Monday, February 14, 2011

Performance Development Plan Format

Performance Development Plan Format

Employee Name:
Reason for Evaluation: Quarterly / Other? __________________________
Job Description:
Performance Goals:

List the employee's most important work performance goals for the quarter.
Specific Duty / Goal / Tools Needed for Goal / Completion Date

dditional Tools or Training Needed:
Discussion and Measurement:
Personal and Professional Developmental Goals:

List the employee's most important personal and professional developmental goals for the quarter.

Specific Goal / How will we know it is being achieved? / Tools Needed for Goal / Completion Date
Additional Tools or Training Needed:
Discussion and Measurement:
Employee Comments:
Employee Suggestions for Supervisor or Departmental Development:
Date for Next Development Meeting: (Schedule quarterly.)
Employee’s Signature:
Supervisor’s Signature:

Preparation for the Performance Development Meeting

Preparation for the Performance Development Meeting

· Schedule the Performance Development Planning (PDP) meeting and define pre-work with the staff member to develop the performance development plan (PDP).
· The staff member reviews personal performance, documents “self-assessment” comments and gathers needed documentation, including 360 degree feedback results, when available.
· The supervisor prepares for the PDP meeting by collecting data including work records, reports, and input from others familiar with the staff person’s work.
· Both examine how the employee is performing against all criteria, and think about areas for potential development.
· Develop a plan for the PDP meeting which includes answers to all questions on the performance development tool with examples, documentation and so on.

Performance Development Process (PDP) Meeting

Performance Development Process (PDP) Meeting

1.Establish a comfortable, private setting and rapport with the staff person.
2.Discuss and agree upon the objective of the meeting, to create a performance development plan.
3.The staff member discusses the achievements and progress he has accomplished during the quarter.
4.The staff member identifies ways in which he would like to further develop his professional performance, including training, assignments, new challenges and so on.
5.The supervisor discusses performance for the quarter and suggests ways in which the staff member might further develop his performance.
6.Add the supervisor's thoughts to the employee's selected areas of development and improvement.
8.Examine job responsibilities for the coming quarter and in general.
9.Agree upon standards for performance for the key job responsibilities.
10.Set goals for the quarter.
11.Discuss how the goals support the accomplishment of the organization's business plan, the department's objectives and so on.
12.Agree upon a measurement for each goal.
13.Assuming performance is satisfactory, establish a development plan with the staff person, that helps him grow professionally in ways important to him.
14.If performance is less than satisfactory, develop a written performance improvement plan, and schedule more frequent feedback meetings. Remind the employee of the consequences connected with continued poor performance.
15.The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department.
16.Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting.
17.End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance.
18.Set a time-frame for formal follow up, generally quarterly.

Performance Management and Development in the General Work System.

Performance Management and Development in the General Work System.

· Define the purpose of the job, job duties, and responsibilities.
· Define performance goals with measurable outcomes.
· Define the priority of each job responsibility and goal.
· Define performance standards for key components of the job.
·Develop and administer a coaching and improvement plan if the employee is not meeting expectations.

Performance Management System

Performance Management System

How many supervisors feel their time is well-spent professionally to document and provide proof to support their feedback - all year long? Plus, the most important outputs for the performance appraisal, from each person's job, may not be defined or measurable in your current work system. Make the appraisal system one step harder to manage and tie the employee's salary increase to their numeric rating.

If the true goal of the performance appraisal is employee development and organizational improvement, consider moving to a performance management system. Place the focus on what you really want to create in your organization - performance management and development. As part of that system, you will want to use this checklist to guide your participation in the Performance Management and Development Process. You can also use this checklist to help you in a more traditional performance appraisal process.

In a recent Human Resources Forum poll, 16 percent of the people responding have no performance appraisal system at all. Supervisory opinions, provided once a year, are the only appraisal process for 56 percent of respondents. Another 16 percent described their appraisals as based solely on supervisor opinions, but administered more than once a year.

If you follow this checklist, I am convinced you will offer a performance management and development system that will significantly improve the appraisal process you currently manage. Staff will feel better about participating and the performance management system may even positively affect - performance.

