Presentation KPI

FELDA GROUP OF COMPANIES

PERFORMANCE MANAGEMENT SYSTEM

Performance Management Cycle

Step 1 :

Performance Planning

Top management sets business

goals, KP Is and targets which

cascade throughout the Group

Determine desired results and

set individual goals and targets

Validate targets

Review competencies and set

developmental objectives

$ Reward

Incentive Pay Out

Performance

Grading

Performance Monitoring

Mandatory mid-year

reviews

Ongoing discussions

Coaching

Modifications/ revisions to

objectives

Step 2 :Performance Review / Assessment

Manager solicits input from peers

subordinates and customer

Manager completes review of performance

Moderation exercise to rank performance

(as target setting becomes more rigorous,

moderation may reduce)

Step 3 :

Performance Rewarding

Felda Group’s Business Plan

Performance outcomes are used to determine

Annual salary increment

Bonus/ incentive

Promotion

Group, Business Unit/ Group Function, Department & individual scorecards & Role Competency Profiles

Annual Cycle

Performance Management is a shared responsibility between the

organization, staff, reporting managers and reviewing managers… The Organization (Felda Group)

Staff Who…

Is the appraisee

Takes responsibility for self in the process

Seeks feedback on performance

Uses organizational resources for self-development

Reporting Manager Who…

Is the direct superior of the appraisee and is accountable for his/her performance evaluation

Reviewing Manager Who…

Is the direct or indirect superior of the reporting manager and is responsible for the overall performance of the business Unit/ Group Function and Department

• Demonstrate that performance management is a shared responsibility between the employer and staff

• Increase focus on performance

• Align individual staff goals/KPIs with Group, Company and Departmental objectives

• Improve rigor and calibration when setting targets for the KPIs

• Set mutual performance expectations

• Increase focus on ongoing feedback and coaching

• Identify opportunities for staff development

• Increase focus on evaluating actual performance

• Improve the linkage between individual staff performance and rewards

Performance Management System enables us to achieve the following ……

Section 1A, 1B, 1C Personal Details – Appraisee, Appraiser & Reviewer

Section 2APerformance Goals / KPIs & Targets ( The ‘WHAT’ )To be endorsed by Reviewing Manager

Section 2BCompetencies ( The ‘HOW’ )

Section 3AOverall Rating

Section 3BOverall Technical competence

Section 4 Development Plan - Core Competency- Specific Technical Competency

Section 5Review Discussion Record

The New Performance Appraisal Form

Performance Appraisal Form

PERFORMANCE APPRAISAL FORM(EXECUTIVE)

The appraiser is the direct superior of the employee (appraisee).He/she sets the appraisee's targets and is accountable for his/her performance evaluation. The reviewer is the person who is responsible for the overall performance of the Group/Company/Department (i.e. the direct or indirect superior of the appraiser). He/she calibrates/validates and approves the targets. This form is private and confidential once completed.

To be completed by Appraiser

Purpose of Review (Please indicate with 'X')

Mid-Year Review

End of Year Review

Interim Review (e.g.Transfers)

SECTION 1A : APPRAISEE PERSONAL DETAILS

1Employee Name 5Company

2Staff Number

6Department

3Designation 7Date Joined

4Job Grade 8Current Review Period

From To

Month Year Month Year

SECTION 1B : APPRAISER PERSONAL DETAILS

1Appraiser's Name Designation

SECTION 1C : REVIEWER'S PERSONAL DETAILS

1Reviewer's Name Designation


SECTION 2A : PERFORMANCE GOALS/KPIs & TARGETS (The "WHAT")

PERFORMANCE PLANNING PERIOD

1) Please complete columns (A) to (E) for the performance planning cycle.

2)A maximum of 8 goals/KPIs and targets should be set across all perspectives of the Balanced Scorecard (Financial, Customer, Internal Process, Learning & Innovation), including project based goals (if applicable).

3)The Threshold, Minimum On-Target, On Target, Maximum On-Target and Stretch performance rating levels will be set upon discussion and agreement betweenappraisee and appraiser.

PERFORMANCE REVIEW PERIOD

1)Please complete column (F) for the performance review and calculate the KPI score.

KPIs Weightage

% (W1):60%

(A) (B) (C) (D) (E) (F) (G) (H)

Scorecard PerspectivePlease circle

Key Performance Indicators (KPI)

Units (Eg: RM,

minutes, %, etc.)

