟﺎء آﺘﺎﺑﺔ‬
the box.
Assertiveness ‫اﻟﺤﺰم‬
Demonstrates a strong – and justified – awareness ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اﻇﺎر ﻣﻬﺎراﺗﻪ اﻟﺨﺎﺻﻪ وآﻔﺎءاﺗﻪ ) اﻷﺻﻮل واﻟﻘﻴﻢ‬
of own skills and competencies (i.e. own assets, ‫ اﻟﺘﺼﺮف ﺑﺎﺳﺘﻘﻼﻟﻴﺔ و‬، ‫واﻟﺤﺮﻓﻴﺔ ( آﺎﻟﻘﺪرة ﻋﻠﻰ ﺿﺒﻂ اﻟﻨﻔﺲ ﺗﺤﺖ اﻟﻀﻐﻂ‬
own value, own professionalism) i.e. Holding up ‫ﻓﺾ اﻟﻤﻨﺎزﻋﺎت‬
under pressure, acting independently, conflict
resolution, etc…
Managing Time ‫ادارة اﻟﻮﻗﺖ‬
Able to organise meetings, setting the agenda and ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﻨﻈﻴﻢ اﻻﺟﺘﻤﺎﻋﺎت ووﺿﻊ ﺟﺪول اﻻﻋﻤﺎل واﻟﺘﺼﺮف‬
acting as chair to ensure; all material is covered ‫ﺑﺸﻜﻞ اداري ﻳﻀﻤﻦ ﺗﻐﻄﻴﺔ آﺎﻓﺔ اﻟﻨﻘﺎط ﻓﻲ اﻻﻃﺎر اﻟﺰﻣﻨﻲ اﻟﻤﺤﺪد وﺗﺴﺠﻴﻞ‬
within a set timeframe, decisions are recorded and .‫آﺎﻓﺔ اﻟﻘﺮارات ﻣﻔﻮﺿﻪ ﺑﺎﻟﺸﻜﻞ اﻟﻼزم‬
actions delegated as necessary.
Marketing Skills ‫ﻣﻬﺎرات اﻟﺘﺴﻮﻳﻖ‬
Analysis of current situation of bank activities in ‫ ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﺤﻠﻴﻞ اﻟﻤﺮآﺰ اﻟﺘﺴﻮﻳﻘﻰ ﻟﻠﺒﻨﻚ ﻣﻦ ﺧﻼل اﻟﻤﻨﺎﻓﺴﻴﻦ‬-
regard ‫اﻟﻤﺤﻴﻄﻴﻦ وآﺬا إآﺘﺸﺎف ﻓﺮص ﺑﻴﻌﻴﺔ ﺟﺪﻳﺪة‬
to with competitors and identifing potential
opportunities.
Decision–Making ‫ﺻﻨﻊ اﻟﻘﺮار‬
Identifing and understanding issues, problems and ،‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﺤﺪﻳﺪ وﻓﻬﻢ اﻟﻤﻮﺿﻮﻋﺎت واﻟﻤﺸﻜﻼت واﻟﻔﺮص اﻟﻤﺘﺎﺣﺔ‬
opportunities; comparing data from different ‫ واﺳﺘﺨﺪام‬،‫وﻣﻘﺎرﻧﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﻮاردة ﻣﻦ ﻣﺨﺘﻠﻒ اﻟﻤﺼﺎدر ﻟﻠﻮﺻﻮل ﻟﻠﻨﺘﺎﺋﺞ‬
sources to draw conclusions; uses effective .‫اﻟﻄﺮق اﻟﻔﻌﺎﻟﺔ ﻻﺧﺘﻴﺎر ﻣﺴﺎر اﻟﻌﻤﻞ أو ﻟﺘﻄﻮﻳﺮ اﻟﺤﻠﻮل اﻟﻤﻼﺋﻤﺔ‬
approaches for choosing a course of action or
developing appropriate solutions.
PC Skills ‫ﻣﻬﺎرات اﻟﺤﺎﺳﺐ‬
- please check in front of the proper software: ‫ﺑﺮﺟﺎء وﺿﻊ ﻋﻼﻣﺔ " " أﻣﺎم اﻟﺒﺮﻧﺎﻣﺞ اﻟﻤﺮاد اﻟﺘﺪرﻳﺐ ﻋﻠﻴﻪ‬
- MS Word ‫ﻣﻌﺎﻟﺠﺔ اﻟﻨﺼﻮص‬
- MS Excel ‫اﻟﺠﺪاول اﻻﻟﻜﺘﺮوﻧﻴﺔ‬
- MS PowerPoint ‫ﻃﺮق ﻋﺮض اﻟﺒﺎﻳﺎﻧﺎت‬
- Others (please specify): ( ‫ﺑﺮاﻣﺞ أﺧﺮى ) ﺑﺮﺟﺎء ﺗﺤﺪﻳﺪهﺎ‬

Team Leadership ‫ﻗﻴﺎدة ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬


Developing skills such as – Delegation, cohesive ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻣﻬﺎراﺗﻪ آﺎﻟﺘﻔﻮﻳﺾ وﺑﻨﺎء ﻓﺮﻳﻖ ﻋﻤﻞ ﻣﺘﻼﺣﻢ‬
team building, etc… .‫اﻟﺦ‬....

