PRIVATE & CONFIDENTIAL Part A

PERFORMANCE APPRAISAL (PA) FORM FOR FINANCIAL YEAR 2006

FOR OFFICER II

Review Period Staff No Full Name Personal Grade (PG)

Division/ RCB/ RBO Department/ Branch

Signature of Appraisee Signature of Appraiser

Name: Name:

Date: Date:

42273383.xls , Part A
 Part B

Staff No:
BALANCED SCORECARD
(1) (2) (3) (4) (5) (6) (5) (6) (5) (6) (5) (6) (7) (8) (9) (10)
Mid Year
Quarter 1 Quarter 3 Quarter 4 Annual
Key Performance Indicators (KPIs) Freq MeasurementWeight Quarter 2 Score Comments
Tools
% Target Achvmt Target Achvmt Target Achvmt Target Achvmt Target Achievement

FINANCIAL

MARKET/CUSTOMER

42273383.xls, Part B
42273383.xls, Part B
 Part B
Staff No:
BALANCED SCORECARD
(1) (2) (3) (4) (5) (6) (5) (6) (5) (6) (5) (6) (7) (8) (9) (10)
Mid Year
Quarter 1 Quarter 3 Quarter 4 Annual
Key Performance Indicators (KPIs) Freq MeasurementWeight Quarter 2 Score Comments
Tools
% Target Achvmt Target Achvmt Target Achvmt Target Achvmt Target Achievement

INTERNAL PROCESS

42273383.xls, Part B
 Part B
Staff No:
BALANCED SCORECARD
(1) (2) (3) (4) (5) (6) (5) (6) (5) (6) (5) (6) (7) (8) (9) (10)
Mid Year
Quarter 1 Quarter 3 Quarter 4 Annual
Key Performance Indicators (KPIs) Freq MeasurementWeight Quarter 2 Score Comments
Tools
% Target Achvmt Target Achvmt Target Achvmt Target Achvmt Target Achievement

LEARNING & COMPETITIVE POSITIONING

TOTAL SCORE

We hereby agree with the Key Performance Indicators (KPIs) and the KPI targets set for this Financial Year.

Signature of Appraisee Signature of Appraiser

Full Name: ________________________________ Full Name: ________________________________

Date : ________________________________ Date : ________________________________

42273383.xls, Part B
42273383.xls, Part B
 PART C
Staff No:
ATTRIBUTE ASSESSMENT

◆ When completing this part, please tick (✓) the box which closely expresses your overall judgement on each attribute.

◆ Write your comments specifically and quote incidences to further substantiate your rating. For attributes that are awarded a rating
of 4 or 5, comments and examples of behaviour associated with that attribute must be provided.

◆ It is the responsibility of the Appraiser's supervisor to ensure that the ratings are awarded correctly and are justified. Appraiser's
supervisor is to sign off at the end of Part C.

1. WORK ATTITUDE
In general terms this relates to the capacity for independent action in relation to the demands of the job. The Appraiser is required to evaluate the Appraisee’s ability
to function within varying parameters of control. How much personal or procedural control and guidance does the person require in order to act appropriately?
Does he want to be told what he has to do? Does he seek out responsibilities?

1 Unable to accept 2 Reluctant to accept 3 Competent. 4 Self motivated, seeks 5 Enterprising, energetic
responsibilities. responsibilities. Sees Demonstrates challenges and is and enthusiastic.
Needs to be pushed no necessity to put initiatives and keen to succeed. Works efficiently and
to get work done. extra effort to improve involvement in work Always takes initiative effectively on
work performance. situations. to get work done. demanding tasks.
Determined and
resourceful.
Remarks:

2. PLANNING EFFECTIVENESS
Ability to develop and evaluate action plans to achieve objectives.

1 Unable to plan his work. 2 Does not always plan 3 Plans his work 4 Develops clear , 5 Sets the mission and
Requires strict his work. Requires competently to ensure measurable and strategise plans to
supervision and constant supervision objectives are met realistic objectives. achieve more than
direction to complete and direction to within timeframe. Set specific what is expected and
his work. improve. programmes to ensure best results possible.
efficient implementation Develops specific,
and control. measurable and
realistic objectives.
Formulates strategies
and programmes to
ensure effective
implementation and
control.
Remarks:

3. ORGANISING AND DELEGATING

Knows where and when decisions can best be made by making proper assignment of personnel in ensuring workflow.