To be filled at start of Performance Period

Weight%

Min. 10%

Actual Achieveme

ntTo be filled at end of

Performance Period

Rating

(1-5)

Weighted

Score

(E) x (G)

Threshol

d

Minimum On-

Target

On Target

Maximum On-Target

Stretch

F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0

0% TOTAL (I) 0Scorecard Perspective definition: F=Financial C=Customer I=Internal Process L=Learning & Innovation

COMMENTS ON KPI ACHIEVEMENT KPIs SCORE

(I) x (W1)0.0


SECTION 2B : COMPETENCIES (The "HOW")

PERFORMANCE PLANNING PERIOD

1) For each competency, please fill in the required proficiency level for appraisee's position in column (C).

2) Communicate the required proficiency level to the appraisee.

3) Please refer to competency dictionary for proficiency levels and behavioural desriptors.

PERFORMANCE REVIEW PERIOD

1) Please complete columns (D) and (E) during the performance review and calculate the score for COMPETENCIES.

Competencies Weightage (W2) :

40%

(A) (B) (C) (D) (E)

NO.COMPETENCY

REQUIRED LEVEL OF PROFICIENCY

(Level SE,AM,Exec, Exec.

Asst.)

COMPETENCY RATING

(1-5)COMMENTS ON COMPETENCY PERFORMANCE BY APPRAISER

1 Communication

2 Teamwork

3 Innovation & Change

4 Accountability

5Organising, Planning & Decision Making

6 Composure

7 Business Acumen

8 Service Orientation

(F) TOTAL 0

COMPETENCIES RATING SCALE

(G) AVERAGE SCORE (F / 8) 0.0 1 2 3 4 5

Needs Most

Improvement

Need Some

Improvement

Meets Requireme

nts

Exceed Some

Requirements

Exceed All Requireme

nts(H) COMPETENCY SCORE (G) x (W2) 0


SECTION 3A : OVERALL RATING SECTION 3B : OVERALL TECHNICAL COMPETENCE(To be completed at Performance Review) (To be completed at Performance Review)

Appraiser to fill up the KPIs Score from Section 2A and Competency Score from Section 2B and indicate the Overall Rating. Refer to the overall performance matrix below.

Appraiser to rate the current level of overall technical competence of appraisee. Refer to the technical competency matrix below.

KPIs SCORE +COMPETENCIES

SCORE=

OVERALL RATING

REQUIRED LEVEL OF

PROFICIENCY

OVERALL RATING

COMMENTS

0.0

Overall Performance Rating Results Level of Technical Competence

4.6 - 5.0 Exceed All Requirements

SGM + CEO

Gred GMPossess in-depth expertise/professional mastery in technical/ functional competence

3.6 - 4.5 Exceed Some Requirements GM Possess specialist technical/ functional competence

2.6 - 3.5 Meets Requirements

SM, Manager

Able to offer sound advice and demonstrate sufficient technical/ functional competence

1.6 - 2.5 Need Some Improvement SE, AM Able to practically apply technical/functional competence

1.0 - 1.5 Needs Most Improvement

Exec., Exec Asst.

Possess basic conceptual technical/functional competence

Technical Competency Rating Scale

1 2 3 4 5

Needs Most Improvement

Need Some Improvement

Meets Requirements

Exceed Some Requirements

Exceed All Requirements


(To be filled by Company / Department)

SECTION 4 : DEVELOPMENT PLAN

Name :

PERFORMANCE REVIEW PERIOD Staff No. :

Appraiser to identify and discuss with Appraisee 3 areas for development under core competencies. Company :

NO. CORE COMPETENCY

CORE COMPETENC

Y DEVELOPME

NT PLAN AND

ACTIVITIES

(To be filled in at year-

end performance

cycle)

1 Communication 2 Teamwork 3 Innovation & Change 4 Accountability 5 Organising, Planning & Decision Making 6 Composure 7 Business Acumen 8 Service Orientation

PERFORMANCE REVIEW PERIODAppraiser to identify and discuss with Appraisee the specific areas for technical competency development.

Please refer to competency definition for detailed description of technical competence.