Time Management ‫ادارة اﻟﻮﻗﺖ‬


Has a good understanding of his/her calendar and ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺟﺪول اﻋﻤﺎﻟﻪ واﻻﻟﺘﺰاﻣﺎت اﻟﺨﺎﺻﺔ ﺑﻪ وﺗﺤﺪﻳﺪ‬
commitments, establishing key tasks and priorities ‫اﻟﻤﻬﺎم اﻷﺳﺎﺳﻴﺔ واﻷوﻟﻮﻳﺎت وﺗﻘﺴﻴﻢ اﻟﺠﺪول اﻟﺰﻣﻨﻲ اﻟﻤﻨﺎﺳﺐ اﻟﺬي ﻳﺤﻘﻖ‬
and allocating appropriate timescales for .‫اﻻداء اﻟﻨﺎﺟﺢ‬
successful delivery.
Others ‫أﺧﺮى‬
Please specify other trainings that might be needed .‫ﺑﺮﺟﺎء ذآﺮ أى ﺑﺮاﻣﺞ أﺧﺮى أو ﻣﻘﺘﺮﺣﺎت ﻗﺪ ﺗﺤﺘﺎﺟﻮن اﻟﻴﻬﺎ‬
as well as your comments.

*** 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 Compare with someone else.
to job duties.
Keep the discussion "on track" and firmly Lose control of discussion.
guide it.
Discuss best methods of avoiding future Dwell on weaknesses.
mistakes.
Permit the Appraisal to "Save face"; Emphasize past failures.
emphasize strong points.
Show that you are prepared to make Promise anything over your authority
recommendations, without firm e.g. annual increment.
commitment.
Be fair and honest in the assessment. Overmark or praise without
justification.
Show what should be done to improve Let an Appraisee leave with doubts
and establish job targets. 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


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.

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.

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.

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.

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 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 اﻷداء اﻟﺴﻨﻮي ﻟﻠﻤﻮﻇﻔﻴﻦ ﺑﺪرﺟﺎت ﻣﺼﺮﻓﻲ‬

SECTION I
‫اﻟﺠﺰء اﻷول‬
Name: «employee_name» :‫اﻻﺳﻢ‬

Grade: «grade» : ‫اﻟﺪرﺟﻪ اﻟﻮﻇﻴﻔﻴﻪ‬

Branch: «branch» :‫اﻟﻔﺮع‬

Department: «department» :‫اﻹدارة‬


Employment date:
:‫ﺗﺎرﻳﺦ اﻻﻟﺘﺤﺎق‬
«employment_date»
Employee No.: «employee_num» :‫رﻗﻢ ﻣﻠﻒ اﻟﻤﻮﻇﻒ‬

Age: «age_year»Y «age_month»M :‫اﻟﺴﻦ‬

SECTION II: Factors


‫ اﻟﻌﻮاﻣﻞ‬:‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ‬
1. Quantity of work ‫ آﻢ اﻟﻌﻤﻞ‬.١
( Measure of output level) (‫)ﻗﻴﺎس اﻟﻜﻤﻴﺔ اﻹﻧﺘﺎﺟﻴﺔ‬

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

2. Quality of work ‫ ﺟﻮدة اﻟﻌﻤﻞ‬.٢


(Consider standard of work) (‫) ﻗﻴﺎس ﺟﻮدة اﻟﻌﻤﻞ ﻣﻊ اﻷﺧﺬ ﻓﻲ اﻻﻋﺘﺒﺎر اﻟﻤﻌﺎﻳﻴﺮ اﻟﻤﻮﺿﻮﻋﺔ ﻟﻘﻴﺎس اﻟﻌﻤﻞ‬

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

3. Job skills ‫ ﻣﻬﺎرات اﻟﻌﻤﻞ‬.٣


(Extent to which the individual makes use of his skills (‫) ﻣﺪى اﺳﺘﺨﺪام اﻟﻔﺮد ﻟﻤﻬﺎراﺗﻪ و ﻣﻌﺎرﻓﻪ‬
and knowledge)

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

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4. Dependability ‫ ﻣﺪى اﻟﻘﺪرة ﻋﻠﻰ اﻻﻋﺘﻤﺎد ﻋﻠﻴﻪ‬.٤
(‫)ﻣﺪى اﺗﺒﺎﻋﻪ ﻟﺘﻌﻠﻴﻤﺎت و ﺧﻄﻮات اﻟﻌﻤﻞ‬
(Extent to which the individual follows
instructions and procedures)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