1 Unable to define 2 Does not always define 3 Delegates and 4 Able to organise and 5 Organises effectively
task, organise and task, organise and organises delegate effectively to not only with work
delegate resources to delegate resources to satisfactorily to ensure ensure timely completion but job
ensure completion of ensure completion of completion of task completion of enrichment in mind.
assignment. assignment. within a specific time assignment. Able to reorganise to
frame. adjust to changes.
Remarks:

42273383.xls, Part C
 4. TECHNICAL KNOW-HOW
Command of facts, information and techniques essential to competent performance on the job whether this has been gained from the acquisition of technical
knowledge, from theoretical or practical training or from practical experience acquired on and off the job. Judgement should be based on a combination of
knowledge of current job and overall ability. Comment is important here in order to define in just which areas ( e.g. SSO operations, credit evaluation) an officer’s
technical know-how lies.

1 Poor technical 2 Limited technical 3 Has good knowledge 4 High level of 5 Very high level of
knowledge. Does not knowledge. Has of procedures and knowledge of all knowledge of all
have the knowledge minimal knowledge of techniques resulting in procedures and technical procedures and
for the job. Corrective the job. Improvement competent aspects of his/her job technical aspects of
action needed to is needed. performance. resulting in his/her job resulting in
overcome deficiency. commendable outstanding
performance. performance.
Remarks:

5. PROBLEM SOLVING
Ability to apply know-how in a creative, trouble-shooting or analytical problem-solving and conceptual thinking.

1 Does not possess 2 Poor problem 3 Good problem solving 4 High level of problem 5 Very high level of
problem solving solving skills. Needs skills and able to make solving skills and able Problem solving skills
skills. Waits to be told some assistance and adequate to evaluate possible with ability in analysing
what to do. Needs guidance to solve recommendations. solutions before making problems and providing
constant assistance problems. recommendations. effective
and guidance from recommendations and
others. solutions.
Remarks:

6. DECISION MAKING
Ability to objectively evaluate alternatives and make realistic and timely decision.

1 Does not 2 Poor decision 3 Evaluates alternatives 4 Evaluates alternatives 5 Evaluates alternatives
demonstrate sound making capability. and able to make objectively and able to And possible results
judgement or Decisions must be realistic and timely make effective and Objectively resulting in
decision-making constantly reviewed. decisions. decisions. effective and timely
capability. decisions and willing to
be accountable for the
decisions.
Remarks:

42273383.xls, Part C
 7. TEAMWORK
Ability to establish cooperativeness and non-individualistic qualities. Displays high interpersonal skill and esprit de corps (group spirit) for the purpose of achieving the
group’s objectives.

1 Not a team player. 2 A reluctant team player. 3 Makes a positive 4 Displays high team 5 Displays very high
Rarely display team contribution to the spirit. Always there team spirit. Goes all
spirit and even then team in achieving when support is out to achieve group's
only after much its goals. needed. goals.
persuasion.
Remarks:

8. INTERPERSONAL SKILLS
Ability to develop and motivate people or ability to understand, influence or to interact effectively. Ability to display high degree of sensitivity and tactfulness in difficult
situations. Internally this includes superiors, peers or subordinates. Externally this includes all the customers and other people the jobholder is in contact.