SPECIFIC TECHNICAL COMPETENCY

CURRENT LEVEL OF

TECHNICAL COMPETENCE

DEVELOPMENT PLAN AND ACTIVITIES Level of Technical Competence(To be filled in at year-

end performance

review)

1 2 3 4 5

Needs Most

Improvement

Need Some

Improvement

Meets Requireme

nts

Exceed Some

Requirements

Exceed All Requireme

nts


SECTION 5 : REVIEW DISCUSSION RECORD

Comments to be made on review discussion (To be completed at end of Performance Period)

APPRAISEE Yes No

1. My targets and goals for the year were communicated to me at the start of the performance period 2. My appraiser and I conducted a mid-year review 3. I was given feedback and coaching throughout the year 4. My reporting manager conducted my annual review with me, providing feedback on my performance 5. My reporting manager has discussed my developmental plans with me

Involvement in Internal & External Activities and Level of Achievement/Contribution (i.e Internal - KSRF, Suri etc., External - Industry Association, Standards Organisation etc.)

Appraisee's Comments:

Appraisee's Signature: Date:

APPRAISER Reporting Manager's Comments:

Reporting Manager's Signature:

Date:

REVIEWER Reviewing Manager's Comments:

Reviewing Manager's Signature:

Date:

What happens during Performance Planning?

The objective of Performance Planning is to ensure that employees are well informed on the Group / Company / Departmental goals.

It provides appraiser and appraisee with an opportunity discuss and

agree on what is expected during the forthcoming performance cycle

It is critical because it ensures that everyone focuses on the actions and behaviors needed to achieve business success

Employees and Reporting Manager discuss and agree on :

Goals/KPIs and targets for the year

Competency gaps to derive development plan

Performance Review / Assessment

Step 1 :







Validate targets



$ Reward

Incentive Pay Out

Performance

Grading


Mandatory mid-year

reviews

Ongoing discussions

Coaching


objectives








Step 3 :





Bonus/ incentive

Promotion


Annual Cycle

Objectives of Performance Review

Ongoing performance reviews and feedback will ensure ….

mutual understanding of performance expectations as well as provide opportunities for coaching and development

performance expectations are clear and that employees are aware of the criteria that will be used for their performance assessments as at the end of the performance cycle it will minimize surprises arising from performance ratings and reward

performance review should be developmental in approach, providing opportunities for supervisors to coach staff towards achieving goals & targets and highlighting weaknesses for development

useful check points to review employee progress against set goals and targets and demonstrated behaviors against targeted competency proficiency levels

Multi-Source Assessment (MSA) gathers feedback from many sources

Utilizing multi-source assessment Feedback is sought from peers, subordinates and customers The availability of additional data increases the objectivity of the assessment

Involving employees in goal-setting

Employees are involved in helping to set goals thus, ensuring greater buy-in SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal are set which allow

consistency and quality – control for the goal-setting process

Employees and managers take mutual responsibility for career planning and personal

development Supervisor

Mentor

Colleague

Subordinate

Shared Support Staff

External Customer

Self

Internal Customer

Objectives of Performance Assessment

Performance assessment is a formal opportunity for reporting managers to

assess staff performance against pre-determined goals and targets and

targeted competency proficiency levels, using the rating scale

It also provides a forum to identify opportunities for staff development and

improvement during the next performance management cycle

The outcomes of performance evaluation will provide a linkage between

individual staff performance and rewards

Annual Budgeting Process

Step 1 :







Validate targets



$Reward

Incentive Pay Out

Performance

Grading


Mandatory mid-year

reviews

Ongoing discussions

Coaching


objectives








Step 3 :





Bonus/ incentive

Promotion



Value DriverBusiness

Performance Drivers

Analysis

Communication Teamwork Innovation & Change Accountability Organising, Planning & Decision Making Composure Business Acumen Service Orientation

Bonus

Increments

Base Salary

Benefits

REWARD

CustomerKPI 1

FinancialKPI 2

ProcessesKPI 3

PeopleKPI 4P

erfo

rman

ce

Pla

ns

“WHAT”

+“HOWS’

Measurement

Linking Performance With Rewards

The value drivers at business unit level are ‘translated’ into focused performance

objectives, which can be measured and rewarded

Good Assesment Of The PerformanceManagement

Increase productivity and income of companies and workers.

Encourage staff to undertake a more persistent, innovative and strive to improve the achievement of a better time to time.

Shows the spirit of a team (team-work) among workers.

To produce a deep awareness of the aspects of discipline, ethics and safety among workers.

Cultivate personnel changes to the way in which rewards are related to productivity.

Performance Planning Performance Reviewing Performance Rewarding

Setting SMART KPIs

- Performance ranges - Balance Score Card

Competencies expectations

Mid Year Review

Year End Review

Performance Rating

Feedback & Coaching

Performance Dialogue

Performance outcome

used to determine;

Annual Increments

Bonus

Promotions

Performance Management System

Summary

Presentation KPI

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