5. Responsibility ‫ اﻟﻤﺴﺌﻮﻟﻴﺔ‬.٥
(‫) اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻜﻴﻒ ﻣﻊ اﻟﻤﺴﺌﻮﻟﻴﺔ اﻟﻤﺴﺘﻨﺪة إﻟﻴﺔ‬
(Ability to cope with responsibility
assigned)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

6. Cooperation ‫ اﻟﺘﻌﺎون‬.٦
(‫) اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻌﺎون ﻣﻊ اﻵﺧﺮﻳﻦ‬
(Consider how effectively the individual
cooperates with others and/or gets
cooperation from colleagues)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

7. Public / Customer Relations ‫ اﻟﻌﻼﻗﺎت ﻣﻊ اﻟﺠﻤﻬﻮر و اﻟﻌﻤﻼء‬.٧


(‫) ﻣﺮاﻋﺎة اﻟﻜﻔﺎءﻩ ﻋﻨﺪ اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻌﻤﻼء‬
(Consider effectiveness in dealing with
customers)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

8. Security ‫ اﻷﻣﻦ‬.٨
‫)ﻣﺪى ﻣﻌﺮﻓﺘﻪ و اﻟﺘﺰاﻣﻪ ﺑﺎﻟﺘﻌﻠﻴﻤﺎت اﻷﻣﻨﻴﺔ و اﻟﺴﺮﻳﺔ‬
(Consider awareness of and adherence to
(‫و اﻟﻠﻮاﺋﺢ‬
security regulations and policies)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

9. Leadership Skills* ‫ﻣﻬﺎرات ﻗﻴﺎدﻳﺔ‬ .٩


(‫) آﻔﺎءة ﻓﻲ ﺗﺪرﻳﺐ اﻷﻓﺮاد و إدارة ﻋﻤﻠﻬﻢ‬
(Consider the individuals effectiveness in
training people & directing their work) ‫ذﻟﻚ ﻳﻨﻄﺒﻖ ﻋﻠﻰ اﻟﻤﻮﻇﻔﻴﻦ اﻟﺬﻳﻦ ﻳﻘﻮﻣﻮن ﺑﺄﻋﻤﺎل إﺷﺮاﻓﻴﺔ – ﻣﻮﻇﻒ ﻓﺄآﺜﺮ‬

* Certain jobs may call for appraisal in this area, i.e.


this factor is for staff who are supervising 1 + staff
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

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10. Communication skills ‫ ﻣﻬﺎرات اﻻﺗﺼﺎل‬.١٠
(‫) ﻣﺪى ﻣﻬﺎرة اﻟﻔﺮد ﻓﻲ ﺗﻮﺻﻴﻞ و اﺳﺘﻘﺒﺎل اﻟﻤﻌﻠﻮﻣﺎت ﻟﻔﻈﻴﺎ و آﺘﺎﺑﻴﺎ‬
(Consider how skillfully the individual
conveys and receives verbal and written
information)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

11. Initiative ‫ اﻟﻤﺒﺎدرة‬.١١


(Measure the degree of initiative taken / (‫ اﺧﺬ اﻟﻤﺒﺎدرة‬/ ‫) ﻣﺪى اﻟﻘﺪرة ﻋﻠﻰ اﻇﻬﺎر‬
shown)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

12. Attendance / Punctuality ‫ ﻣﺪى اﻻﻟﺘﺰام ﺑﻤﻮاﻋﻴﺪ اﻟﻌﻤﻞ‬.١٢


‫)ﻣﺪى اﻻﻟﺘﺰام ﺑﻤﻮاﻋﻴﺪ اﻟﻌﻤﻞ – اﻟﺘﺄﺧﻴﺮ ﻓﻲ اﻟﺤﻀﻮر إﻟﻲ اﻟﻌﻤﻞ – اﻟﺘﺄﺧﺮ ﻓﻲ اﻟﺤﻀﻮر‬
(Measure the punctuality and regularity to
( ‫ﺑﻌﺪ اﻹﺟﺎزات‬
work of the individual - consider late
comings, late return from leave, etc.)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

13. Personal Appearance / Turn-out ‫ اﻟﻤﻈﻬﺮ اﻟﻌﺎم‬.١٣


(Measure the extent of attention paid by the ( ‫)ﻣﺪى اهﺘﻤﺎم اﻟﻔﺮد ﺑﻤﻈﻬﺮﻩ ﻋﺎﻣﺔ و ﺑﻤﻈﻬﺮ اﻹدارة اﻟﺘﻲ ﻳﻌﻤﻞ ﺑﻬﺎ‬
individual to his general grooming, behavior,
and turn-out on duty)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