1 No interpersonal 2 Poor 3 Displays competent 4 High level of 5 Impressive interpersonal

skills. interpersonal skills.
Needs to learn to be
more sensitive and
tactful with people.
Remarks:
level of interpersonal interpersonal skills and Skills and displays high
skills and works well with works effectively with degree of sensitivity and
people. people. tactfulness.

9. LEADERSHIP
Creates good impression, commands attention and respect. Confident, effective in getting ideas accepted and in guiding a group of individuals towards achieving
objectives.

1 Not a leader. Does 2 Displays very little 3 Shows independence 4 Confident, firm, fair 5 Outstanding ability
not command respect confidence and of thought, firm and and highly competent to lead, command
of colleagues and reluctant to lead fair. Able to influence, to lead others to attention and respect.
peers. unless situation encourage and achieve objectives. Firm and fair leader
requires him to do so. competent to lead who leads by example
others to develop ideas and capable of solving
to achieve objectives. conflict to achieve
Remarks:

42273383.xls, Part C
 10. BUSINESS ACUMEN
Applying the knowledge of business strategies and core processes to alter the organisation’s outcomes.

1 Has no knowledge
and/or demonstrated
ability in this area.
Remarks:
2 Has minimal 3 Understands the
knowledge and/or
demonstrated ability
in this area. Needs
assistance and
guidance.
4 Understands how
core products and different functional
services, able to areas interact and
identify key roles and identify cost drivers. Able
primary functional to develop/ implement
areas or processes. solutions to address
specific needs of own
functional area or
processes which are in
line with the business
strategies.
5 Routinely called for
unique and complex
situations requiring
leading edge solution.
Regularly address
issues where no
previous solutions have
been devised.
Recognised as a
thought leader in
business acumen.

(A) (B)
Total Scores Scores Received
( A ) / ( 30# ) x 100

( )/( 30 ) x 100 =

Note: # - A score of 3 is where attribute is at the benchmark level.

Therefore, 30 = 10 x 3 (10 attributes with a score of 3 for all attributes).

Signature of Appraisee Signature of Appraiser

Name: Name:

Date: Date:

I confirm that all ratings of 4 and 5 have been substantiated with comments and justification.

Signature of Appraiser's Supervisor

Name:

Date:

42273383.xls, Part C
 PART D
Staff No:
OVERALL PERFORMANCE

1 Total Score
The Appraiser is required to fill in Column (B) with the scores received from Part B and Part C.

Item Scores Received Weight Total Scores Received

(A) (B) (C) (B) x (C)

Part B 70% 0
(Balanced Scorecard)

Part C 30% 0
(Attribute Assessment)

Total Score = 0

2 Overall Performance Rating

Please mark (x) in one of the boxes below after reviewing the results.

Rating Points Please mark ( X )

A Outstanding >=114

B Exceeeds Requirement 101 -113

C Competent 80 - 100

D Poor 60 - 79

E Unacceptable 0 - 59

3 Additional Responsibilities/ Achievements

(i) To be completed by Appraisee

Did you shoulder additional responsibilities/ obtain successful achievements during the period of appraisal
which were not directly measured in the Balanced Scorecard (BSC)?

Yes No

If 'Yes', please indicate responsibilities/ achievements.

Signature of Appraisee
Date:

(ii) To be completed by Appraiser

Additional Remarks/ Justification

Signature of Appraiser

42273383.xls, Part D
 Date:

42273383.xls, Part D
 PART D - cont'd
Staff No:
4 Remarks

(i) To be completed by Appraisee

Do you generally agree with the appraisal? Yes No
If 'No', please indicate the reason why.

Signature of Appraisee

Date:

(ii) To be completed by Appraiser

Appraiser's feedback on Appraisee's overall performance

Signature of Appraiser

Date:

(iii) To be completed by Appraiser's Supervisor/ Head of RCB/ Head of Department

Additional Remarks

Signature of Appraiser's Supervisor/ Head of RCB/ Head of Department

Name:

Date:

42273383.xls, Part D