Preparation and Planning for Performance Management

Preparation and Planning for Performance Management

Much work is invested, on the front end, to improve a traditional employee appraisal process. In fact, managers can feel as if the new process is too time consuming. Once the foundation of developmental goals is in place, however, time to administer the system decreases. Each of these steps is taken with the participation and cooperation of the employee, for best results.

The Performance Management Cycle

The Performance Management Cycle

The Performance Management is a process and cyclical in nature, consisting of four critical phases, namely monitoring, coaching, supporting and recognizing employee performance.

1. Monitoring - the performance management policy will be reviewed every two years to assess its effectiveness. Equity and parity of treatment shall be demonstrated by regular reports, detailing rewards, where relevant information is made available. Transparency and fairness shall be monitored and action taken where issues emerge.

2. Coaching - work is interesting and challenging when employees are informed about organizational goals. Recognition shall be given for good performance as well as opportunities for professional development. By employing effective coaching skills, managers shall apply skills like informing, listening, observing and giving constructive feedback.

3. Supporting - the company shall focus on developing employees to meet their full potential. It shall record the development needs of each employee. The aims and objectives of the company shall be aligned to the development needs of each employee, thereby achieving both employee and organizational goals.

4. Recognition - the company shall acknowledge and reward an employee for good performance. This shall be done in the form of appreciation, institution of an award system, promotion as well as opportunities for professional development.

Fair Reward System

Fair Reward System

Even though all employees receive salaries commensurate with expected standard of performance, additional remunerative rewards must be offered to employees in return for specific performance. The system shall link rewards more clearly with employees’ achievements.

Rewards may be remunerative and non-remunerative:o remunerative rewards may take the form of promotion, payment of advanced or discretionary increment.o non-remunerative rewards which may include flexible working arrangements and support for one’s academic or professional development in the form of sabbatical leave, study leave etc.o All rewards whether financial or non-financial in nature, shall carry resource implications and as such, the level of rewards shall be based on the principle of affordability. The nature and type of rewards by the Company shall be reviewed from time to time.

General Principles

For the Performance Management to function effectively, all elements of this process must cohere. The inter-linking feature throughout each of these processes shall be the Employee Development Plan (EDP), as set out in the appendix. The EDP shall form a basis of discussion between the Line Manager and the employee.· The Company shall regard its obligations and those of its employees as being governed by the following principles

It shall engage people with skills, knowledge, abilities, professional credentials and values that are congruent with those of the Company.o It shall manage employees respectfully through processes that are procedurally fair, transparent and encourage flexible response in the work environment. It shall develop employees’ capabilities to reach targets and goals of the Company.o It shall provide honest, evidence-based feedback to enable monitoring and adjustment of the performance.o It shall preserve confidentiality during the whole process and disseminate formal reports to only employees’ line managers and where appropriate, the Human Resource Department.

Performance Rating

Performance Rating

Performance ratings represent a summary of the overall performance against key targets, which will confirm that there had been a fair assessment based on the available data.

The criteria for assessing performance is defined in the diagram below:
Rating Definition
Range Merit Increase (%)
4 - 5
Highly Competent
3 - 3.9
2 - 2.9
Needs Improvement
1 -1.9
Not Acceptable

Performance Appraisal Procedure

Performance Appraisal Procedure

. The appraisal procedure will be undertaken to:·

. Review employee performance against assigned tasks and responsibility

· Identify areas of strengths that need to be built on and weaknesses that need to overcome/addressed and most importantly unearth potential that must be developed.

· Identify Training Needs of employees

· Create a basis for rewarding superior performance

· Plan for the following year.

Performance Management Policy-Purpose

Performance Management Policy-Purpose

This policy helps employees to lead, create and deploy talent and resources to achieve strategic aims and a quality performance management system.The purpose of this management framework is to provide a clear, coherent, fair and equitable framework for managers to use throughout any phase of the performance management process. It also makes explicit the policies to be used in support of achieving desired outcomes for both employees and the entire section to which they belong.