14. Ambition / Motivation ‫ ﺣﻮاﻓﺰ‬/ ‫ ﻃﻤﻮﺣﺎت‬.١٤

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

15. Measurement / realization of ‫ ﻣﺪى ﺗﺤﻘﻴﻖ اﻷهﺪاف‬.١٥


( ‫) اﻧﻈﺮ اﻟﺠﺰء اﻟﺜﺎﻟﺚ – اﻟﻔﻘﺮة اﻷوﻟﻰ‬
section III from last year ‫ﻣﻊ ﻣﺮاﻋﺎة ﺗﺤﻘﻴﻖ اهﺪاف اﻟﻌﺎم اﻟﻤﺎﺿﻲ اﻟﻤﺬآﻮر ﻓﻰ ﺗﻘﻴﻴﻢ اﻻداء اﻟﻤﺮﺳﻞ ﻣﻦ‬
Consider the achievement of the goals / ‫إدارة اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
objectives mentioned in the previous years
APA as provided by HR.
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

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‫‪Overall Rating‬‬ ‫اﻟﺘﻘﻴﻴﻢ اﻟﻨﻬﺎﺋﻰ‬

‫‪48/58‬‬
SECTION III
‫اﻟﺠﺰء اﻟﺜﺎاث‬
Objectives for the coming year ‫أهﺪاف اﻟﻌﺎم اﻟﻤﻘﺒﻞ‬
This section to be completed by the ‫هﺬا اﻟﺠﺰء ﻳﻤﻸ ﺑﻤﻌﺮﻓﺔ اﻟﻤﻮﻇﻒ‬
appraise i.e. the staff
What improvements I will attempt to achieve or what ‫ﻣﺎ هﻲ أوﺟﻪ اﻟﺘﺤﺴﻦ اﻟﺘﻲ ﺳﺄﻋﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻘﻬﺎ؟‬
goals / objectives I hope to achieve before my next ‫ﻣﺎ هﻲ اﻷهﺪاف اﻟﺘﻲ أﺑﻐﻲ ﺗﺤﻘﻴﻘﻬﺎ ﻗﺒﻞ اﻟﺘﻘﻴﻴﻢ اﻟﻤﻘﺒﻞ؟‬
APA ‫ﺑﺮﺟﺎء اﺳﺘﺨﺪام اﻟﻨﻤﻮذج اﻟﺘﺎﻟﻰ ﻻﺳﺘﻜﻤﺎل هﺬا اﻟﺠﺰء‬
Please use the following template to complete this
section:

Remind your staff to think SMART when instructing them on the completion of this section
S PECIFIC
M EASURABLE
A 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:


________________________________________________________________________________

50/58
SECTION IV
‫اﻟﺠﺰء اﻟﺮاﺑﻊ‬
This section is to be completed by the ‫هﺬا اﻟﺠﺰء ﻳﻤﻸ ﺑﻤﻌﺮﻓﺔ اﻟﻤﻘﻴﻢ‬
appraiser (i.e. the supervisor)
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 ‫هﻞ ﺗﻌﺘﻘﺪ أن اﻟﻤﻮﻇﻒ ﻣﻨﺎﺳﺐ ﺗﻤﺎﻣﺎ ﻟﻄﺒﻴﻌﺔ اﻟﻌﻤﻞ اﻟﺬي ﻳﻘﻮم ﺑﻪ؟‬ .٢
and properly employed in the work they are ‫ ﻓﻤﺎ هﻲ اﻷﺳﺒﺎب؟‬- ‫إذا آﺎﻧﺖ اﻹﺟﺎﺑﺔ ﻻ‬
doing? If not, give reasons:

3. Do you wish to retain this employee ‫هﻞ ﺗﺮﻏﺐ أن ﻳﺒﻘﻰ اﻟﻤﻮﻇﻒ ﻓﻲ ﻋﻤﻠﻪ؟‬ .٣
among your staff? If No, why and what are ‫إذا آﺎﻧﺖ اﻹﺟﺎﺑﺔ ﻻ – ﻟﻤﺎذا و ﻣﺎ هﻲ ﺗﻮﺻﻴﺎﺗﻚ؟‬
your recommendations?

Appraiser’s Name : :‫اﻟﻤﻘﻴﻢ‬

:‫اﻟﺪرﺟﺔ اﻟﻮﻇﻴﻔﻴﺔ‬
Job Title :
: ‫اﻟﺘﻮﻗﻴﻊ‬
Signature :

Date : :‫اﻟﺘﺎرﻳﺦ‬

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SECTION V
‫اﻟﺠﺰء اﻟﺨﺎﻣﺲ‬
Appraisee’s Comment ‫ﺗﻌﻠﻴﻖ اﻟﻤﻮﻇﻒ‬
Appraisal accepted ‫ﻣﻮاﻓﻘﺔ اﻟﻤﻮﻇﻒ‬
Yes ‫ﻧﻌﻢ‬

No ‫ﻻ‬
If No, please give reasons:

Staff's Signature : : ‫إﻣﻀﺎء اﻟﻤﻮﻇﻒ‬

Date:
:‫اﻟﺘﺎرﻳﺦ‬

SECTION VI
‫اﻟﺠﺰء اﻟﺴﺎدس‬

Branch Manager's Comments : : ‫ﺗﻌﻠﻴﻘﺎت ﻣﺪﻳﺮ اﻟﻔﺮع‬

Branch Manager's Signature : :‫إﻣﻀﺎء ﻣﺪﻳﺮ اﻟﻔﺮع‬

Date: :‫اﻟﺘﺎرﻳﺦ‬

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Training and Development ‫اﻟﺘﺪرﻳﺐ و اﻟﺘﻄﻮ ي ر‬
Please find below a list of compentencies / skills that the ‫اﻟﻜﻘﺎءات اﻟﺘﻰ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻤﻤﻮﻇﻒ ﻟﺘﺤﺴﻴﻦ اﻻداء‬/‫آﻤﺎ ﻳﻠﻰ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﻬﺎرات‬
employee might need in or to improve the general ‫ﺑﺮﺟﺎء وﺿﻊ ﻋﻼﻣﺔ ) ( أﻣﺎم اﻟﻤﻬﺎرة اﻟﺘﻰ ﻳﻠﺰم ﺗﻨﻤﻴﺘﻬﺎ ﻟﻠﻤﻮﻇﻒ ﻣﻦ أﺟﻞ ﺗﺤﺴﻴﻦ‬
performance. You will find a discription for each. Please check .‫اﻷداء اﻟﻌﺎم‬
( ) next to those needed.
Banking Operation ‫اﻟﻌﻤﻠﻴﺎت اﻟﻤﺼﺮﻓﻴﺔ‬
Awareness of the different job duties he/she is ‫ ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اﻟﻘﻴﺎم ﺑﻤﻬﺎم وﻇﻴﻔﺘﻪ اﻟﻤﺨﺘﻠﻔﺔ ﺑﺎﻟﻜﻔﺎءة اﻟﻤﻄﻠﻮﺑﺔ‬-
performing.
Communication Skills ‫ﻣﻬﺎرات اﻹﺗﺼﺎل‬
Proper communication properly with clients, collegues, ‫ ﻟﺘﻄﻮﻳﺮ ﻣﻬﺎرات اﻟﻌﺎﻣﻞ ﻓﻰ اﻹﺗﺼﺎل ﻣﻊ اﻟﻌﻤﻼء واﻟﺰﻣﻼء واﻟﺮؤﺳﺎء ﻋﻦ ﻃﺮﻳﻖ‬-
and :‫ﺗﻄﻮﻳﺮ اﻟﻤﻬﺎرات اﻵﺗﻴﺔ‬
superiors either by developing: ‫* ﻣﻬﺎرات اﻟﻌﺮض‬
* Presentations skills ‫* آﺘﺎﺑﺔ اﻟﺘﻘﺎرﻳﺮ اﻟﻔﻌﺎﻟﺔ‬
* Report Writing ‫* آﻴﻒ ﺗﺘﻌﺎﻣﻞ ﻣﻊ اﻵﺧﺮﻳﻦ‬
* Dealing with others
Cooperation ‫اﻟﺘﻌﺎون‬
Proactively develops cooperative relationships with ‫ اﻻﺳﺘﻌﺪاد ﻟﺘﻄﻮﻳﺮ اﻟﻌﻼﻗﺎت اﻟﺘﻌﺎوﻧﻴﺔ ﻣﻊ اﻟﺰﻣﻼء واﻟﺮؤﺳﺎء واﻟﻌﻤﻼء‬-
colleagues, superiors, clients or suppliers, in order to ‫واﻟﻤﻤﻮﻟﻴﻦ ﺗﺤﻘﻴﻘًﺎ ﻟﻼهﺪاف‬
achieve objectives.