Performance Management Policy

Performance Management Policy-Introduction

Decisions concerning career development, promotion, succession planning and compensation depend on information provided through effective Performance Management. Pioneer Food Cannery Ltd shall therefore ensure that all employees understand the requirements of their jobs as well as the expected results. The actual assessment of how well they have done will be undertaken annually through a comprehensive appraisal of their performance in relation to their expectations. By so doing, top performers are identified with ease which ensures the company to leverage employees to the best of their ability, acquiring the right person, at the right time, in the right place at the right price.

Training Inputs

Training Inputs

1.Training needs are identified on the basis of performance gaps in the previous year and performance opportunities for the next year; these are assessed through performance appraisals and come as inputs to the training subsystem.

2.Training needs are assessed on the basis of potential appraisal exercises and assessment centers.Training needs are assessed on basis of technological changes in the organization, strategic moves and other changes in the environment.

3. Training needs are assessed on the basis of the norms, values and other cultural aspects the organization wants to develop in its members.

Training Indroduction

This is the most frequently used and focused subsystem of HRD. It has been to significant that in past HRD was equated in some companies with training.

Induction Training
It is a process of welcoming a new employee to the organization and to acquaint to the organization and his job.

After joining a post, the employee should be given necessary induction training - need for the same is

1} To inform the employee the terms and conditions of his employment & the job requirements, environments.

2} To help him in gaining confidence in his work and the organization he has joined.

Induction training is also given to an employee who gets promoted to a supervisory position from a lower rank. It is the responsibility of the personnel department to arrange for such orientation, the line managers should take interest in orienting the subordinates assigned to the departments for ultimately they are responsible for the better performance of new entrants.

Induction relates to --

Informing the achievement of other seniors and Co’s recognitions towards each and showing them the way to achieve the same.Making them to know about their team leader requirements, risk involved, ways of co-ordination in view of overall performance levels

To make them comfortable with the Co’s professional environment together with improvement areas etc.

People Development Process Instructions

People Development Process Instructions

1 Job Description Review
· The supervisor will then forward the job description to the employee.
· At the beginning of the meeting, the employee and supervisor will review the job description together.
·If no changes are necessary, the supervisor will inform Human Resources that no changes were made.
· If revisions to the job description are proposed, subsequent to the meeting, the employee will make the necessary changes to the job description.
· The revised job description will be forwarded to the supervisor, who will submit it to the appropriate Dean.

2. Obtaining Feedback from a Variety of Sources

3. Performance Development Foundation

4. Employee Development Plan

Staff Success Factors

Staff Success Factors

The College’s core values of truth, loyalty and service are the basis for establishing the Staff Success Factors in the People Development Process:

Service - to people inside and outside the College;
Teamwork – work effectively with colleagues from all levels and backgrounds;
Communication – address key issues and share important information quickly and effectively.

Employee Development Process

Employee Development Process is based on these principles.

*A shared understanding between the supervisor and the employee of
job responsibilities
performance standards
performance level

*Highly interactive, with employee and supervisor invested in the outcome
Every supervisor is expected to champion employee development
Every employee is responsible for his/her own development

*Insight into employee effectiveness derived from honest and open feedback from a variety of sources

Retain Employee

Employee Retaintion Step.

1. In advance( may a week before the last day) writing him a mail and stating that though he has decided to move on but you ( as in HR) would like to spend some time to understand his prespctive of the comapny

2. Fix a date and time and book a conf room for the same, so that at th elast min you are not runing around with the individual to find a comfortable place for interacting with him/her

3. Calculte the full and final settlements with tax obligations so that you could settle the same on the lsat day with out bothering the employee and asking to him to come again just to collect the cheque.

4. Spend time and LISTEN, you could read between the lines to understand ( may be the reason for quittting) Brief him about the company policy which may have helped him to alter the decision

5. Ask for his personal mail id and keep in touch by sending mailer regarding company news letters, job vacancies etc6. Last but not the elast assit him in all the formalities that are required to be completed before the exit ( like hading over the drawer keys, deleting mail id, handing over of Lib books, CD etc, getting the clearance cheque from the accounts) and then see the person off.