Delivering Results ‫ﺗﺤﻘﻴﻖ اﻟﻨﺘﺎﺋﺞ‬


Organises own activity and team’s work to meet ‫ ﺗﻨﻈﻴﻢ اﻟﻌﻤﻞ اﻟﺨﺎص واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﻟﻴﺘﻤﺎﺷﻰ ﻣﻊ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺘﻮﻗﻌﺔ ﻣﻦ‬-
results expected by the organisation while respecting .‫ﻗﺒﻞ اﻹدارة ﻣﻊ اﻻﺣﺘﻔﺎظ ﺑﺎﻻﻃﺎر اﻟﺰﻣﻨﻲ و اﻻهﺪاف‬
the timeframe and the objectives.
Initiative ‫اﻟﻤﺒﺎدرة‬
Reacting quickly to situations, demonstrating flexibility, ‫اﻻﺳﺘﺠﺎﺑﺔ اﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻮاﻗﻒ واﻇﻬﺎر ﻣﺮوﻧﺔ واﻟﻤﺒﺎدرة ﺑﺎﺗﺨﺎذ اﻟﻤﻮاﻗﻒ‬
independently taking appropriate action and .‫اﻟﻤﻨﺎﺳﺒﺔ وﺗﺠﺎوز اﺗﻮﻗﻌﺎت ﻣﻦ ﺧﻼل اﻗﺘﺮاح ﺗﻮﺟﻬﺎت ﺟﺪﻳﺪة‬
surpassing expectations by proposing new
approaches.
Languages Skills ‫اﻟﻠﻐﺎت‬
- Please write "E" for English or "F" for French in the ‫ " ﻟﻠﻠﻐﺔ اﻟﻔﺮﻧﺴﻴﺔ‬F " ‫ " ﻟﻠﻠﻐﺔ اﻹﻧﺠﻠﻴﺰﻳﺔ أو‬E " ‫ﺑﺮﺟﺎء آﺘﺎﺑﺔ‬
box
Assertiveness ‫اﻟﺤﺰم‬
Demonstrates a strong – and justified – awareness of ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ اﻇﺎر ﻣﻬﺎراﺗﻪ اﻟﺨﺎﺻﻪ وآﻔﺎءاﺗﻪ ) اﻷﺻﻮل واﻟﻘﻴﻢ‬
own skills and competencies (i.e. own assets, own ‫ اﻟﺘﺼﺮف ﺑﺎﺳﺘﻘﻼﻟﻴﺔ‬، ‫واﻟﺤﺮﻓﻴﺔ ( آﺎﻟﻘﺪرة ﻋﻠﻰ ﺿﺒﻂ اﻟﻨﻔﺲ ﺗﺤﺖ اﻟﻀﻐﻂ‬
value, own professionalism) i.e. Holding up under .‫و ﻓﺾ اﻟﻤﻨﺎزﻋﺎت‬
pressure, acting independently, conflict resolution,
etc…
Marketing Skills ‫ﻣﻬﺎرات اﻟﺘﺴﻮﻳﻖ‬
Analysis of current situation of bank activities in ‫ ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﺤﻠﻴﻞ اﻟﻤﺮآﺰ اﻟﺘﺴﻮﻳﻘﻰ ﻟﻠﺒﻨﻚ ﻣﻦ ﺧﻼل اﻟﻤﻨﺎﻓﺴﻴﻦ‬-
regard to with competitors and identifing potential ‫اﻟﻤﺤﻴﻄﻴﻦ وآﺬا إآﺘﺸﺎف ﻓﺮص ﺑﻴﻌﻴﺔ ﺟﺪﻳﺪة‬
opportunities.

Decision–Making ‫ﺻﻨﻊ اﻟﻘﺮار‬


Identifing and understanding issues, problems and ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﺤﺪﻳﺪ وﻓﻬﻢ اﻟﻤﻮﺿﻮﻋﺎت واﻟﻤﺸﻜﻼت واﻟﻔﺮص‬
opportunities; comparing data from different sources to ‫ وﻣﻘﺎرﻧﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﻮاردة ﻣﻦ ﻣﺨﺘﻠﻒ اﻟﻤﺼﺎدر ﻟﻠﻮﺻﻮل‬،‫اﻟﻤﺘﺎﺣﺔ‬
draw conclusions; uses effective approaches for ‫ واﺳﺘﺨﺪام اﻟﻄﺮق اﻟﻔﻌﺎﻟﺔ ﻻﺧﺘﻴﺎر ﻣﺴﺎر اﻟﻌﻤﻞ أو ﻟﺘﻄﻮﻳﺮ اﻟﺤﻠﻮل‬،‫ﻟﻠﻨﺘﺎﺋﺞ‬
choosing a course of action or developing appropriate .‫اﻟﻤﻼﺋﻤﺔ‬
solutions.
PC Skills ‫ﻣﻬﺎرات اﻟﺤﺎﺳﺐ‬
- please check in front of the proper software: ‫ﺑﺮﺟﺎء وﺿﻊ ﻋﻼﻣﺔ " " أﻣﺎم اﻟﺒﺮﻧﺎﻣﺞ اﻟﻤﺮاد اﻟﺘﺪرﻳﺐ ﻋﻠﻴﻪ‬
- MS Word ‫ﻣﻌﺎﻟﺠﺔ اﻟﻨﺼﻮص‬
- MS Excel ‫اﻟﺠﺪاول اﻻﻟﻜﺘﺮوﻧﻴﺔ‬
- MS PowerPoint ‫ﻃﺮق ﻋﺮض اﻟﺒﺎﻳﺎﻧﺎت‬
- Others (please specify): ( ‫ﺑﺮاﻣﺞ أﺧﺮى ) ﺑﺮﺟﺎء ﺗﺤﺪﻳﺪهﺎ‬

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Teamwork ‫اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ‬
Working as part of a group in which there is a shared ‫ﺗﺘﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﻣﻤﺎرﺳﺔ اﻟﻌﻤﻞ آﻌﻀﻮ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ذات اهﺪاف‬
goal and to achieve this different members of the team .‫ﻣﺸﺘﺮآﺔ ﻳﻘﻮم آﻞ ﻋﻀﻮ ﻓﻴﻬﺎ ﺑﺪور ﻣﺨﺘﻠﻒ ﺗﺤﻘﻴﻘًﺎ ﻟﺘﻠﻚ اﻷهﺪاف‬
take on different roles

Time Management ‫ادارة اﻟﻮﻗﺖ‬


Has a good understanding of his/her calendar and ‫ﺗﺪرﻳﺐ اﻟﻌﺎﻣﻞ ﻋﻠﻰ ﺗﻨﻈﻴﻢ ﺟﺪول اﻋﻤﺎﻟﻪ واﻻﻟﺘﺰاﻣﺎت اﻟﺨﺎﺻﺔ ﺑﻪ وﺗﺤﺪﻳﺪ‬
commitments, establishing key tasks and priorities and ‫اﻟﻤﻬﺎم اﻷﺳﺎﺳﻴﺔ واﻷوﻟﻮﻳﺎت وﺗﻘﺴﻴﻢ اﻟﺠﺪول اﻟﺰﻣﻨﻲ اﻟﻤﻨﺎﺳﺐ اﻟﺬي ﻳﺤﻘﻖ‬
allocating appropriate timescales for successful .‫اﻻداء اﻟﻨﺎﺟﺢ‬
delivery.
Others ‫أﺧﺮى‬
please specify other trainings that might be needed .‫ﺑﺮﺟﺎء ذآﺮ أى ﺑﺮاﻣﺞ أﺧﺮى أو ﻣﻘﺘﺮﺣﺎت ﻗﺪ ﺗﺤﺘﺎﺟﻮن اﻟﻴﻬﺎ‬
as well as your comments.

*** 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 اﻷداء اﻟﺨﺎص ﺑﺎﻟﺨﺪﻣﺎت اﻟﻤﻌﺎوﻧﺔ‬

SECTION I
‫اﻟﺠﺰء اﻷول‬
Name: «employee_name» :‫اﻻﺳﻢ‬

Grade: «grade» : ‫اﻟﺪرﺟﻪ اﻟﻮﻇﻴﻔﻴﻪ‬

Branch: «branch» :‫اﻟﻔﺮع‬

Department: «department» :‫اﻹدارة‬

Employment date: «employment_date» :‫ﺗﺎرﻳﺦ اﻻﻟﺘﺤﺎق‬

Employee No.: «employee_num» :‫رﻗﻢ ﻣﻠﻒ اﻟﻤﻮﻇﻒ‬

Age: «age_year»Y «age_month»M :‫اﻟﺴﻦ‬

SECTION II: Factors


‫ اﻟﻌﻮاﻣﻞ‬:‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ‬
1- Quality of work ‫ ﺟﻮدة اﻟﻌﻤﻞ‬-١
(Consider standard of work-telephone ‫ اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﺰﻣﻼء و اﻟﻌﻤﻼء و‬،‫) ﻣﺴﺘﻮى اﻟﻌﻤﻞ – اﻻﺳﻠﻮب اﻟﺘﻠﻴﻔﻮﻧﻰ‬
techniques, dealing with staff and customers, ( ‫اﻟﻤﻬﺎم اﻻﺧﺮى‬
other general duties)

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

2- Dependability ‫ ﻣﺪى اﻟﻘﺪرة ﻋﻠﻰ اﻻﻋﺘﻤﺎد ﻋﻠﻴﻪ‬-٢


(Extent to which the individual follows (‫)ﻣﺪى اﺗﺒﺎﻋﻪ ﻟﺘﻌﻠﻴﻤﺎت و ﺧﻄﻮات اﻟﻌﻤﻞ‬
instructions and procedures)

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

3- Security ‫ اﻷﻣﻦ‬- ٣
(Consider awareness of and adherence to ‫)ﻣﺪى ﻣﻌﺮﻓﺘﻪ و اﻟﺘﺰاﻣﻪ ﺑﺎﻟﺘﻌﻠﻴﻤﺎت اﻷﻣﻨﻴﺔ‬
Security regulations and policies) (‫و اﻟﻠﻮاﺋﺢ‬