Gratuity Calculation

The gratuity computation is as follows:

Basic salary as on 31st Mar+DA * (15/26) * No. of yrs of service.


An employee joins on 1st March 2002 and resigns on 26th December 2008. His basic salary as on 31st Mar 2008 is 15000.00, then how do you calculate gratuity

Ans:1st March 2002 to 26th December 2008 = 6.8 years of service15000 * (15/26) * 6.8 years = 58846.00If there is a increase in basic salary during the year, the same can be considered proportionately.

This is how to calculate Gratuity....

Recovery of gratuity.

Recovery of gratuity.

If the amount of gratuity payable is not paid by the employer, within the prescribed time to the person entitled thereto, the controlling authority shall, on an application made to it in this behalf by the aggrieved person, issue a certificate for that amount to the Collector, who shall recover the same, together with compound interest thereon at the rate of nine per cent per annum, from the date of expiry of the prescribed time, as arrears of land revenue and pay the same to the person entitled thereto. Section 8.

Protection of gratuity

Protection of gratuity

No gratuity payable under the Payment of Gratuity Act and the rules made thereunder shall be liable to attachment in execution of any decree or order of any civil, revenue or criminal court. Section 13.

Appeal of Gratuity


Any person aggrieved by an order of the controlling authority may, within sixty days from the date of the receipt of the order, prefer an appeal to the Regional Labour Commissioner (Central) of the area, who has been appointed as the appellate authority by the Central Government:

Provided that the appellate authority may, if it is satisfied that the appellant was prevented by sufficient cause from preferring the appeal within the said period of sixty days, extend the said period by a further period of sixty days. Section 7(7).

Forfeiture of Gratuity

Forfeiture of gratuity

(1) The gratuity of an employee, whose services have been terminated for any act, wilful omission or negligence causing any damage or loss to, or destruction of, property belonging to the employer, shall be forfeited to the extent of the damage or loss so caused.

(2) The gratuity payable to an employee shall wholly be forfeited--
(a) if the services of such employee have been terminated for his riotous or disorder conduct or of any other act of violence on his part, or
(b) if the services of such employee have been terminated for any act which constitutes an offence involving moral turpitude, provided that such offence is committed by him in the course of his employment. Section 4(6).

Notice of opening, change or closure of the establishment

Notice of opening, change or closure of the establishment.

(1) A notice shall be submitted by the employer to the controlling authority of the area within thirty days of any change in the name, address, employer or nature of business. Rule 3(2).

(2) Where an employer intends to close down the business he shall submit a notice to the controlling authority of the area at least sixty days before the intended closure. Rule 3(3).

Payment of Gratuity

Payment of gratuity.

(1) Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years--
(a) on his superannuation, or
(b) on his retirement or resignation, or
(c) on his death or disablement due to accident or disease:
Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
Disablement means such disablement which incapacitates an employee for the work which he was capable of performing before the accident or disease resulting in such disablement. Section 4(1).
(2) For every completed year of service or part thereof in excess of six months, the employer shall pay gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned:
Provided that in the case of a piece-rated employee, daily wages shall be computed on the average of the total wages received by him for a period of three months immediately preceding the termination of his employment, and, for this purpose, the wages paid for any overtime work shall not be taken into account:
Provided further that in the case of an employee employed in a seasonal establishment, the employer shall pay the gratuity at the rate of seven days' wages for each season. Section 4(2).
(3) The amount of gratuity payable to an employee shall not exceed twenty months wages. Section 4(3).

Application for gratuity

Application for gratuity.

1) An employee who is eligible for payment of gratuity under the Act, or any person authorised, in writing, to act on his behalf, shall apply ordinarily within thirty days from the date gratuity becomes payable:

Provided that where the date of superannuation or retirement of an employee is known, the employee may apply to such employer before thirty days of the date of superannuation or retirement. Rule 7(1).