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

4- Attendance/Punctuality ‫اﻻﺗﺰام ﺑﺎﻟﻤﻮاﻋﻴﺪ‬/‫ اﻟﺤﻀﻮر‬-٤


( Measure punctuality and regularity of the – ‫)ﻣﺪى اﻻﻟﺘﺰام ﺑﻤﻮاﻋﻴﺪ اﻟﻌﻤﻞ – اﻟﺘﺄﺧﻴﺮ ﻓﻲ اﻟﺤﻀﻮر إﻟﻲ اﻟﻌﻤﻞ‬
individual-consider late comings, late return ( ‫اﻟﺘﺄﺧﺮ ﻓﻲ اﻟﺤﻀﻮر ﺑﻌﺪ اﻹﺟﺎزات‬
from leave (general discipline) )
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

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5- Personal Appearance/Turn out -٥ ‫اﻟﻤﻈﻬﺮ اﻟﻌﺎم‬
(Behavior, general grooming and turn-out for ( ‫)ﻣﺪى اهﺘﻤﺎم اﻟﻔﺮد ﺑﻤﻈﻬﺮﻩ ﻋﺎﻣﺔ و ﺑﻤﻈﻬﺮ اﻹدارة اﻟﺘﻲ ﻳﻌﻤﻞ ﺑﻬﺎ‬
duty)
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

Overall rating ‫اﻟﺘﻘﻴﻴﻢ اﻟﻨﻬﺎﺋﻰ‬

SECTION III
‫اﻟﺠﺰء اﻟﺜﺎﻟﺚ‬
A. Additional Comments ‫أ( ﻣﻼﺣﻈﺎت إﺿﺎﻓﻴﺔ‬
(Any special achievement, areas for (‫ ﻣﻨﺎﻃﻖ ﻟﺘﻨﻤﻴﺘﻬﺎ‬، ‫)اﻳﺔ اﻧﺠﺎزات ﺧﺎﺻﻪ‬
improvement)

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

B. Training and Development ‫ب( اﻟﺘﺪرﻳﺐ و اﻟﺘﻄﻮر‬


(Consider potential for development, any training ‫و ﻣﺎ هﻲ اﻟﺒﺮاﻣﺞ و اﻟﺪورات اﻟﺘﻲ ﻳﺤﺘﺎﺟﻬﺎ‬.‫ﻣﺮاﻋﺎة أي ﺗﺪرﻳﺒﺎت ﻳﺤﺘﺎﺟﻬﺎ اﻟﻔﺮد‬
requirement)

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

C. Do you consider that he is fully and ‫ج( هﻞ ﺗﻌﺘﻘﺪ أن اﻟﻤﻮﻇﻒ ﻣﻨﺎﺳﺐ ﺗﻤﺎﻣﺎ ﻟﻄﺒﻴﻌﺔ اﻟﻌﻤﻞ اﻟﺬي ﻳﻘﻮم ﺑﻪ؟‬
properly employed in the work he is doing?

Comments:
: ‫ﺗﻌﻠﻴﻖ‬

D. Do you wish to retain this employee ‫د( هﻞ ﺗﺮﻏﺐ أن ﻳﺒﻘﻰ اﻟﻤﻮﻇﻒ ﻓﻲ ﻋﻤﻠﻪ؟‬
among your staff? If No, why and what are ‫إذا آﺎﻧﺖ اﻹﺟﺎﺑﺔ ﺑﻼ – ﻓﻤﺎ هﻲ ﺗﻮﺻﻴﺎﺗﻚ؟‬
your recommendations?
Comments:
: ‫ﺗﻌﻠﻴﻖ‬

SECTION IV
‫اﻟﺠﺰء اﻟﺮاﺑﻊ‬
Appraiser’s Name : :‫اﻟﻤﻘﻴﻢ‬

:‫اﻟﺪرﺟﺔ اﻟﻮﻇﻴﻔﻴﺔ‬
Job Title :
: ‫اﻟﺘﻮﻗﻴﻊ‬
Signature :

Date : :‫اﻟﺘﺎرﻳﺦ‬

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Appraisee’s Comment ‫ﺗﻌﻠﻴﻖ اﻟﻤﻮﻇﻒ‬
Appraisal accepted ‫ﻣﻮاﻓﻘﺔ اﻟﻤﻮﻇﻒ‬
Yes ‫ﻧﻌﻢ‬

No ‫ﻻ‬
If No, please give reasons:

Staff's Signature : : ‫إﻣﻀﺎء اﻟﻤﻮﻇﻒ‬

Date:
:‫اﻟﺘﺎرﻳﺦ‬

SECTION V
‫اﻟﺨﺎﻣﺲاﻟﺠﺰء‬
Branch Manager's Comments : : ‫ﺗﻌﻠﻴﻘﺎت ﻣﺪﻳﺮ اﻟﻔﺮع‬

Branch Manager's Signature : :‫إﻣﻀﺎء ﻣﺪﻳﺮ اﻟﻔﺮع‬

Date: :‫اﻟﺘﺎرﻳﺦ‬

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