(2) A nominee of an employee who is eligible for payment of gratuity shall apply, ordinarily within thirty days from the date the gratuity became payable to him, to the employer. Rule 7(2).
(3) A legal heir of an employee who is eligible for payment of gratuity shall apply, ordinarily within one year from the date the gratuity became payable to him, to the employer. Rule 7(3).
(4) An application for payment of gratuity filed after the expiry of the periods specified above shall also be entertained by the employer if the applicant adduces a sufficient cause for the delay. Rule 7(5).

Nomination of Gratuity Act


(1) Each employee, who has completed one year of service, after the commencement of the Payment of Gratuity (Central) Rules, 1972 shall make within thirty days of completion of one year of service, a nomination. Section 6(1) read with Rule 86(I1)
(2) If an employee has a family at the time of making a nomination, the nomination shall be made in favour of one or more members of his family and any nomination made by such employee in favour of a person who is not a member of his family shall be void. Section 6(3).
(3) If at the time of making a nomination, the employee has no family, the nomination can be made in favour of any person or persons, but if the employee subsequently acquires a family, such nomination shall forthwith become invalid and the employee shall make within 90 days fresh nomination in favour of one or more members of his family. Section 6(4) read with Rule 6(3).
(4) A nomination or a fresh nomination or a notice of modification of nomination shall be signed by the employee or, if illiterate, shall bear his thumb-impression in the presence of two witnesses, who shall also sign a declaration to that effect in the nomination, fresh nomination or notice of modification of nomination as the case may be. Rule 6(5).
(5) A nomination may, subject to the provisions of sub-sections (3) and (4) of Section 6, be modified by an employee any time after giving to his employer a written notice of his intention to do so. Section 6(5).
(6) A nomination or fresh nomination or notice of modification of nomination shall take effect from the date of receipt of the same by the employer. Rule 6(6).

Explanation of Gratuity Act

Explanation I

In the cease of an employee who is not in uninterrupted service for one year, he shall be deemed to be in continuous service if he has been actually employed by an employer during the twelve months immediately preceding the year for not less than--
(i) 190 days, if employed below the ground in a mine, or
(ii) 240 days, in any other case, except when he is employed in a seasonal establishment.

Explanation II

An employee of a establishment shall be deemed to be in continuos service if he has actually worked for not less than seventy-five per cent of the number of days on which the establishment was in operation during the year. Section 2(d)·
(d) “Controlling authority” means an authority appointed by an appropriate Government under Section 3. Section 2(d).
(e) "Family", in relation to an employee, shall be deemed to consist of---
(i) in the case of a male employee, himself, his wife, his children, whether married or unmarried, his dependent parents and the widow and children, of his predeceased son, if any,
(ii) in the case of a female employee, herself, her husband, her children, whether married or unmarried, her dependent parents and the dependent parents of her husband and the widow and children of her predeceased son, if any:
the employee. Section 2(h).

Definitions of Gratuity Act


(a) "Appropriate Government" means (i) in relation to an establishment--
(a) belonging to, or under the control of, the Central Government,
(b) having branches in more than one State,
(c) of a factory belonging to, or under the control of, the Central Government,
(d) of a major port, mine, oilfield or railway company, the Central Government,
(ii) in any other case, the State Government. Section 2(a).
(b) "Completed year of service" means continuos service for one year. Section 2(b).
(c) "Continuos Service" means uninterrupted service and includes service which is interrupted by sickness, accident, leave, lay-off, strike or a lock-out or cessation of work not due to any fault of the employees concerned, whether such uninterrupted or interrupted service was rendered before or after the commencement of this Act.

To whom the Act Applies-Gratuity Act

To whom the Act Applies.

The Act applies to (a) every factory, mine, oilfield, plantation, port and railway company; (b) every shop or establishment within the meaning of any law for the time being in force in relation to shops and establishments in a State, in which ten or mote persons are employed, or were employed, on any day of the preceding twelve months; and (c) such other establishments a class of establishments, in which, ten or more employees are employed, or were employed, on any day of the preceding twelve months, as the Central Government may, by notification, specify in this behalf. Section 1(3).